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HomeMy WebLinkAbout01/19/21 - 11/21/22GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS January 11, 2021 Members of the Greater Roanoke Transit Company Board of Directors Dear Members of the Board of Directors: The regular meeting of the Greater Roanoke Transit Company Board of Directors will be held on Tuesday, January 19, 2021, at 1:00 P.M. in the EOC Conference Room, Room 159, first floor, Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., Roanoke, Virginia, and by electronic communication as permitted and authorized by Virginia Code Section 2.2- 3708.0 (A)(3), as amended, Ordinance No. 41703 - 032720; and Resolution No. 41704- 032720. Sincerely, Cecelia F. McCoy Secretary c: Robert S. Cowell, Jr., Vice - President of Operations, GRTC Sherman M. Stovall, Assistant Vice - President of Operations, GRTC Timothy R. Spencer, General Counsel, GRTC Laura M. Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Troy A. Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS Tuesday, January 19, 2021 1:00 P.M. EOC CONFERENCE ROOM ROOM 159 ACTION AGENDA Call to Order -- Roll Call. Directors Melinda Payne and Anne Cantrell were absent. (Director Dwayne D'ardenne participated via telephone conference). Timothy Spencer, Registered Council and President Pro Tern announced the City Clerk had received notification from Director Dwayne D'ardenne was unable to attend the Board of Directors meeting because he was under self - quarantine because of the Covid -19 pandemic disaster and requested approval to allow remote participation by electronic communication means. The Directors voted unanimously to allow him to participate in the meeting via telephone. 2. Approval of Minutes: Regular meeting of GRTC held on Monday, November 16, 2020. Without objection, the reading of the Minutes were dispensed with and approved. 3. Reports of Officers: a. Secretary: Election of Officers: Replace President Anita James Price and Vice - President Michelle L. Davis. Joseph L. Cobb was appointed as President of the Greater Roanoke Transit Company to fill the unexpired term of Anita James Price ending June 30, 2021. Vivian Sanchez -Jones was appointed as Vice - President of the Greater Roanoke Transit Company to fill the unexpired term of Michelle L. Davis ending June 30, 2021. b. General Manager: 1. Management Update: a. Planning and Special Projects 1. Planning Commission Review of Transit Center Design. 2. Station Section 106 Historic Review Submitted. 3. Coronavirus Response and Relief Supplemental Appropriations Act. 4. Bus Operator Protective Shields — UPDATE 5. Transit Passenger Advisory Committee (TPAC) — November 2020 Meeting Update. 6. GRTC Ridership Update. Without objection, the Management Update was received and filed. b. Greater Roanoke Transit Company Fiscal Year 2020 Financial Report (Unaudited). Without objection, the Greater Roanoke Transit Company Fiscal Year 2020 Financial Report was received and filed. 2. Municipal Auditing Report — GRTC Fuel Management Follow Up. Without objection, the Municipal Auditing Report — GRTC Fuel Management Follow Up was received and filed. 3. Authorization to file for Federal Transit Administration Operating and Capital Financial Assistance, and Commonwealth of Virginia Operating and Capital Financial Assistance for Fiscal Year (FY) 2021 —2022. Adopted Resolution. (5 -0) 4. Other Business: The Assistant Vice - President for Operations, Sherman Stovall, gave an overview to the Board of Directors related to the structure and purpose of the Greater Roanoke TransitlValley Metro. 5. Next Meeting: Monday, March 15, 2021 at 1:00 p.m., in EOC Conference Room. 6. Adjournment —1:53 p.m. GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS January 11, 2021 Members of the Greater Roanoke Transit Company Board of Directors Dear Members of the Board of Directors: This correspondence is to advise that on Monday, January 4, 2021, Mayor Sherman P. Lea, Sr. and Members of City Council, as the sole Stockholder of Greater Roanoke Transit Company, recommended Council Members Joseph L. Cobb and Vivian Sanchez -Jones be appointed to replace Council Members Anita J. Price and Michelle L. Davis as Directors on the Greater Roanoke Transit Company, Board of Directors for a term ending June 30, 2021, pursuant to Article 111.2. of the Greater Roanoke Transit Company Bylaws. These appointments will be considered by the GRTC Board of Directors at its January 19, 2021 meeting. Sincerely, esecF� J' m` 9T Cecelia F. McCoy Secretary c: Robert S. Cowell, Jr., Vice - President of Operations, GRTC Sherman M. Stovall, Assistant Vice - President of Operations, GRTC Timothy R. Spencer, General Counsel, GRTC Laura M. Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Troy A. Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro M Greater Roanoke Transit Company (GRTC) Board of Directors Meeting Management Update January 19, 2021 Planning and Special Projects Planning Commission Review of Transit Center Design The Planning Commission reviewed the proposed design of the Transit Station at its January 8, 2021 work session. Spectrum Design and City Engineering staff provided an overview of the existing site conditions, context with respect to adjacent buildings, site development and zoning, aerial views, building elevations, and phasing strategy. Planning Commission review of the design elements of public facilities is required under the Zoning Ordinance. Overall, Planning Commission members were pleased with the proposed design. Most of the questions focused on transit operations. Transit Station Section 106 Historic Review Submitted The Federal Transit Administration has submitted Section 106 Historic Review documentation to the Department of Historic Resources (DHR) for the proposed Transit Center. Section 106 requires each federal agency to identify and assess the effects its actions /projects may have on historic properties and determine adverse impacts on historic properties. If adverse impacts are identified, alternatives to avoid, minimize, or mitigate the impacts must be developed and evaluated. Coronavirus Response and Relief Supplemental Appropriations Act The Coronavirus Response and Relief Supplemental Appropriations Act included $14 billion for transit. The FTA recently posted the allocation for the portion of the funding allocated to Section 5307 Program, which is the fixed route service. GRTC did not receive an allocation. In reviewing information from the Virginia Transit Association, it appears that the intent of the funding is to ensure public transit agencies receive funding under the bill, when combined with the CARES Act allocation, is equal to at least 75% of the operating costs. The CARES Act allocation from the FTA was $8.1 million, which is more than 75% of the operating costs. CARES Act funding in the amount of $1.1 million was received for the Section 5311 Program via the Virginia Department of Rail and Public Transportation for the Smart Way service. Bus Operator Protective Shields - UPDATE GRTC has installed bus operator protective shields on all of its standard and low floor transit buses as a part of an on -going strategy to provide a protective barrier between the bus operator and the passenger /fare box. Greater Roanoke Transit Company P.O. Box 13247 Roanoke, Virginia 24032 Phone: (540) 982 -0305 Fax: (540) 982 -2703 www.valleymetro.com Transit Passenger Advisory Committee (TPAC) — November 2020 Meeting Update On November 12, 2020, TPAC held a virtual meeting via WebEx. The organizational role of TPAC, downtown transit center project, bus shelter program, and a ridership update were the primary topics discussed. Staff also responded to questions from TPAC members. The minutes from the TPAC virtual meeting are attached to this Management Update. GRTC Ridership Update Month 2019 2020 /o Change January 153,228 131,583 -14% February 166,736 150,847 -9.5% March 156,525 120,273 23% April 160,733 87,972 -45% May 163,638 79,592 51% June 147,733 99,060 -33% July 153,548 90,458* -41% August 157,538 88,555* -44% September 144,453 89,867* -38% October 137,474 99,907* -27% November 157,219 83,792* -47% Starline Trolley ridership data included Respectfully SWKmitted, (Vrice ral Manager Copy: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O. Box 13247 Roanoke, Virginia 24032 Phone: (540) 982 -0305 Fax: (540) 982 -2703 www.valleymetro.com 1108 Campbell Ave SE Roanoke, VA 24013 P : 540- 982 -2222 / F : 540 982 2703 Valleymetro.com MINUTES Pursuant to the Centers for Disease Control and Prevention (CDC) Social Distancing Guidelines, the October meeting of the GRTC Transit Passenger Advisory Committee was held virtually via GoToMeeting on Thursday, November 12, 2020 at 6:30 P.M. 1. WELCOME • Meeting commenced at 6:35 PM • Welcome from Dorian Allen 2. ROLE CALL • Laura Hartman - Present • Rachel Ruhlen - Present • Hope Trachtenberg -Fifer — Not Present • Steve Grammer— Present • Sean McGinnis— Present • Chris Andrews— Not Present 3. GRTC Updates • GRTC Transfer Center • There was discussion regarding recent developments surrounding the planned Valley Metro Transit Station. The Roanoke Planning Commission voted Monday to approve zoning changes that would allow a transit station to be constructed Downtown Roanoke by right, with no special exceptions required. The Planning Commission's recommendation will be forwarded to the Roanoke City Council for final approval. In August, Roanoke's BZA denied the city a special exception permit to construct a transit station on the Brandon Lot. However, the city opted to propose changes to the zoning ordinance that would allow a transit station be constructed by right. • This decision does not ensure that the original plan for the Brandon Lot will go forward. Valley Metro is still considering all options in and around Downtown Roanoke. • City Council will review the recommendation from the Roanoke Planning Commission during their Regular Session on Monday, November 16, 2020. • Ridership o Rolling monthly tabulation of ridership throughout all routes o Ridership has seen an uptick since the last meeting ■ 31.5% difference in ridership from same time last year. ■ Currently on pace for our first 100,000 trip month since March of this year. 48,404 1 33,164 Bus Shelter Program /Bus Stop Improvement 1108 Campbell Ave SE Roanoke, VA 24013 P : 540 - 982 -2222 / F : 540 982 2703 Valleymetro.com - 15,240 1 - 31.49% o The permit application for zoning and basic development plan review has been submitted to the City of Roanoke for the Shenandoah Ave bus shelter at the corner of Shenandoah and peters creek servicing the Creekside Shopping Center. ■ Application includes description of project, location, and conceptual renderings for review o We have conducted site visits at two locations slated for improvements in the town of Vinton: Site visits for bus stop improvements consist of physical and spatial analysis of the immediate area. Includes grading considerations, line - of- sight /visibility considerations, identification of utilities at the site, etc. ■ Bus stops slated for improvements include stops serving PFG on W. Virginia Ave. and Kroger at Lake Drive Plaza, respectively. o Ron Parker presented information regarding the Walmart Valley View Bus Stop Improvement Project, indicating that given the recent developments surrounding Valley View Mall, Valley Metro is still exploring all options for bus stop /passenger amenities improvements for this particular stop. Other Updates • Ron Parker mentioned the increased activity and presence on the Valley Metro website, indicating that the website has become the main forum for the communication and dissemination of information pertaining to TPAC meeting agendas and minutes, as requested from the TPAC members. • The next GRTC Board meeting will take place on Monday, November 16, 2020 at 1:00 PM. o Valley Metro is still working on developing a virtual tour, as well as, 15 -ride passes for the TPAC members. 4. QUESTIONS /COMMENTS FROM TPAC MEMBERS Questions o Q: Will there be opportunity to receive more feedback on the design of the new transfer center? o A: Valley Metro will provide opportunity to provide feedback, specifically through this group. TPAC members have had the opportunity to review wn��0 M 1108 Campbell Ave SE Roanoke, VA 24013 P : 540 - 982 -2222 / F : 540 982 2703 Valleymetro.com publicly - available drawings of the proposed facility and can provide feedback to the Valley Metro staff. • Q: Do property owners within the city always have to give approval for bus stop improvements or does the city own the property adjacent to the street and therefore does not need approval? • A: Typically, bus stop improvements within a jurisdiction's right -of -way (ROW) will involve a direct application to the jurisdiction in the form of an encroachment permit allowing GRTC to construct within the ROW. For proposed improvements on private property, GRTC and participating parties will have to make a revocable agreement; a legal document created to resolve provisions of ownership /stewardship on an individual's property where improvements are completed. o Q: Can the GRTC Board make it more accessible for TPAC members to attend? o A: Valley Metro will look into ways in which we can make these meetings more accessible to TPAC members. o Q: Can TPAC Members attend the GRTC Board Meetings? o A: Yes, provided that the meetings are pursuant of the CDC guidelines for Social Distancing. • Q: An advisory committee's purpose is to advise. The GRTC Board created this advisory committee over one year ago but has not sought its advice on anything. What would you like us to advise you on? • A: Valley Metro staff and GRTC Board will determine which areas they will seek advice from the TPAC o Q: When will empty positions on this committee be filled? What steps are being taken to fill these positions? Empty positions are: Salem, Vinton, Roanoke City, and the person appointed as a Business has not participated in a long time. What is the timeline for filling these positions? o A: This issue will be presented at the next GRTC Board Meeting for further discussion. • Q: Can recruitment for the empty positions be posted on buses and RADAR to ensure that applications are received from bus riders? This committee was never posted on buses when the positions were originally filled. • A: Information was, in fact, posted on buses, as well as Campbell Court prior to the initial filling of TPAC positions. Valley Metro will work to ensure that 1108 Campbell Ave SE Roanoke, VA 24013 P : 540 - 982 -2222 / F : 540 982 2703 Valleymetro.com information regarding the empty TPAC position is disseminated on VM and RADAR revenue vehicles. o Q: Can GRTC Board Members sit in on the TPAC Meetings? o A: This issue will be presented at the next GRTC Board Meeting for further discussion. • Q: GRTC Board meetings do not have a section for public comments. Is it then the responsibility of the TPAC to solicit public comments then will then be relayed to the GRTC Board. • A: Valley Metro does provide several opportunities for public input during public meetings, open houses, surveys, and other public forums during operational changes or modifications. • Q: Is Valley Metro aware of the Volkswagen Settlement funding opportunities for new, electric buses? • A: Valley Metro is aware of this funding opportunity and is considering all funding avenues for future bus purchases, including electric buses. • Q: Does Valley Metro just have the typical large buses or are there a variety of specialty buses? • A: Valley Metro has a variety of buses including, MCI commuter bus, body - on- chassis, 35 -foot transit buses, 40 -foot transit buses, and trolleys. 5. NEXT MEETING — February 11, 2021 @ 6:30PM 6. ADJOURN wIN ey ,?s. iWr6*N'IM Greater Roanoke Transit Company (GRTC) Board of Directors Meeting Roanoke, Virginia January 19, 2021 President and Members of the GRTC Board of Directors Dear President and Members of the GRTC Board: Subject: Greater Roanoke Transit Company Fiscal year 2020 Financial Report (Unaudited) The attached report provides Fiscal Year 2020 unaudited financial performance information for the Greater Roanoke Transit Company (GRTC). This report is for the twelve months ending June 30, 2020. GRTC experienced net income of $350,536, an increase of $567,812 compared to the same period in FY 2019. The unrestricted retained earnings total $688,904 at the end of FY2020. The significant factors affecting financial performance are outlined below. Revenue Total revenue increased 4.2% over the same period last year, but is 2.1% below the established budget. Significant factors impacting revenue include: • Fare Revenue decreased 28% compared to FY 2019 and performed 35% below the established budget. The suspension of fare collection was implemented on March 27th and continued until June 30th, which had a significant impact on fare revenue. GRTC used CARES ACT funds as provided by the Federal Transit Administration (FTA) to offset expenses. • Other revenue (advertising, building rental, parking, miscellaneous) increased 9% compared to FY 2019 and 6.8% above the established budget. Greater Roanoke Transit Company P.O. Box 13247 Roanoke, Virginia 24032 Phone: (540) 982 -0305 Fax: (540) 982 -2703 www.valleymetro.com • State and Federal operating assistance increased 29 %, and is 21% above the established budget. The increase in state and federal operating assistance is as a result of available CARES Act funding as appropriated by the FTA. Expenses Total expenses decreased 1.4% compared to FY 2019 and 5.4% below the established budget. Significant factors impacting expenses include: • Labor and Fringe Benefits increased less than 1 %, but are 3.4% below the established budget. • Services increased 1.9 %, but are 10.4% below the established budget. • Materials and Supplies decreased 10.3% and are 16.8% below the established budget. • Insurance related expenses (facilities /vehicles) increased less than 1 %, but are 8.7% below the established budget. • Miscellaneous Expense, which includes paratransit service, decreased 1.8 %, and exceeds budget by approximately 1.4 %. Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O. Box 13247 Roanoke, Virginia 24032 Phone: (540) 982 -0305 Fax: (540) 982 -2703 www.valleymetro.com GREATER ROANOKE TRANSIT COMPANY SOUTHWESTERN VIRGINIA TRANSIT MANAGEMENT COMPANY Operating Revenue and Expense Statement For the Twelve Months Ending June 30, 2020 OPERATING INCOME Operating Revenue Non - Transportation Revenues Total Income OPERATING EXPENSES Labor - Hourly & Salary Fringe Benefits Services Materials & Supplies Utilities Insurance Costs Miscellaneous Expenses Total Expenses Net Loss Local Grants State Grants Federal Grants Total Subsidies FY FY FY 19 2020 2019 BUDGET % OF FY 20 June June TOTAL BUDGET $1,340,658.86 $1,860,686.27 $2,065,037.00 64.92% 271,827.03 249,445.77 254,538.00 106.79% $1, 612,4 85.89 $2,110,132.04 $2,319,575.00 69.52% $4,040,256.00 1,912,123.48 693,491.71 1,288,460.69 219,257.57 244,373.39 1,908.179.13 $10,306,141.97 $4,029,050.66 1,892,892.74 680,573.33 1,436,544.68 224,589.32 242,719.15 1.943.544.37 $10,449,914.25 $4,027,266.00 2,134,520.00 774,144.00 1,548,871.00 255,259.00 267,783.00 1.881.082.00 $10,888,925.00 100.32% 89.58% 89.58% 83.19% 85.90% 91.26% 101.44% 94.65% ($8,693,656.08) ($8,339,782.21) ($8,569,350.00) 101.45% $2,035,148.19 $2,692,103.87 $2,769,764.00 73.48% 2,171,308.38 2,128,404.00 2,423,011.00 89.61% _ 4,837,735.59 3,301,998.37 3,376,575.00 143.27% $9,044,192.16 $8,122,506.24 $8,569,350.00 105.54% Net Income (loss) $350,536.08 ($217,275.97) GREATER ROANOKE TRANSIT COMPANY SUMMARY OF STATEMENT OF NET POSITION 6/30/2020 6/3/2019 Year -to -Date Year -to -Date % of Change ASSETS CASH $ 1,212,645.47 $ 126,485.54 859% ACCOUNTS RECEIVABLE $ 3,515,460.29 $ 3,911,646.22 -10% INVENTORY $ 496,106.46 $ 499,667.91 -1% FIXED ASSETS FIXED ASSETS $ 37,934,143.48 $ 35,430,975.39 7% ACCUMULATED DEPRECIATION $ (23,499,498.21) $ (21,544,941.67) 9% NET FIXED ASSETS $ 14,434,645.27 $ 13,886,033.72 4% PREPAYMENTS $ 3,602.34 $ 23,512.34 -85% TOTAL ASSETS $ 19,662,459.83 $ 18,447,345.73 7% CURRENT LIABILITIES ACCOUNTS PAYABLE $ 2,110,412.24 $ 2,644,668.76 -20% PAYROLL LIABILITIES $ 446,461.00 $ 424,461.92 5% OTHER LIABILITIES $ 1,982,037.14 $ 1,038,779.14 91% CAPITAL CAPITAL STOCK $ 5.00 $ 5.00 0% GRANTS $ 3,405,258.60 $ 3,621,913.10 -6% DEPRECIATION EXPENSE $ (1,954,556.54) $ (1,717,997.51) 14% RETAINED EARNINGS $ 10,934,172.31 $ 7,878,905.29 39% CAPITAL CONTRIBUTIONS $ 2,388,134.00 $ 4,773,886.00 -50% NET INCOME (LOSS) $ 350,536.08 $ (217,275.97) -261% TOTAL CAPITAL $ 15,123,549.45 $ 14,339,435.91 5% TOTAL LIABILITIES & CAPITAL $ 19,662,459.83 $ 18,447,345.73 7% MUNICIPAL AUDITING REPORT CITY OF ROANOKE GRTC Fuel Management Follow-Up November 16, 2020 Report Number: 21 -005 Audit Plan Number: 21 -203 Municipal Auditing Department Chartered 1974 www.roanokeva.gov /auditing Phone 540.853.5235 TABLE OF CONTENTS Audit Objectives & Conclusions ......................................... ............................... 1 Background........................................................................ ............................... 3 Objective 1 — System Calibration ....................................... ............................... 4 Objective 2 — Diesel Fuel Billing Error ................................ ............................... 6 Objective 3 — Reconciling Fuel Inventory ........................... ............................... 8 Objective 4 — Stick Reading of Fuel Deliveries .................. ............................... 11 Objective 5 — Monitoring for Water in Tanks ...................... ............................... 13 Objective 6 — Fuel Dispensing System ............................... ............................... 14 Summary of Management Action Plans ............................. ............................... 19 ManagementComments .................................................... ............................... 20 Acknowledgments............................................................. ............................... 21 November 16, 2020 Report # 21 -005 5. Did GRTC employees use water - sensing paste to confirm there was no water in the underground fuel storage tanks, as reported by the tank monitoring system? Yes — Procedures were developed to apply water - sensitive paste following each fuel delivery. A sample of 27 deliveries showed GRTC was conducting these tests. 6. Were issues with the OPW fuel dispensing system's functionality and data reliability resolved? Yes with Qualifications — GRTC's technology department developed an in -house solution, VM Interface, to capture fueling and mileage data for each bus during nightly bus service. This system replaced OPW in early 2019. The new system incorporated data input controls that improved data quality, reduced the frequency of data entry by management from a daily to monthly process, and provided new reporting capabilities. The nightly data collection process remains susceptible to human error but data validation testing showed these errors had minimal impact on performance reporting. End of Audit Objectives and Conclusions Page 2 November 16, 2020 BACKGROUND Report # 21 -005 The Greater Roanoke Transit Company (GRTC) is a private, nonprofit, public service organization wholly owned by the City of Roanoke. GRTC contracts with First Transit, Inc. to operate and maintain the transit system, which is more widely known as "Valley Metro." GRTC owns and operates the following fleet of buses: • 37 Gillig transit coaches • 5 MCI coaches 4 Trolleys • 2 body -on- chassis buses • Two (2) 19- passenger body -on- chassis vehicles GRTC's coaches, trolleys and buses operate on ultra -low sulfur diesel fuel. Diesel fuel is stored in two (2) underground storage tanks that each have a 12,000 gallon capacity at the Roy Z. Meador Operations, Maintenance and Administrative Facility. The Environmental Protection Agency (EPA) mandates careful management of underground storage tanks to ensure stored fluids do not leak. Virginia Administrative Code (9 VAC - 580 -160) outlines nine (9) approved methods of leak detection for operators of underground storage tanks. Annually, GRTC obtains guaranteed pricing for diesel fuel through a public bidding process. Contracts generally require GRTC to purchase approximately 450,000 gallons over 12 months at the agreed upon price. We conducted an audit of GRTC's fuel management processes in 2016. One audit objective sought to ensure GRTC maintains and monitors underground storage tanks in compliance with Federal and State regulations. We determined their automated tank gauging system (Veeder Root) continuously monitors for water and leaks, meeting federal compliance requirements. However, there were opportunities to utilize the tank gauging system and fuel meter system (OPW) to improve monitoring over fuel deliveries. The second audit objective analyzed invoices for fuel deliveries to ensure they were paid in accordance with properly procured and executed contracts. We determined the procurement process was appropriately performed but found one (1) of four (4) contracts had incorporated an inaccurate price differential that favored the vendor. The error resulted in an overstated price per gallon in the contract and subsequent invoices, leading to total overpayments of $24,909. GRTC also paid fees that were explicitly included in the per gallon price per contract, resulting in overpayments of approximately $7,627. End of Background Page 3 November 16, 2020 Report # 21 -005 Objective 1: System Calibrations In our 2016 audit, we tested a sample of nine (9) fuel deliveries and noted an average variance of 138 gallons (more billed than delivered) and an overall variance of 1,243 gallons (1.89 %). The Veeder Root automatic tank gauging system had not been calibrated since it was installed in 1989. A calibration was promptly performed on 12/28/2016. Seven (7) deliveries between January 2017 and March 2017 had an average variance of 56 gallons (more delivered than billed) and an overall variance of 0.74 %. Management planned to have the Veeder Root and the OPW fuel metering systems calibrated by a contractor on a semi - annual basis to help ensure accurate measurements of fuel inventory levels and amounts of fuel dispensed. Action Completed / Issues Resolved — Yes with Qualifications Follow Up — September 2020 Scope: FY2018 — FY2020 (July 1, 2017 — June 30, 2020) Results: The Director of Maintenance had utilized two contractors to perform calibrations on the Veeder Root automatic tank gauging system since the original audit: 11/17/2017 Calibrate Veeder Root 12/24/2018 Stick measure Veeder Root 5/28/2019 Stick tanks and verify probe readings, clear vents 8/31/2020 Calibrate TLS to stick readings (consistent within 1 /8th inch) Since calibrations were performed less frequently than specified by management, we reviewed the Veeder Root Operators Guide and searched online for best practices. We were unable to identify any authoritative standard for how frequently calibrations should be performed. The Director of Maintenance contacted a local vendor for his recommendations on calibrating the system. The vendor stated that the Veeder Root system has no moving parts and would not need to be recalibrated on a routine basis. Additionally, the vendor noted that the Veeder Root system's primary function is to detect fuel leaks, not validate fuel deliveries. He recommended management routinely perform manual stick measurements and compare them to the system's readings. GRTC should have the system recalibrated when the variance exceeds one (1) inch. Page 4 November 16, 2020 OPW Fuel Metering System: Report # 21 -005 Based on dissatisfaction with the OPW fuel metering system, management decided to develop a custom database to track bus odometer readings and gallons of fuel dispensed. We reviewed this in -house system in the Fuel Dispensing System audit objective. End of Objective 1 Page 5 November 16, 2020 Report # 21 -005 Objective 2: Diesel Fuel Billing Error In the original audit, we noted two issues related to GRTC's fuel management contract billings: 1) A vendor bid a negative price differential but the actual contract applied the price as a positive differential. The resulting guaranteed price per gallon was still lower than competitors but resulted in overpayments of $24,904 to the vendor. GRTC notified the vendor, who agreed to credit future invoices to return the overpayment. 2) Federal and state fees were added to invoices during two contract terms with two different vendors. Bid requests and contracts specified that these fees were supposed to be included in the price differential and not billed separately. Estimated overcharges amounted to $7,627. In response, the Purchasing Supervisor was assigned additional steps to verify the differential was correctly stated, as bid, in the contract. The Purchasing Supervisor and the Director of Finance were tasked with reviewing invoices and confirming prices invoiced were consistent with the contract. Action Completed / Issues Resolved — Yes with Qualifications Follow Up — September 2020 Scope: FY2018 — FY2020 (July 1, 2017 — June 30, 2020) Results: Contract Awards We compared fuel delivery contracts to supporting bids submitted by vendors to ensure the price differentials included in the contracts were consistent with the bids. We concluded that each contract agreed to the underlying bid, and in each instance, the vendor awarded the contract was the lowest bidder. Page 6 November 16, 2020 Fuel Delivery Billings Report # 21 -005 We sampled 27 fuel delivery invoices across the following six (6) months to determine if fuel deliveries were billed in accordance with the original bid and signed contract. - January 2018 - May 2018 - August 2018 - February 2019 - October 2019 - April 2020 The price per gallon paid was consistent with the contract price on all 27 invoices reviewed. All five (5) invoices in August 2018 included a separate charge for taxes that should have been included in the price differential and not billed separately. We noted that this vendor continued to add a separate charge for taxes on deliveries made through January 2019. However, GRTC began deducting the taxes from this vendor's invoices in October 2018. Overpayments for taxes billed in August and September totaled only $610 on a fuel contract valued at $896,550. Based on the overall results of our review, future follow up on this issue is not considered necessary. End of Objective 2 Page 7 November 16, 2020 Objective 3: Reconciling Fuel Inventory Report # 21 -005 In 2017, the fueling system (OPW) and the automatic tank gauging system (Veeder Root) did not agree as to the amount of fuel dispensed daily. Six (6) of 14 days sampled over 11 months showed a variance of +/- 3% and a total variance of 306 gallons (1.55 %) between the OPW gallons dispensed and Veeder Root changes in fuel inventory. This variance was below the Environmental Protection Agency (EPA) threshold for requiring a leak check. However, GRTC did not have a policy to monitor and investigate variances between the OPW and Veeder Root systems. Management established a process to reconcile the change in Veeder Root inventory with the gallons dispensed from the OPW system. This process was intended to help validate the accuracy of data in both systems, identify system issues, and allow them to identify instances of fuel loss that may be indicative of leaks. Action Completed / Issues Resolved — No Follow Up — October 2020 Scope: FY2018 — FY2020 (July 1, 2017 — June 30, 2020) Results: Management originally developed a daily reconciliation process to compare the fuel dispensed readings from the following (4) sources: Fuel Pump Service technicians denote the pump reading total (a cumulative figure) Meter when they begin and complete fueling of buses during nightly maintenance. The difference in the beginning and ending volume provides a calculation of fuel dispensed. OPW Fueling System that provides automatic readings of fuel consumption. Service System technicians engage the unique key for each bus during service in order to obtain fuel readings. Fuel Stick Readings Service technicians use a measuring stick to record the fuel in the storage tanks at the beginning and end of the nightly bus service and refueling. The Director of Maintenance utilizes a tank conversion chart to convert the stick readings into gallons of fuel. The difference in the beginning and ending volume provides a calculation of fuel dispensed. Page 8 November 16, 2020 Report # 21 -005 Veeder Root Automatic tank gauging system provides a system print -out of fuel volume daily at 8AM. Comparison of the fuel level from the day prior to the current morninq allows for a calculation of the change in fuel inve In January 2019, management decided to stop using fueling data from the OPW system due to its susceptibility to errors. As an alternative, in -house technology staff developed a database (VM Interface) in which service technicians could directly enter fuel dispensing and odometer data into a tablet during the nightly maintenance process. Management used this data in place of the OPW system data to reconcile fuel dispensed to fuel inventories. We selected a sample of 48 days from July 1, 2017 — June 30, 2020 (16 each fiscal year), providing roughly 5% coverage of operating days, to verify that management's daily reconciliations were performed. Reconciliations for each day were provided but several samples did not have the customary data comparisons: • 16 days (33 %) did not have a calculation of change in fuel level from Veeder Root as the prior day measurement and calculation of the change in volume was not included in the daily reconciliation • 6 days (12.5 %) did not have valid manual stick readings • 4 days (8.3 %) did not have a Veeder Root measurement or a stick reading Additional analysis of our sample data found the following variances compared to pump readings (considered the most accurate measurement of fuel dispensed): OPW / VM Interface Average Variance I Observations OPW: -60 gallons or -4.8% (27 daily readings) VM Interface: +1 gallon or 0.1 % (21 daily readings) OPW: Readings were generally lower due to data on certain buses not being collected during nightly maintenance. Errors were attributed to either operator error (not applying the correct key) or software malfunctions. VM Interface: Readings were generally more accurate than OPW but still subject to input error as 4 of 21 sampled days had variances of +/- 10 gallons. Page 9 November 16, 2020 Fuel Stick I +61 gallons or 4.6% Readings (42 daily readings) Veeder Root +22 gallons or 1.8% (32 daily readings) Report # 21 -005 Data indicated readings could be highly inaccurate, with the highest variance being 1,241 gallons or 83.4°/x. Issues affecting stick readings include poor measurements taken, the stick not touching the tank bottom, wicking of fuel up the stick, shortened sticks due to wear and tear, and inaccurate tank chart conversions. Measurements in all but one instance showed a higher volume of fuel dispensed compared to pump readings. Veeder Root also showed a higher volume of fuel delivered compared to invoices as noted in Diesel Fuel Billing testing. The data shows that day -to -day variances are to be expected and therefore are not helpful at identifying fuel loss through daily consumption. A better approach to monitoring tank and system stability is a daily book -to- system inventory comparison. Book inventory is calculated by accounting for deliveries and fuel consumed (pump readings), then comparing the inventory level to the system reading (Veeder Root). Trends in the daily variances and the inception -to- date variances can indicate potential delivery, dispensing, and fuel loss issues. Continued reconciliations of VM Interface data to pump readings are important to ensure VM Interface data is valid and can be relied upon when evaluating fleet miles per gallon performance data. Significant variances should be investigated and corrected daily. End of Objective 3 Page 10 November 16, 2020 Report # 21 -005 Objective 4: Stick Reading of Fuel Deliveries The prior audit revealed discrepancies between the quantity of fuel invoiced by delivery drivers and the number of gallons added to the inventory reported by the automatic tank gauging system ( Veeder Root). Invoices were paid without validating the gallons billed against independent stick readings or the tank gauging data. Management planned to require delivery drivers to use fuel sticks provided by GRTC employees to ensure accurate measurement of deliveries to verify invoice quantities. Action Completed / Issues Resolved — No Follow Up — September 2020 Scope: FY2018 — FY2020 (July 1, 2017 — June 30, 2020) Results: Management implemented a process in which stick measurements of inventory levels were to be taken before and after fuel deliveries. In addition, during 2019, management began running delivery reports from the Veeder Root system showing the change in fuel levels in underground storage tanks following fuel deliveries. Management planned to compare gallons received to gallons invoiced as a validation of the quantity billed by the vendor. GRTC's standard order for fuel is 7,500 gallons. We selected a sample of 27 invoices over the following months to test GRTC's invoice verification processes: • January 2018 • May 2018 • August 2018 • February 2019 • October 2019 • April 2020 Manual Stick Readings Our sample testing showed that for 10 of 27 (37 %) deliveries, drivers did not stick the tank before and after transferring their fuel into GRTC's storage tanks. When stick measurements were performed, the increased inventory per the conversion charts typically did not agree with the gallons invoiced: Page 11 November 16, 2020 Report # 21 -005 - On average, stick measurements showed 494 (5.94 %) more gallons delivered than billed. - 16 of 17 stick measurements taken showed more fuel was delivered than invoiced. Veeder Root Delivery Reports There were ten (10) deliveries with Veeder Root delivery reports on file. On average, the gallons delivered exceeded the gallons invoiced by 182 gallons (2.37 %). In seven (7) cases, there were also stick measurements on file, which indicated even larger variances in favor of GRTC. For these seven (7) deliveries, gallons delivered exceeded gallons invoiced by an average of 2.18% when compared with the Veeder Root reports, and 6.69% when compared with the stick measurements. We noted that four (4) Veeder Root delivery reports showed over 7,700 gallons delivered, which exceeds the maximum amount of fuel that a standard diesel fuel tanker can deliver. This fact, along with the system consistently reporting more fuel received than invoiced, indicates the data is unreliable and not appropriate for validating deliveries. Subsequent research and discussion with management provided no clear reason for inaccurate Veeder Root readings. A calibration on 8/31/2020 showed Veeder Root's readings were accurate within 1/81h of an inch. A vendor that services tank - gauging systems indicated that such systems have no moving parts and do not require regular recalibration. The vendor noted that Veeder Root's primary functionality is detecting leaks, not delivery reporting. It should be noted that after the 2017 audit, the Veeder Root system was recalibrated and an issue with the tank conversion charts was identified. The chart data was updated, significantly reducing the variances with invoices. The external vendor recommended management perform daily reconciliations of book inventory-to- system (Veeder Root) fuel levels. Daily reconciliation is a best practice for commercial facilities with underground storage tanks. Daily variances can be caused by temperature variations, taking readings before fuel settles, and other conditions. Trends can provide meaningful insight into over and short deliveries, as well as potential leaks. End of Objective 4 Page 12 November 16, 2020 Objective 5: Monitoring for Water in Tanks Report # 21 -005 In the original audit, we noted that GRTC was not manually testing its underground storage tanks for water content as required monthly by the EPA. The Veeder -Root automatic tank gauging system is supposed to detect water in the tank and report its readings on a daily basis. Management planned to apply water - sensitive paste to the stick used for manually measuring the volume of fuel in each tank as a compensating control to confirm the reliability of the Veeder -Root readings. Action Completed / Issues Resolved — Yes Follow Up — September 2020 Scope: FY2018 — FY2020 (July 1, 2019 — June 30, 2020) Results: GRTC receives daily printouts at 8:00 AM from Veeder -Root indicating if the automatic tank gauge detects any water in the bottom of the fuel tank. The Inventory Control Manager reviews and files the reports, expecting a result of "pass" indicating no water in the tank. On days when deliveries occur, staff conduct a manual paste test after fuel is delivered to determine if there is any water currently in the tank. The staff member conducting the test documents the results on the daily Veeder -Root printout with a written remark such as "stuck tanks — no water" and adds their initials. Twenty -six (26) of 27 deliveries in our sample across six (6) months included a notation on the Veeder -Root printout confirming a water test was manually performed and detected no water. Management could not locate the daily records for the week of 5/11/2018, preventing us from confirming the manual test was performed for that delivery. As this appears to be an isolated incident, we concluded GRTC has appropriately monitored its fuel tanks for water, consistent with its internal processes and procedures. End of Objective 5 Page 13 November 16, 2020 Report # 21 -005 Objective 6: Fuel Dispensing System During the prior year audit we identified data quality issues with the fuel management system (OPW). A combination of operator error and software issues appeared to keep management from fully utilizing the system. In addition, because the fuel management system did not interface with the fleet management system, employees manually collected key performance data which consumed significant labor and were subject to data errors. In response, management indicated they would evaluate OPW's functionality and configuration. If the system's performance could not be improved, management planned to replace the software by August 31, 2018. Action Completed I Issues Resolved —Yes with Qualifications Follow Up — September 2020 Scope: FY2020 (July 1, 2019 — June 30, 2020) Results: Management experienced ongoing challenges with the OPW fueling system. The primary issue was with the keys used to identify each bus during fueling. Employees were forced to override the system and manually enter data. In response, the IT Network Administrator developed an in -house data collection software called VM Interface. The system collects performance data digitally on a tablet and maintains the data in a MySQL database housed on GRTC's servers. The IT Network Administrator then developed reports to aid the Director of Maintenance in his daily tasks. The Fuel Sheet Monthly Report aggregates fuel and mileage data for input into the fleet maintenance system (RTA). This reduced data input into RTA from a daily process to a monthly process as outlined below: Page 14 November 16, 2020 Report # 21 -005 Additional useful reports include the Daily Fuel Sheet (used in reconciling daily fuel consumption for individual buses) and Preventative Maintenance Report (used in scheduling upcoming bus maintenance as all buses are required by the FTA to be serviced every 3,000 miles). VM Interface also offered management the ability to correct data entry errors, though only the Director of Maintenance and IT Network Administrator have this ability. Previously when entry errors occurred in OPW, they would have to directly contact the software vendor to have changes made to data. Input controls, such as ensuring the mileage from the bus hub odometer was not less than the day prior, were added into the source code to facilitate accurate data input by maintenance staff. To assess the functionality and reliability of VM Interface, we performed two tests. First, we evaluated the underlying data for accuracy through data validation checks. Second, we verified the data in the Fuel Sheet Monthly Report was consistent with VM Interface source data, then traced the data into the RTA system performance data. Data Validation Testing GRTC's IT Network Administrator provided us with fuel consumption and odometer data for each bus, as well as pump meter readings. The tables below outline our test results: Test --� I Pumped Gallons — Annual Inventory Reconciliation Expectation I Fuel dispensed should be comparable to fuel deliveries for the year. The EPA allows for a 1 % variance in throughput plus 130 gallons. Results Our projected fuel inventory at 7/1/2020 was within 1,792 gallons of the actual inventory and well within the EPA tolerance of 3,828 gallons. Test —> I Beginning & Ending Daily Pump Meter Readings Expectation I The pump meter registers every gallon pumped from the storage tank. The meter reading at the end of a service day should equal the meter reading at the beginning of the next service day, as staff clean and refuel each bus at the end of the day. Results Meter readings matched on 251 of 309 service days in FY2020 (81.2 %). One exception was due to a data entry error; the other 57 exceptions averaged 23.5 gallons per occurrence in unaccounted for diesel dispensed through the pump. We considered this reasonable, likely attributed to fueling buses occasionally outside the normal maintenance window. Page 15 November 16, 2020 Report # 21 -005 Test --> Pumped Gallons vs. Individual Bus Gallons Expectation The total gallons dispensed to individual buses on a daily basis will agree with the change in the pump meter reading for the day. Results The gallons pumped per the pump meter exceeded the gallons dispensed into the individual buses by 7,809 gallons (2.1 %) in FY2020. Buses 801 and 804 were taken out of service at the end of CY 2019, which removed their fuel history from the entire data set. As can be seen in the chart below, daily variances were much smaller January through June 2020. a 20% E 10% 0% E -io% O Bus 801 / 804 received fuel but — -20% data was deleted u -30% C ro -40% oti �� o� �� ti� o� �� o� �� IA oA �A X1\1 X00 �<' off, ti� ��, ti� by ti� �, �� �� � � �� �a oh, �� �� Q0), 1C �C �C5, �� �C5, �0 ti� �� y�, , , . Note – chart excludes 91612019 when the pump meter reading was incorrectly entered. The spikes on 5/29 and 5/30 were unexplained. Overall, the data was materially correct. Test — Negative Daily Mileage Expectation Hub odometer readings should increase from one day to the next. Results Only one (1) of 10,601 (.009°/x) daily odometer readings was less than the previous day's reading. The error was for Bus 1202, part of the reserve fleet, and was not subject to the data input control. This was an isolated incident. Test --* Daily Mileage Recorded - No Fuel Dispensed Expectation Each bus is cleaned and refueled at the end of every service day. Results Fuel was dispensed whenever mileage was reported, except for buses 1201 and 1202, which have gasoline engines and are refueled at the City's Public Works Service Center. Page 16 November 16, 2020 Report # 21 -005 Test --> Fuel Dispensed — No Mileage Recorded Expectation Buses that are not driven would not consume fuel or require refueling. Results In 47 of 10,601 (.4 %) transactions reviewed, the odometer reading was the same as the previous refueling. An average of 4.6 gallons was added, well below the normal fueling levels. These are thought to be buses that were idol the previous day for repairs and topped off prior to being returned to service the next day. Test ---* I Daily Miles Per Gallon Consistency Expectation Buses running the same routes and refueled nightly should report relatively consistent mpg. Spikes could be indicative of input errors or irregularities. Results 17 of 10,601 (.2 %) daily readings reported buses getting over 10 mpg, which is more than double the standard mpg. Most buses experienced a spike in mpg, which appears to be caused by input errors. However, when analyzing monthly consumption and mileage data in the aggregate, these errors did not appear to skew performance data in any significant manner: Monthly Fuel Consumption / Mileage While VM Interface did not entirely eliminate human error, the data appeared to be materially accurate and free of major inconsistencies. Our testing indicated that daily fuel readings captured through VM Interface tracked more closely with pump meter readings than data in OPW. Page 17 200,000 8 N 0 150,000 ' 1 _ i 6 100,000 4 0 v y E 50,000 2 c °- 0 0 a Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 3 Qtr3 Qtr4 Qtr1 Qtr2 2019 2020 Sum of FUEL.Total Sum of Mileage Sum of MPG While VM Interface did not entirely eliminate human error, the data appeared to be materially accurate and free of major inconsistencies. Our testing indicated that daily fuel readings captured through VM Interface tracked more closely with pump meter readings than data in OPW. Page 17 November 16, 2020 Monthly Report Accuracy Report # 21 -005 We wanted to ensure data in the RTA maintenance system was accurate by comparing report totals to source data in VM Interface. We compared mileage and fuel consumption for all buses in the months of October 2019 and May 2020. We reconciled the source data and RTA reports, noting the data from the Monthly Fuel Sheets entered into VM Interface and interfaced up to the RTA system was materially consistent. As noted above, buses 801 & 804 had historical data in VM Interface inadvertently deleted when these buses were removed from service. While it is not ideal for historical data to drop out of the system when assets are removed, there was minimal impact to overall reporting as performance data is retained in RTA. End of Objective 6 Page 18 November 16, 2020 SUMMARY OF MANAGEMENT ACTION PLANS Management Action Plan — Daily Fuel Reconciliations Report # 21 -005 GRTC will utilize a spreadsheet to compare fuel deliveries and consumption with Veeder Root inventory levels shown. GRTC will determine a threshold where daily variances will be investigated. Assigned To Target Date John Thompson, Director of Maintenance 02/01/2021 Management Action Plan — Fuel Delivery Quantities GRTC will take inventory readings before and after delivery (after fuel has settled in tank) and compare to the ticketed amount. Variance thresholds will be determined and investigated. Stick readings will still be required by delivery drivers. Spreadsheet will be utilized to compare inventory (delivery quantities and fuel pumped) to the Veeder Root system measurement. Assigned To Target Date John Thompson, Director of Maintenance 02/01/2021 Page 19 November 16, 2020 None were provided MANAGEMENT COMMENTS Page 20 Report # 21 -005 November 16, 2020 Report # 21 -005 ACKNOWLEDGMENTS We would like to thank John Thompson, Director of Maintenance, and James Wood, IT Network Administrator, for their cooperation and assistance throughout the follow -up. _ Brian Pendleton, CPA Senior Auditor (� 9'7 Cari Spichek, CIA Senior Auditor Drew Harmon, CPA, CIA Municipal Auditor Page 21 Greater Roanoke Transit Company Board of Directors Meeting Action Item January 19, 2021 Greater Roanoke Transit Company (GRTC) Board President and Members of the GRTC Board Roanoke, Virginia Dear Board President and Members of the Board: Subject: Authorization to File for Federal Transit Administration Operating and Capital Financial Assistance, and Commonwealth of Virginia Operating and Capital Financial Assistance for Fiscal Year (FY) 2021 - 2022. Background Financial assistance has been provided to Greater Roanoke Transit Company (GRTC) by the Federal Transit Administration (FTA) and the Commonwealth of Virginia Department of Rail and Public Transportation ( VDRPT) during previous fiscal years for certain operating and capital expenses. Under FTA regulations, GRTC is eligible for federal operating funds, which cannot exceed 50% of its proposed operating deficit. In FY 2021 - 2022 GRTC will apply for the maximum amount allowed in federal operating and capital financial assistance. The deadline for filing the applications for the above referenced assistance for FY 2021 - 2022 is February 1, 2021. Recommendation Authorize the General Manager or Assistant General Manager to file applications requesting the maximum operating and capital financial assistance from FTA and VDRPT for FY 2021 - 2022 and to accept and execute the necessary grant agreements in a form approved by General Counsel. Greater Roanoke Transit Company P.O. Box 13247 Roanoke, Virginia 24032 Phone: (540) 982 -0305 Fax: (540) 982 -2703 www.valleymetro.com itted, 4— Price ral Manager Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O. Box 13247 Roanoke, Virginia 24032 Phone: (540) 982 -0305 Fax: (540) 982 -2703 www.valleymetro.com BOARD OF DIRECTORS OF THE GREATER ROANOKE TRANSIT COMPANY A RESOLUTION AUTHORIZING THE FILING OF APPLICATIONS WITH THE FEDERAL TRANSIT ADMINISTRATION ( "FTA ") AND THE COMMONWEALTH OF VIRGINIA DEPARTMENT OF RAIL AND PUBLIC TRANSPORTAION ( "DRPT "), AN OPERATING ADMINISTRATION OF THE UNITED STATES DEPARTMENT OF TRANSPORTATION, FOR FEDERAL TRANSPORTATION ASSISTANCE AUTHORIZED BY 49 U.S.C. CHAPTER 53, AND /OR AUTHORIZED BY ANY OTHER FEDERAL STATUTES ADMINISTERED BY THE FTA, INCLUDING, BUT NOT LIMITED TO, APPLICABLE SECTIONS OF 23 U.S.C. CHAPTER 23. WHEREAS, the Federal Transit Administrator has been delegated authority to award Federal operating and capital financial assistance for the Fiscal Year 2021 -2022; WHEREAS, the grant or cooperative agreement for Federal financial assistance will impose certain obligations upon the Greater Roanoke Transit Company ( "GRTC ") and cannot exceed 50% of its proposed operating deficit; and WHEREAS, for the Fiscal Year 2021 -2022, GRTC will apply for the maximum amount allowed in federal operating and capital financial assistance. THEREFORE, BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company as follows: 1. The Board of Directors of GRTC designates that GRTC's General Manager and /or Assistant General Manager are each authorized to execute and file an application for Federal operating and capital financial assistance on behalf of GRTC with FTA and DRPT for the Fiscal Year 2021 -2022 authorized by 49 U.S.C. Chapter 53, and /or authorized by any other Federal statutes administered by the FTA, including, but not limited to, applicable sections of 23 U.S.C. Chapter 23. GRTC is the Designated Recipient as defined by 49 U.S.C. §5302(4). 2. GRTC's General Manager and /or Assistant General Manager are each designated and authorized to execute and file with its application(s) the annual certification and assurances and other documents FTA and DRPT require before awarding a Federal assistance grant or cooperative agreement. 3. GRTC's General Manager and /or Assistant General Manager are each designated and authorized to execute grant and cooperative agreements with FTA and DRPT on behalf of GRTC, in a form approved by General Counsel, all as more particularly set forth in the report of the General Manager to this Board dated January 19, 2021. The Company's Secretary is also authorized to attest any such documents. CERTIFICATE TO AUTHORIZING RESOLUTION The undersigned duly qualified Secretary, acting on behalf of GRTC, certifies that the foregoing is a true and correct copy of a resolution adopted at a legally convened meeting of the Board of Directors of the Greater Roanoke Transit Company ( "GRTC ") held on January 19, 2021. SEAL Date: iCAA-1 0 a xX 9 �Q a2 I ATTEST: Cecelia F. McCoy, Secretary 2 GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS March 10, 2021 Members of the Greater Roanoke Transit Company Board of Directors Dear Members of the Board of Directors: The regular meeting of the Greater Roanoke Transit Company Board of Directors will be held on Monday, March 15, 2021, at 1:00 p.m. in the EOC Conference Room, Room 159, first floor, Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., Roanoke, Virginia, and by electronic communication as permitted and authorized by Virginia Code Section 2.2- 3708.0 (A)(3), as amended, Ordinance No. 41703 - 032720; and Resolution No. 41704- 032720. Sincerely, ��G�:��G(/ �'• ail 1(,!. Cecelia F. McCoy Secretary c: Robert S. Cowell, Jr., Vice - President of Operations, GRTC Sherman M. Stovall, Assistant Vice - President of Operations, GRTC Timothy R. Spencer, General Counsel, GRTC Laura M. Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Troy A. Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS Monday, March 15, 2021 1:00 P.M. EOC CONFERENCE ROOM ROOM 159 AGENDA 1. Call to Order -- Roll Call. Directors Anne Cantrell and Melinda Payne were absent. 2. Approval of Minutes: Regular meeting of GRTC held on Tuesday, January 19, 2021. Without objection, the reading of the Minutes were dispensed with and approved. 3. Reports of Officers: a. General Manager: (General Manager Kevin Price participated via telephone conference). 1. Management Update. • Planning and Special Projects: • COVID-19 Response Update. • Transit Passenger Advisory Committee (TPAC) — February 2021 Meeting Update. • GRTC Ridership Update. Without objection, the Management Update was received and filed. 2. Second Quarter Financials — Fiscal Year 2021. Without objection, Second Quarter Financials — Fiscal Year 2021 Report was received and filed. 3. Transit Development Plan —Post COVID-19— Update Presentation. Without objection, Transit Development Plan — Post COVID-19 Update Presentation was received and filed. 4. Appointment of two members of the Board and two officers of the Company to serve as the Fiscal Year 2021 -2022 Budget Review Committee to review the proposed budget. President Joseph L. Cobb and Director Katie Davis were appointed as Board Representatives to serve on the Fiscal Year 2021 -2022 Budget Review Committee. Assistant Vice - President of Operations Sherman Stovall and Treasurer Amelia Merchant were appointed as Officer Representatives to serve on the Fiscal Year 2021 -2022 Budget Review Committee. 5. External Audit Presentation (via telephone conference). Without objection, the External Audit Presentation was received and filed. 4. Other Business: President Cobb recommended that the Board meetings begin one -half hour earlier to accommodate items on the agenda and to provide time for the President and Vice - President to attend City Council meetings at 2:00 p.m. in sufficient time. President Cobb advised the Board the Director Melinda Payne retired from the City of Salem and a replacement to the Board will need to be considered by the City of Salem, of which have not made a decision to reappoint at this time. 5. Next Meeting: Monday, May 17, 2021 at 1:00 p.m., in EOC Conference Room. 6. Adjournment — 2:00 p.m. M Greater Roanoke Transit Company (GRTC) Board of Directors Meeting Management Update March 15, 2021 Planning and Special Projects COVID 19 Response Update On March 3, 2020, GRTC management advised the Board of necessary service adjustments as a result of positive COVID -19 cases in the workforce and associated quarantine requirements from contact tracing. As a reminder, please see the service adjustments listed below: • The six peak /overflow buses which operate during the service day will be taken out of service. • The Star Line Trolley will run on 30 minute headway rather than on 15 minute headway. Three scheduled round trips on the Smart Way Commuter will be suspended. The Smart Way Express will not be affected at this time. As of March 10, 2021, staff in quarantine have begun to return to duty after the required waiting period and negative test result. As staffing levels return to normal, service adjustments listed above will be discontinued and service levels restored based on available staff. Transit Passenger Advisory Committee (TPAC) — February 2021 Meeting Update On February 8, 2021, TPAC held a virtual meeting via GoTo Meeting. The organizational role of TPAC, downtown transit center project, bus shelter program, and a ridership update were the primary topics discussed. Staff also responded to questions from TPAC members. GRTC Ridership Update Month 2019 2020 % Change January 153,228 131,583 -14% February 166,736 150,847 -9.5% March 156,525 120,273 -23% April 160,733 87,972 -45% Greater Roanoke Transit Company it 7? ." 1 , ,> +) 'u) � .. ., .,l .'r May 163,638 79,592 -51% June 147,733 99,060 -33% July 153,548 90,458* -41% August 157,538 88,555* -44% September 144,453 89,867* -38% October 137,474 99,907* -27% November 157,219 83,792* -47% December 140,895 85,907* -36.7% Month 2020 2021 % Change( - / +) January 141,320 82,833 -41% February 159,236 74,879 -53% * Starline Trolley ridership data included Respectfully Submitted, Kevin L. Price General Manager Copy: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company �" 13 1117 ., <'_ Jx;.` "' +e:t ) 3' h).�, � ? W"1140Y �40� r#I**rC* Greater Roanoke Transit Company Board of Directors Meeting Roanoke, Virginia March 15, 2021 Joseph L. Cobb, President, and Members of the Board of Directors Dear President Cobb and Members of the Board: Subject: Greater Roanoke Transit Company FY 2021 First Quarter Financial Report The attached report provides financial performance information for the Greater Roanoke Transit Company (GRTC). This report is for the three months ending September 30, 2020. GRTC experienced net income of $965,095.82, an increase of $729,245 compared to the same period in FY 2020. The significant factors affecting financial performance are outlined below. Revenue Total revenue increased 2.3% over the same period last year, but is 3.1% below the established budget. Significant factors impacting revenue include: • Fare Revenue decreased 44.5% compared to FY 2020 and performed 9.4% below the established budget. Transit ridership decreased due to the economic impacts of the COVID -19 Pandemic, which had a significant impact on fare revenue. GRTC used CARES Act funds as provided by the Federal Transit Administration (FTA) to offset expenses. • Other revenue (advertising, building rental, parking, miscellaneous) increased 20.4% compared to FY 2020 and is 5.5% above the established budget. • State and Federal operating assistance increased 53.3 %, and is 7.6% above the established budget. The increase in state and federal operating assistance is a result of available CARES Act funding as appropriated by the FTA. Greater Roanoke Transit Company PO Box 13247 ■ Roanoke, Virginia 24032 ■ Phone: 540.982.0305 ■ Fax:540.982.2703 • www.valleymetro.com Page 2 Expenses Total expenses decreased 23.7% compared to FY 2020 and is 5.7% below the established budget. Significant factors impacting expenses include: • Labor and Fringe Benefits expense decreased 29.9 %, and is 7.1% below the established budget. • Services expense decreased 26.5 %, and is 5.0% below the established budget. • Materials and Supplies expense decreased 18.4% and is 6.5% below the established budget. • Utilities expense decreased 11.7% and is 2.3% below the established budget. • Insurance related expenses (facilities /vehicles) increased 1.8 %, but is 1.0% below the established budget. • Miscellaneous expense, which includes paratransit service, decreased 11% and is below budget by approximately 1.5 %. Respectfully Submitted, Kevin L. Price (Authorized via e-mail) Kevin L. Price General Manager Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor GREATER ROANOKE TRANSIT COMPANY SOUTHWESTERN VIRGINIA TRANSIT MANAGEMENT COMPANY Operating Revenue and Expense Statement For the Three Months Ending September 30, 2020 Year- to-Date Year -to -Date FY 21 September September BUDGET %of FY 21 X434 2012 Bing! IOTA BUDGET OPERATING INCOME Operating Revenue $252,881.77 $45S,38S.46 - 44.47% $1,616,822.00 15.64% Non Transportation Revenues 58,434.75 48,552.98 20.35% 191,556.00 30.51% Total Income $311,316.52 $503,938.44 - 38.22% $1,808,378.00 17.22% OPERATING EXPENSES Labor- Hourly & Salary Fringe Benefits Services Materials & Supplies Utilities Insurance Costs Miscellaneous Expenses Total Expenses Net loss Local Grants State Grants Federal Grants Total Subsidies Net Income (loss) 878,858.39 1,131,288.21 - 22.31% 4,156,272.00 21.15% 255,202.10 486,050.29 - 47.49% 2,282,457.00 11.18% 140,354.25 191,007.94 - 26.52% 706,890.00 19.86% 278,316.35 340,847.10 - 1835% 1,397,915.00 19.91% 52,451.21 59,400.43 - 11.70% 231,070.00 22.70% 62,206.61 61,093.38 1.82% 260,063.00 23.92% 461,955.16 519,175.01 - 11.02% 1,966,967.00 23.49% $2,129,344.07 $2,788,862.36 - 23.65% $11,001,634.00 19.35% ($1,818,027.55) ($2,284,923.92) ($9,193,256.00) 0.00 70S,380.26 100.00% 649,250.00 0100% 527,456.00 637,973.07 17.32% 571,712.00 92.26% 2,255,667.37 1,177,421.00 91.58% 7,972,294.00 28.29% $2,783,123.37 $2,520,774.33 10.41% $9,193,256.00 30.27% $965,095.82 $235,850.41 309.20% $O.OD 0.00% GREATER ROANOKE TRANSIT COMPANY SUMMARY OF STATEMENT OF NET POSITION 9/30/2020 9/30/2019 Year -to -Date Year -to -Date % of Change CASH $ 1,753,946.17 $ 1,275,858.35 37% ACCOUNTS RECEIVABLE $ 1,943,921.47 $ 3,993,302.22 -51% INVENTORY $ 512,810.18 $ 486,884.93 5% FIXED ASSETS FIXED ASSETS $ 38,233,521.37 $ 35,482,240.58 8% ACCUMULATED DEPRECIATION $ (24,018,620.16) $ (21,944,345.06) 9% NET FIXED ASSETS $ 14,214,901.21 $ 13,537,895.52 5% PREPAYMENTS $ 177,018.47 $ 118,521.88 49% TOTAL ASSETS $ 18,602,597.50 $ 19,412,462.90 -4% CURRENT LIABILITIES ACCOUNTS PAYABLE $ 1,256,921.96 $ 2,750,195.64 -54% PAYROLL LIABILITIES $ 39,960.69 $ 508,257.07 -92% OTHER LIABILITIES $ 1,370,448.60 $ 1,933,996.26 -29% CAPITAL CAPITAL STOCK $ 5.00 $ 5.00 0% GRANTS $ 3,405,258.60 $ 3,405,258.60 0% DEPRECIATION EXPENSE $ (519,121.95) $ (399,403.39) 30% RETAINED EARNINGS $ 9,512,307.26 $ 10,934,172.31 -13% CAPITAL CONTRIBUTIONS $ 2,571,721.52 $ 4,773,886.00 -46% NET INCOME (LOSS) $ 965,095.82 $ 235,850.41 309% TOTAL CAPITAL $ 15,935,266.25 $ 14,220,013.93 12% TOTAL LIABILITIES & CAPITAL $ 18,602,597.50 $ 19,412,462.90 -4% \ \valleymetro.im \DFSWcc DEPT\Acct0 \SGiles 2 \FORMS\GRTC Board Report Data\NET ASSET SUMMARIES\FY 21 \2024 SUMMARY OF STATEMENT OF NET ASSETS Sept 20.xisx 1108 Campbell Ave. SE Roanoke, VA 24013 �/a11 @y P : 540 - 982 -2222 / F : 540 982 2703 www.valleymetro.com MINUTES Pursuant to the Centers for Disease Control and Prevention (CDC) Social Distancing Guidelines, the February meeting of the GRTC Transit Passenger Advisory Committee was held virtually via GoToMeeting on Thursday, February 11, 2021, at 6:30 P.M. 1. WELCOME • Meeting commenced at 6:30 PM • Welcome from Dorian Allen 2. Roll Call • Laura Hartman — Not Present • Rachel Ruhlen - Present • Hope Trachtenberg -Fifer — Present • Steve Grammer — Present • Sean McGinnis — Present • Chris Andrews — Not Present 3. GRTC Updates • GRTC Board of Directors Update o Ron Parker provided a brief update regarding new positions appointed to the Greater Roanoke Transit Company (GRTC) Board of Directors. During the January GRTC Board Meeting, Council Member Joseph Cobb was elected President of the GRTC Board of Directors, Council Member Vivian - Sanchez Jones was elected Vice President. The GRTC Board of Directors includes: Anne Cantrell, Dwayne D'Ardenne, Kathleen Davis, Karen Michalski- Karney, and Melinda Payne. • Ridership Update • Dorian Allen gave an update regarding the ridership trends across all fixed route and paratransit services provided throughout the GRTC service area. Since the TPAC meeting in November 2020, Valley Metro has experienced fluctuating monthly ridership totals. Ridership for November 2020 saw a total of 83,596 trips, while December 2020 saw an uptick in ridership for a total of 89,238. There were 1.2 Million trips made for the entire year of 2020 which was down 33.3% from the previous year. • Star Line Trolley ridership averaged between 3000 and 4000 trips per month post -COVID during the year 2020 • S.T.A.R. complementary paratransit services saw a 25% decrease in ridership from approx. 37,000 trips in 2019 to 28,000 trips in 2020. 1108 Campbell Ave. SE Roanoke, VA 24013 P : 540 - 982 -2222 / F : 540 982 2703 www.valleymetro.com • The decreases in ridership across all Valley Metro services are reflective of an overall drop in ridership across the Commonwealth related to COVID -19 restrictions and guidelines. • Kevin Price added that ridership is not always reflective of travel demand, stating that trips by transit are still relatively high, considering the external factors that affect overall travel demand. • Wash Bay Update o A brief video was presented to the group depicting the operation of the new Valley Metro Bus Washer. As part of the presentation, buses were shown entering /exiting the wash bay as they go through their daily routine of internal and external cleaning. • TPAC 15 -Ride Passes o Ron Parker stated that Valley Metro has secured 15 -ride passes for the group. 15 -ride passes have been mailed out to individual members. • Other Updates • Mr. Parker presented to the TPAC the opportunity for input in a potential Post - COVID public participation opportunity with the goal of involving the community in restoring transit service and ridership levels to Pre - COVID operations. Valley Metro will first present the idea of community -wide public participation opportunity with the GRTC Board of Directors, then relay any comments, concerns, or directions to the TPAC committee regarding specific practices that will used in this endeavor. • Mr. Parker also presented prepared slides regarding the location, phasing, and construction of the new GRTC transfer Center. The presentation was previously presented to the City of Roanoke Planning Commission in January of 2021. 4. QUESTIONS /COMMENTS FROM TPAC MEMBERS • Questions o Q: Is GRTC getting input from outside organizations regarding the new transfer station, i.e., a disability commission? A: GRTC Board of Directors has a representative from the Blue Ridge Independent Living Center. o Q: What are the approvals and decisions that have to be made to progress on the construction of the transfer center? A: Valley Metro has passed the Section 106 Review Process as part of the National Environmental Policy Act, required by the Federal Transit Administration. Valley Metro has completed a review with the City of 1108 Campbell Ave. SE Roanoke, VA 24013 �/�■1�ey P : 540 - 982 -2222 / F : 540 982 2703 www.valleymetro.com Roanoke, as well as, additional reviews from the FTA. Valley Metro is nearing the end of its preconstruction review process. o Q: How will the transfer facility be funded? A: Funding has already been awarded through the Virginia Department of Rail and Public Transit during the November Commonwealth Transportation Board meeting. o Q: Where can the public see the renderings for the new downtown transfer facility? A: Valley Metro will upload the renderings to the website. o Q: What is the status regarding filling the vacancies for the TPAC? A: Our next step is to discuss how we can fill the vacancies after discussing the topic with the GRTC Board of Directors. Valley Metro will be working internally to find best ways to solicit representatives from vacant jurisdictions. o Q: Is the NEPA document available to the public? A: It was not completed at the time of the inquiry. 5. NEXT MEETING —April 8th, 2021 @ 6:30 6. ADJOURN Transit Service Briefing G RTC Board of Directors March 15, 2021 Lt�'o Transit Services Overview The Greater Roanoke Transit Company (GRTC) provides local and regional public transportation serving the Roanoke Valley and the New River Valley. ■ Valley Metro Local Fixed Routes - 16 Local Routes ■ One Hour Headway ■ 30 min Headway - Peak Period ■ STAR Complementary Paratransit • Smart Way • Smart Way Express • Star Line Trolley A r0 Transit Services Overview • Automated Vehicle Location (AVL) Et Real -time Transit Service Data - VMGO - Star Line Trolley Et Smart Way • Valley Metro provides access to employment, medical services, grocery stores, entertainment, and recreational activities such as: • Airport • Carilion Hospital • Food Lion • Lewis Gale Hospital • Kroger • Roanoke Centre for Industry Et Technology RV � • Target /Regal Cinema • Towne Square • Valley View Mall • Veterans Administration • Virginia Employment Commission Transit Services Overview Valley Metro Base Transit Fare Structu Mt�ro $1.75 Fixed Route $4.00 Smart Way Commuter /Exp Free Star Line Trolley $3.50 S.T.A.R Transit Service Financial Overview otal FY 20(Budgeted) = $10,888,925 Transit Budgetary Breakdown u� 23% Federal State Local Revenue Transit Services Overview Transit Ridership Comparison Rid • 270797158 1, 992, 655 -4% 17992,655 17 700, 009 -15% • Current transit ridership (FY 21) is down 45% as compared to transit ridership for FY 20. The COVID -19 Pandemic has greatly affected transit ridership on Valley Metro. • Transit ridership across the U.S. is down 51% - 87% on average, depending on the urban density per transit property. Transit Outlook Post -COVID 19 • Will transit ridership return to pre -COVID 19 levels? • Uncertain • External factors • Economy • Employment practices adopted during COVID may become norm. Ex. Working from home, online shopping only, takeout dining • Valley Metro Strategies - Post COVID -19 • Continue to adopt recommendations as illustrated in COA It TDP • Downtown Transit Center • Enhance "Try Transit" activities ey ,dAk Transit Outlook Post -COVID 19 • Modify routes that serve the Town of Vinton — Implemented January 2019 • Minor Route Adjustments (System -Wide) — Implemented October 2019 • Add Transit Service Planner — Included with FY 2019 -2020 budget V. AiAk mtroo00 Transit Outlook Post -COVID 19 Change Peak Service Pattern — Savings of $560,394 — Planned reallocation of savings to identified route adjustments — Savings claimed to facilitate balancing the FY 2020 -2021 Budget • Split Route 91/92 (Melrose /Salem Corridor - Lewis Gale Hospital, VA Medical Center) and create Route 93 (Salem Circulator) — Cost of $331,972 • Brandon Avenue Connector A — Cost of $341,931 ey A& • Electric Road Corridor Service — Cost of $352,189 Transit Outlook Post -COVID 19 • Plantation Road/Peters Creek Road / DMV Service — Cost of $352,189 • Extend Service Hours — Cost of $1,042,758 • Sunday Service Hours — Cost of $986,832 V. �k MOM Transit Service Challenges Current Et Future laintain Current Service Levels ddressing Inflationary Costs ocal Stakeholder Budgetary Challenges OVID -19 Response QUESTIONS? Thank you! 0 EDWARDS INDEPENDENT AUDITOR'S REPORT ON COMMENTS AND SUGGESTIONS Board of Directors Greater Roanoke Transit Company Roanoke, Virginia In planning and performing our audit of the financial statements of the Greater Roanoke Transit Company (the "Company ") as of and for the year ended June 30, 2020, in accordance with auditing standards generally accepted in the United States of America, we considered its internal control over financial reporting (internal control) as a basis for designing audit procedures that are appropriate in the circumstances for the purpose of expressing our opinion on the financial statements and to comply with any other applicable standards, such as Government Auditing Standards and the regulations set forth in the Uniform Guidance, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. Accordingly, we do not express an opinion on the effectiveness of the entity's internal control. Our consideration of internal control was for the limited purpose described in the first paragraph and was not designed to identify all deficiencies in internal control that might be material weaknesses or significant deficiencies and, therefore, material weaknesses or significant deficiencies may exist that were not identified. In addition, because of inherent limitations in internal control, including the possibility of management override of controls, misstatements due to error or fraud may occur and not be detected by such controls. A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control such that there is a reasonable possibility that a material misstatement of the entity's financial statements will not be prevented, or detected and corrected on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance. Certain material weaknesses were identified during our procedures that are included in the Independent Auditor's Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards and the Independent Auditor's Report on Compliance for Each Major Program and on Internal Control over Compliance Required by the Uniform Guidance which should be read in conjunction with this report. Additionally, during our audit, we have become aware of certain other matters that provide opportunities for improving your financial reporting system and /or operating efficiency. Such comments and suggestions regarding these matters, if any, are also included in the attached report, but are not designated as a material weakness or significant deficiency. Since our audit is not designed to include a detail review of all systems and procedures, these comments should not be considered as being all- inclusive of areas where improvements might be achieved. We also have included information on accounting and other matters that we believe is important enough to merit consideration by management and those charged with governance. It is our hope that our suggestions will be taken in the constructive light in which they are offered. Your Success is Our Focus 319 McClanahan Street, S.W. • Roanoke, Virginia 24014 -7705 • 540- 345 -0936 • Fax: 540- 342 -6181 • ww),v.BEcpas.com GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) FINANCIAL REPORT June 30, 2020 GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) Table of Contents Page(s) Financial Section Independent Auditor's Report 1 —3 Basic Financial Statements: Statements of Net Position 4 Statements of Revenues, Expenses, and Changes in Net Position 5 Statements of Cash Flows 6 Notes to Basic Financial Statements 7-15 Compliance Section Schedule of Expenditures of Federal Awards 17 Notes to Schedule of Expenditures of Federal Awards 18 Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards 19-20 Report on Compliance for Each Major Program and on Internal Control over Compliance Required by the Uniform Guidance 21-22 Summary of Compliance Matters 23 Schedule of Findings and Questioned Costs 24-28 Summary Schedule of Prior Audit Findings 29-30 0 EDWARDS INDEPENDENT AUDITOR'S REPORT To the Honorable Members of the Board of Directors Greater Roanoke Transit Company Roanoke, Virginia Report on the Financial Statements We have audited the accompanying basic financial statements and the related notes to the financial statements, as listed above in the table of contents, of the Greater Roanoke Transit Company (the "Company "), a component unity of the City of Roanoke, Virginia, as of and for the years ended June 30, 2020 and 2019. Management's Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with accounting principles generally accepted in the United States of America and this includes the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error. Auditor's Responsibility Our responsibility is to express opinions on these financial statements based on our audit. We conducted our audit in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Your Success is Our Focus 319 McClanahan Street, S.W. • Roanoke, Virginia 24014 -7705 • 540- 345 -0936 • Fax: 540- 342 -6181 • www.BEcpas.com Report on the Financial Statements (Continued) Opinion In our opinion, the financial statements referred to above present fairly, in all material respects, the respective financial position of the Company, as of June 30, 2020 and 2019, and the respective changes in financial position and cash flows thereof for the years then ended in accordance with accounting principles generally accepted in the United States of America. Other Matters Required Supplementary Information Accounting principles generally accepted in the United States of America require that the management's discussion and analysis be presented to supplement the basic financial statements. Such information, although not a part of the basic financial statements, is required by the Governmental Accounting Standards Board, who considers it to be an essential part of financial reporting for placing the basic financial statements in an appropriate operational, economic, or historical context. We have applied certain limited procedures to the required supplementary information in accordance with auditing standards generally accepted in the United States of America, which consisted of inquiries of management about the methods of preparing the information and comparing the information for consistency with management's responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We do not express an opinion or provide any assurance on the information because the limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance. Management has omitted the management's discussion and analysis that accounting principles generally accepted in the United States of America require to be presented to supplement the basic financial statements. Such missing information, although not a part of the basic financial statements, is required by the Governmental Accounting Standards Board who considers it to be an essential part of financial reporting for placing the basic financial statements in an appropriate operational, economic, or historical context. Our opinion on the basic financial statements is not modified with respect to this matter. Other Information Our audit was conducted for the purpose of forming an opinion on the financial statements that collectively comprise the Company's basic financial statements. The schedule of expenditures of federal awards is presented for purposes of additional analysis as required by Title 2 U.S. Code of Federal Regulations (CFR) Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance), and is also not a required part of the basic financial statements. The schedule of expenditures of federal awards is the responsibility of management and was derived from and relates directly to the underlying accounting and other records used to prepare the basic financial statements. Such information has been subjected to the auditing procedures applied in the audit of the basic financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the basic financial statements or to the basic financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the schedule of expenditures of federal awards is fairly stated in all material respects in relation to the basic financial statements as a whole. 2 Other Reporting Required by Government Auditing Standards In accordance with Government Auditing Standards, we have also issued our report dated February 26, 2021 on our consideration of the Company's internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements and other matters. The purpose of that report is solely to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the Company's internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the Company's internal control over financial reporting and compliance. aF4� I? CERTIFIED PUBLIC ACCOUNTANTS Roanoke, Virginia February 26, 2021 GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) Statements of Net Position June 30, 2020 and 2019 Assets Current assets: Cash and cash equivalents Due from: Federal Transit Administration Commonwealth of Virginia Local governments Accounts receivable Supplies and materials (note 3) Other assets Total current assets Capital assets (note 4): Land Buildings, structures and improvements Buses Shop and garage equipment Office equipment and furnishings Construction in progress Accumulated depreciation Capital assets, net Total assets Liabilities Current liabilities: Trade accounts payable Accrued salaries and benefits Other liabilities (note 6) Total current liabilities Net Position Investment in capital assets Unrestricted Total net position 2020 2019 446,461 424,462 $ 1,212,645 $ 126,485 2,270,485 2,979,555 948,330 429,764 40,524 196,256 256,121 306,071 496,106 499,668 3,602 23,512 5,227,813 4,561,311 720,724 720,724 11,805,081 11,795,786 20,917,204 18,835,707 3,235,800 3,087,517 1,040,643 991,242 214,691 - (23,499,498) (21,544,942) 14,434,645 13,886,034 19,662,458 18,447,345 2,110,411 2,644,669 446,461 424,462 1,799,882 1,038,779 4,356,754 4,107,910 14,434,645 13,886,034 871,059 453,401 $ 15,305,704 $ 14,339,435 See accompanying notes to the basic financial statements. 4 GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) Statements of Revenues, Expenses, and Changes in Net Position Years ended June 30, 2020 and 2019 See accompanying notes to the basic financial statements. 2020 2019 Operating revenues: Charges for passenger fares $ 1,340,659 $ 1,860,686 Operating expenses: Salaries and wages 3,991,690 4,029,051 Fringe benefits (note 5) 1,959,655 1,892,893 Services 693,492 680,573 Utilities 219,258 224,589 Insurance 244,373 242,719 Purchased services and other expenses 1,908,179 1,943,544 Materials and supplies 1,289,496 1,436,545 Depreciation 1,954,556 1,717,997 Total operating expenses 12,260,699 12,167,911 Operating loss (10,920,040) (10,307,225) Nonoperating revenues: Noncapital grants or assistance: Federal Transit Administration 4,139,839 3,301,998 Commonwealth of Virginia 2,869,205 2,128,404 City of Roanoke, Virginia 1,527,260 1,991,158 City of Salem, Virginia 155,531 202,579 Town of Vinton, Virginia 79,251 118,026 New River Valley Metropolitan Planning Organization 76,601 103,964 Virginia Tech University 130,664 186,923 Carition Foundation 43,831 59,551 Downtown Roanoke, Inc. 22,010 29,902 Total noncapital revenues, net 9,044,192 8,122,505 Local share and other revenues: Advertising 120,206 132,944 Rental income (note 7) 60,112 65,610 Parking income 30,010 42,070 Interest income 2,799 1,449 Other 240,856 7,372 Total local share and other revenues 453,983 249,445 Total nonoperating revenues, net 9,498,175 8,371,950 Loss before capital contributions (1,421,865) (1,935,275) Capital contributions 2,388,134 4,773,886 Change in net position 966,269 2,838,611 Total net position at beginning of year 14,339,435 11,500,824 Total net position at end of the year $ 15,305,704 $ 14,339,435 See accompanying notes to the basic financial statements. GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) Statements of Cash Flows Years ended June 30, 2020 and 2019 Supplemental cash flow data Noncash capital and financial activities Capital asset purchases financed with accounts payable $ 1,542,326 $ 1,798,472 See accompanying notes to the basic financial statements. 0 2020 2019 Cash flows from operating activities and local share and other revenues (excluding interest): Cash received from customers $ 1,390,609 $ 1,664,450 Cash payments to employees for services (5,929,346) (5,866,855) Cash payments to suppliers for goods and services (4,609,438) (3,777,359) Local share and other revenue received 1,212,287 247,996 Net cash used in operating activities (7,935,888) (7,731,768) Cash flows from noncapital financing activity: Noncapital grants received 10,385,539 5,669,082 Cash flows from capital and related financing activities: Acquisition of capital assets (2,759,313) (3,203,598) Capital contributions 1,393,023 4,466,078 Net cash provided by (used in) capital and related financing activities (1,366,290) 1,262,480 Cash flows from investing activity: Interest income received 2,799 1,449 Net changes in cash and cash equivalents 1,086,160 (798,757) Cash and cash equivalents at beginning of year 126,485 925,242 Cash and cash equivalents at end of year $ 1,212,645 $ 126,485 Reconciliation of operating loss to net cash used in operating activities: Operating loss $ (10,920,040) $ (10,307,225) Adjustments to reconcile operating loss to net cash used in operating activities: Local share and other net revenue (excluding interest) 451,184 247,996 Depreciation 1,954,556 1,717,997 Changes in assets and liabilities: Decrease (increase) in accounts receivable 49,950 (196,236) Decrease (Increase) in supplies and materials 3,562 (35,229) Decrease (increase) in other assets 19,910 24,308 Increase (decrease) in trade accounts payable (278,112) 291,617 Increase in accrued salaries and benefits 21,999 55,089 Increase in other liabilities 761,103 469,915 Net cash used in operating activities $ (7,935,888) $ (7,731,768) Supplemental cash flow data Noncash capital and financial activities Capital asset purchases financed with accounts payable $ 1,542,326 $ 1,798,472 See accompanying notes to the basic financial statements. 0 GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) Notes to Basic Financial Statements June 30, 2020 and 2019 (1) Summary of Significant Accounting Policies (a) Organization and Purpose The Greater Roanoke Transit Company (the "Company ") is a private, nonprofit, public service organization wholly owned by the City of Roanoke, Virginia (the "City"). The Company provides a comprehensive range of transportation services for the residents of the greater Roanoke area, including bus service along fixed routes, special services for the disabled, and shuttle buses. Similar to other public transportation systems, government subsidies are required to fund operations. The Company is the recipient of operating and capital grants from federal, state, and local agencies, including the Federal Transit Administration (the "FTA "), the Virginia Department of Rail and Public Transportation (the "DRPT "), and the City. Company policy decisions are made by the Board of Directors, which is comprised of two (2) City Council members, two (2) City employees, and three (3) citizens of the community at large. The Company contracts with First Group America Company (dba First Transit, Inc.) to provide senior management professionals. The remainder of the staff are employees of Southwestern Virginia Transit Management Company, Inc. ( "SVTMC "), a subsidiary of First Transit, Inc. Bargaining unit employees of SVTMC, which include all bus drivers and mechanics, are under a separate contract ratified by the Amalgamated Transit Union, A.F.L.- C.I.O.- C.L.C., Local Union 1493 ( "Union ") in September 2017 and expiring on June 30, 2020. The Company is reported as a discretely presented component unit with the City's reporting entity. (b) Basis of Accounting The accompanying financial statements reflect the transit operations of the Company and are accounted for on the economic resources measurement focus and use the accrual basis of accounting, which is in accordance with accounting principles generally accepted in the United States of America ( "GAAP "), as promulgated by the Governmental Accounting Standards Board, and conform with the requirements of the FTA's National Transit Database, as amended. Accordingly, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred, regardless of when the related cash flows take place. Nonexchange transactions, in which the Company receives value without directly giving equal value in exchange, include appropriations from the City, grants, and donations. Revenues from grants and contributions are recognized in the fiscal year in which all eligibility requirements, including time requirements, if any are met. (c) Cash and Cash Equivalents Cash and cash equivalents are considered to be cash on hand and short-term investments with original maturities of three months or less from the date of acquisition. Cash equivalents are stated at cost, which approximates fair value, and consist of money market mutual funds and a pooled repurchase agreement with an original maturity of three months or less collateralized by U.S. government securities. (Continued) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) Notes to Basic Financial Statements June 30, 2020 and 2019 (d) Supplies and Materials Supplies and materials consist of various consumable items which are maintained on a perpetual basis with periodic verification based on physical count. Supplies and materials are valued using a weighted average cost approach. (e) Capital Assets Capital assets are stated at cost less accumulated depreciation computed by the straight -line method over the estimated lives of the respective assets as follows: Buildings, structure, and improvements 2 to 40 years Buses 2 to 12 years Shop and garage equipment 2 to 10 years Office equipment and furnishings 2 to 10 years Contributed and donated capital assets are recorded at acquisition value at the date of receipt. The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets' lives are not capitalized. (/) Revenue Recognition Passenger fares and advertising are recorded as revenue at the time of sale. Rental and parking income are recorded on the accrual basis of accounting based upon the date in which services are provided to customers. (g) Accounts Receivable Accounts receivable are recorded at the invoiced amount and do not bear interest. The Company does not record an allowance for existing accounts receivable based on historical experience. Account balances are charged off after all means of collection have been exhausted and the potential for recovery is considered remote. (h) Compensated Absences Company employees are granted vacation leave in varying amounts. In the event of termination, an employee is paid for accumulated vacation in full. Accumulated vacation is recorded as an expense and liability as the benefits accrue to employees. Sick leave is recorded as an expense as the employee utilizes it. In accordance with GAAP, the liability calculations include an accrual at the current rate of pay and ancillary salary - related payments associated with its ultimate liquidation. Compensated absence liabilities are reported as a component of accrued salaries and benefits. (Continued) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) Notes to Basic Financial Statements June 30, 2020 and 2019 (i) Operating Revenues and Expenses Operating revenues consist of charges for passenger fares. Operating expenses include costs of services provided, including personnel costs, purchased services, utilities, materials and supplies, insurance and depreciation. All other revenues and expenses, with the exception of capital contributions, are classified as nonoperating revenues and expenses. 0) Unearned Revenues Unearned revenues represent amounts for which asset recognition criteria have been met, but for which revenue recognition criteria have not been met. Grants and contributions received before the eligibility requirements are met have been recorded as unearned revenues. (k) Deferred Compensation Plan Company employees participate in the Southwestern Virginia Transit Management Company, Inc. Retirement Plan (the "Plan "), which is a deferred compensation plan and trust covering all eligible employees of the Company. Under the terms of the Plan agreement, all full -time employees are required to participate in the Plan upon completion of their probationary employment period, which is 90 days from date of hire for all employees. Southwest Virginia Transit Management Company, Inc. is the Trustee of the Plan, which is administered by the Reliance Trust Company. Participants contribute to the Plan through both mandatory and voluntary payroll deductions. Participants are required to contribute a minimum of 3% of annual compensation. Participants may elect to defer up to 100% of their pretax compensation not to exceed the Internal Revenue Service ( "IRS ") limitations on net contributions. The Company can make contributions at its discretion. The Plan qualifies as a government plan under Section 457 of the Internal Revenue Code. This qualification exempts the Plan from the Employee Retirement Income Security Act and the Department of Labor regulations. Charges to operations under the Plan are based on 3% of union and salary participants' eligible payroll. (1) Net Position Net position represents the difference between assets and liabilities. Net position may be comprised of three components: Net Investment in Capital Assets — Consists of the historical cost of capital assets net of any accumulated depreciation and outstanding debt used to finance those assets. Restricted — Consists of assets where limitations are imposed through external restrictions imposed by creditors, grantors, or the laws and regulations of other governments. Unrestricted — All other net position is reported as net invested in this category. (m) Use of Estimates The preparation of financial statements in conformity with GAAP requires management to make estimates and assumptions that affect the reported amounts of assets, liabilities, and net position at the date of the financial statements and the reported amounts of revenues, expenses, and changes in net position during the reporting period. Actual results could differ from these estimates. (Continued) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) Notes to Basic Financial Statements June 30, 2020 and 2019 (2) Cash and Cash Equivalents All cash and cash equivalents are held by financial institutions in the name of the Company. At June 30, 2020 and 2019, all cash and cash equivalents were fully collateralized pursuant to agreements with all participating financial institutions to pledge assets on a pooled basis to secure public deposits according to the Virginia Security for Public Deposits Act Regulations of the Code of Virginia. (3) Supplies and Materials As of June 30, 2020 and 2019, supplies and materials consisted of the following: 2020 2019 Parts $ 459,813 $ 462,918 Diesel fuel 29,661 31,644 Lubricating oil 6,632 5,106 $ 496,106 $ 499,668 (4) Capital Assets The following is a summary of the changes in capital assets, net for the fiscal years ended June 30, 2020 and 2019: 10 (Continued) Balances Balances June 30, June 30, Capital assets not being depreciated: 2019 Increases Decreases 2020 Land Construction in progress $ 720,724 $ - $ _ $ 720,724 Other capital assets being - 214,691 - 214,691 depreciated: Building, structures and improvements 11,795,786 9,295 - 11,805,081 Buses Shop and garage equipment 18,835,707 2,081,497 - 20,917,204 Office equipment 3,087,517 148,283 - 3,235,800 and furnishings 991,242 49,401 - 1,040,643 Accumulated depreciation (21,544,942) (1,954,556) - (23,499,498) Net capital assets being depreciated 13,165,310 333,920 - 13,499,230 Capital assets, net $ 13,886,034 $ 548,611 14,434,645 10 (Continued) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) Notes to Basic Financial Statements Capital assets not being depreciated: Land Other capital assets being depreciated: Building structures and improvements Buses Shop and garage equipment Office equipment and furnishings Accumulated depreciation Net capital assets being depreciated Capital assets, net (5) Deferred Compensation Plan June 30, 2020 and 2019 Balances June 30, 2018 Increases Balances June 30, Decreases 2019 $ 720,724 $ - $ - $ 720,724 11,682,642 116,114 (2,970) 11,795,786 18,614,375 4,499,180 (4,277,848) 18,835,707 2,876,931 378,665 (168,079) 3,087,517 983,131 8,111 991,242 (24,275,842) (1,717,997) 4,448,897 (21,544,942) 9,881,237 3,284,073 - 13,165,310 $ 10,601,961 $ 3,284,073 13,886,034 The Company has a deferred compensation plan (see note 1(k)) covering all hourly and salaried employees. The Company's contributions to the deferred compensation plan were $142,643 in fiscal year 2020 and $139,106 in fiscal year 2019. (6) Other Liabilities Included in other liabilities at June 30, 2020 and 2019, is unearned revenues of $1,798,785 and $801,967, respectively. (7) Commitments and Contingent Liabilities Contractual Commitments Under the provisions of a management contract with First Group America Company (dba First Transit, Inc.), which originally became effective on March 1, 2010 and was renewed July 1, 2020. The Company paid a monthly fee of $27,690 and $26,884 for management services for years ended June 30, 2020 and 2019, respectively. Total fees paid for the years ended June 30, 2020 and 2019, were $332,282 and $322,603, respectively. Certain assets acquired with FTA grants must be kept in service for a specified time period as a requirement of the grants. if these assets are removed from service, the Company must reimburse FTA for up to 80% of their fair market value on the date of disposition. Capital assets, net, approximated $14.4 million and $13.9 million for the years ended June 30, 2020 and 2019, respectively, and are subject to these grant requirements. I1 (Continued) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) Notes to Basic Financial Statements June 30, 2020 and 2019 The Company has agreements with the City of Salem, Virginia and Town of Vinton, Virginia to provide bus service to each locality, which may be terminated by either party upon written notice of twelve months and six months, respectively. The localities reimburse the Company for 51% of the net operating costs based upon passenger counts and service miles. The Company is the lessor of space in the Intermodal Transportation Center in downtown Roanoke. Rental income for the years ended June 30, 2020 and 2019, totaled $60,112 and $65,610, respectively. Future minimum rental receipts under leases with original terms in excess of one year are as follows: Year ending June 30: 2021 $ 65,576 The Company is the lessee in an agreement with a tire manufacturer for the rental of bus tires. The agreement became effective beginning December 1, 2016 and ends November 30, 2021. It specifies a base rate per tire mile, which adjusts each year. For the years ended June 30, 2020 and 2019, rental expense for tires $70,240 and $74,401, respectively. The Company is party to various supply contracts with vendors for Ultra -Low Sulfur Diesel fuel that require the purchase of certain minimum volumes per year and set a total number of gallons to be purchased during the terms of the contract. These contracts enable the Company to purchase fuel at a fixed -rate price to be used in buses that serve our operating area. The Company's agreements, along with the contract total of gallons to be purchased during the year, are as follows: Minimum Purchases 2021 $ 722,400 2022 722,400 $ 1— 444 80 Failure of the Company to meet such annual minimum purchase agreements allows the Company's vendors the option of terminating or not renewing the contracts. Management intends to fully utilize these contracts to ensure fuel for operations is obtained at an efficient market price. Litigation The Company is involved in various legal proceedings from time to time in the normal course of business. In management's opinion, the Company is not currently involved in any legal proceedings which individually or in the aggregate could have a material effect on the financial condition, results of operations, and/or liquidity of the Company. 12 (Continued) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) Notes to Basic Financial Statements June 30, 2020 and 2019 (8) Risk Management The Company is exposed to various risks of loss such as theft of, damage to, and destruction of assets, injuries to employees, and natural disasters. The Company carries commercial insurance for their risks. There have been no significant reductions in insurance coverage from coverage in the prior year and settled claims have not exceeded the amount of insurance coverage in any of the past three fiscal years. (9) COVID- 19 Impact On January 30, 2020, the World Health Organization ( "WHO ") announced a global health emergency because of a new strain of coronavirus (the "COVID -19 outbreak ") and the risks to the international community as the virus spreads globally beyond its point of origin. In March 2020, the WHO classified the COVID -19 outbreak as a pandemic, based on the rapid increase in exposure globally. The Company's operations are dependent on the ability to assess passenger fees and provide transit services. Additionally, access to grants and contracts from federal and state governments may decrease or may not be available depending on appropriations. The outbreak may have a continued material adverse impact on economic and market conditions, triggering a period of global economic slowdown. The full impact of the COVID -19 outbreak continues to evolve as of the date of this report. As such, it is uncertain as to the full magnitude the pandemic will have on the Company's financial condition, liquidity, and future results of operations. Management is actively monitoring the impact of the global situation on its financial condition, liquidity, operations, suppliers, industry, and workforce. Given the daily evolution of the COVID -19 outbreak and the global responses to curb its spread, the Company is not able to estimate the effects of the COVID -19 outbreak on its results of operations, financial condition, or liquidity for fiscal year 2021. (10) New Accounting Pronouncements The Governmental Accounting Standards Board (GASB) has issued the following Statements which are not yet effective. The effective dates below are updated based on Statement No. 95, Postponement of the Effective Dates of Certain Authoritative Guidance due to the COVID -19 pandemic. In January 2017, the GASB issued Statement No. 84, Fiduciary Activities. This Statement establishes standards of accounting and financial reporting for fiduciary activities. The requirements of this Statement are effective for reporting periods beginning after December 15, 2019. In June 2017, The GASB issued Statement No. 87, Leases. This Statement establishes standards of accounting and financial reporting for leases by lessees and lessors. The requirements of this Statement are effective for fiscal years beginning after June 15, 2021. 13 (Continued) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) Notes to Basic Financial Statements June 30, 2020 and 2019 In August 2018, the GASB issued Statement No. 90, Majority Equity Interests, an amendment of GASB Statements No. 14 and No. 61. This Statement improves the consistency and comparability of reporting a government's majority equity interest in a legally separate organization and improves the relevance of financial statement information for certain component units. It defines a majority equity interest and specifies that a majority equity interest in a legally separate organization should be reported as an investment if a government's holding of the equity interest meets the definition of an investment. A majority equity interest that meets the definition of an investment should be measured using the equity method, unless it is held by a special - purpose government engaged only in fiduciary activities, a fiduciary fund, or an endowment (including permanent and term endowments) or permanent fund. Those governments and funds should measure the majority equity interest at fair value. For all other holdings of a majority equity interest in a legally separate organization, a government should report the legally separate organization as a component unit, and the government or fund that holds the equity interest should report an asset related to the majority equity interest using the equity method. This Statement establishes that ownership of a majority equity interest in a legally separate organization results in the government being financially accountable for the legally separate organization and, therefore, the government should report that organization as a component unit. This Statement also requires that a component unit in which a government has a 100 percent equity interest account for its assets, deferred outflows of resources, liabilities, and deferred inflows of resources at acquisition value at the date the government acquired a 100 percent equity interest in the component unit. Transactions presented in flows statements of the component unit in that circumstance should include only transactions that occurred subsequent to the acquisition. The requirements of this Statement are effective for reporting periods beginning after December 15, 2019. The requirements should be applied retroactively, except for the provisions related to (1) reporting a majority equity interest in a component unit and (2) reporting a component unit if the government acquires a 100 percent equity interest. Those provisions should be applied on a prospective basis. In May 2019, the GASB issued Statement No. 91, Conduit Debt Obligations. This Statement provides a single method of reporting conduit debt obligations by issuers and eliminates diversity in practice associated with (1) commitments extended by issuers, (2) arrangements associated with conduit debt obligations, and (3) related note disclosures. The requirements of this Statement are effective for reporting periods beginning after December 15, 2021. In January 2020, the GASB issued Statement No. 92, Omnibus. This Statement enhances comparability in accounting and financial reporting and improves the consistency of authoritative literature by addressing practice issues that have been identified during implementation and application of certain GASB Statements. Certain requirements of this Statement are effective immediately and others for reporting periods beginning after June 15, 2021. 14 (Continued) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) Notes to Basic Financial Statements June 30, 2020 and 2019 In March 2020, the GASB issued Statement No. 93, Replacement of Interbank Offered Rates. This Statement addresses accounting and financial reporting implications that result from the replacement of an IBOR. The removal of LIBOR as an appropriate benchmark interest rate is effective for reporting periods ending after December 31, 2022. All other requirements of this Statement are effective for reporting periods beginning after June 15, 2021. In March 2020, the GASB issued Statement No. 94, Public- Private and Public - Public Partnerships and Availability Payment Arrangements. This Statement improves financial reporting by addressing issues related to public - private and public - public partnership arrangements (PPPs). The requirements of this Statement are effective for reporting periods beginning after June 15, 2022. In May 2020, the GASB issued Statement No. 96, Subscription -Based Information Technology Arrangements. This Statement provides guidance on the accounting and financial reporting for subscription - based information technology arrangements (SBITAs) for government end users (governments). The requirements of this Statement are effective for reporting periods beginning after June 15, 2022. In June 2020, the GASB issued Statement No. 97, Certain Component Unit Criteria, and Accounting and Financial Reporting for Internal Revenue Code Section 457 Deferred Compensation Plans — an Amendment of GASB Statements No. 14 and No. 84, and a Supersession of GASB Statement No. 32. This Statement provides a more consistent financial reporting of defined contribution pension plans, defined contribution OPEB plans, and other employee benefit plans, while mitigating the costs associated with reporting those plans. Certain requirements of this Statement are effective immediately and others for reporting periods beginning after June 15, 2021. Management has not determined the effects these new GASB Statements may have on prospective financial statements. 15 THIS PAGE INTENTIONALLY BLANK COMPLIANCE SECTION GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) Notes to Schedule of Expenditures of Federal Awards For the Year Ended June 30, 2020 Fe de ral Federal Grantor/Pass- Through Grantor/ CFDA Program Title or Cluster Title Number Identifying Number Expenditures Department of Transportation Federal Transit Cluster FY10 FTA Capital Assistance 20.500 VA -04- 0046 -00 $ 21,204 FY 13 FTA Capital Assistance 20.500 VA -95- X123 -00 35,566 FYI Operating and Capital Assistance 20.507 VA- 2018 - 009 -00 471,744 FYI Operating and Capital Assistance 20.507 VA- 2019 - 018 -00 2,590,834 FY20 FTA Capital Assistance 20.500 VA- 2020 - 043 -01 111,741 FY20 FTA Capital Assistance 20.500 VA- 2020 - 043 -03 177,273 FY20 COVID Operating Assistance 20.507 VA- 2020 - 025 -00 1,608,703 Bus and Bus Facilities Formula Program FY14 FTA Capital Assistance 20.526 VA -34- 0006 -00 9,721 FY15 FTA Capital Assistance 20.526 VA -2016- 009 -00 88,746 FYI FTA Capital Assistance 20.526 VA- 2018 - 011 -00 370,566 Total Federal Transit Cluster 5,486,098 Formula Grants for Rural Areas Virginia Department of Rail and Public Transportation FYI FTA Operating Assistance 20.509 VA- 2017- 026 -00 85,959 FY19 FTA Capital Assistance 20.509 VA- 2018- 034 -00 217,306 FY20 FTA Capital Assistance 20.509 VA- 2020 - 019 -00 221,860 Total Formula Grants for Rural Areas 525,125 Total Department of Transportation 6,011,223 Grand Total Federal Financial Assistance $ 6,011,223 See accompanying notes to schedule of expenditures and federal awards 17 GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) Notes to Schedule of Expenditures of Federal Awards For the Year Ended June 30, 2020 NOTE A —BASIS OF PRESENTATION The accompanying Schedule of Expenditures of Federal Awards (the "Schedule ") includes the federal award activity of the Greater Roanoke Transit Company (the "Company ") under programs of the federal government for the year ended June 30, 2020. The information in the Schedule is presented in accordance with the requirements of Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (the "Uniform Guidance "). Because the Schedule presents only a selected portion of the operations of the Company, it is not intended to and does not present the financial position, changes in net assets, or cash flows of the Company. NOTE B— SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES Expenditures reported on the Schedule are reported on the accrual basis of accounting. Such expenditures are recognized following the cost principles contained in Subpart E of the Uniform Guidance, wherein certain types of expenditures are not allowable or are limited as to reimbursement. NOTE C— INDIRECT COST RATE The Company has not elected to use the 10% de minimis indirect cost rate allowed under the Uniform Guidance NOTE D— OUTSTANDING LOAN BALANCES At June 30, 2020, the Company had no outstanding loan balances requiring continuing disclosure. 18 a EDWARDS INDEPENDENT AUDITOR'S REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING AND ON COMPLIANCE AND OTHER MATTERS BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS Board of Directors Greater Roanoke Transit Company Roanoke, Virginia We have audited, in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States, the financial statements of the Greater Roanoke Transit Company (the "Company ") as of and for the year ended June 30, 2020, and the related notes to the financial statements, which collectively comprise the Company's basic financial statements, and have issued our report thereon dated February 26, 2021. Internal Control Over Financial Reporting In planning and performing our audit of the financial statements, we considered the Company's internal control over financial reporting (internal control) as a basis for designing the audit procedures that are appropriate in the circumstances for the purpose of expressing our opinion on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the Company's internal control. Accordingly, we do not express an opinion on the effectiveness of the Company's internal control. A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control such that there is a reasonable possibility that a material misstatement of the entity's financial statements will not be prevented, or detected and corrected on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance. Our consideration of internal control was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control that might be material weaknesses or significant deficiencies and therefore, material weaknesses or significant deficiencies may exist that have not been identified. We did identify a deficiency in internal control, as described in the accompanying schedule of findings and questioned costs as item 2020 -001, which we consider to be a material weakness. 19 Your Success is Our Focus 319 McClanahan Street, S.W. - Roanoke, Virginia 24014 -7705 - 540- 345 -0936 - Fax 540- 342 -6181 - ww,,v.l3Ecpas.com Compliance and Other Matters As part of obtaining reasonable assurance about whether the Company's financial statements are free of material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements, noncompliance with which could have a direct and material effect on the financial statements. However, providing an opinion on compliance with those provisions was not an objective of our audit, and accordingly, we do not express such an opinion. The results of our tests disclosed an instance of noncompliance or other matters that is required to be reported under Government Auditing Standards and which is described in the accompanying schedule of findings and questioned costs as item 2020 -002. Company's Response to Findings The Company's responses to the findings identified in our audit are described in the accompanying schedule of findings and questioned costs. The Company's responses were not subjected to the auditing procedures applied in the audit of the financial statements and, accordingly, we express no opinion on them. Purpose of this Report The purpose of this report is solely to describe the scope of our testing of internal control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the Company's internal control or on compliance. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the Company's internal control and compliance. Accordingly, this communication is not suitable for any other purpose. Roanoke, Virginia February 26, 2021 CERTIFIED PUBLIC ACCOUNTANTS 20 ■ EDWARDS INDEPENDENT AUDITOR'S REPORT ON COMPLIANCE FOR EACH MAJOR PROGRAM AND ON INTERNAL CONTROL OVER COMPLIANCE REQUIRED BY THE UNIFORM GUIDANCE Board of Directors Greater Roanoke Transit Company Roanoke, Virginia Report on Compliance for Each Major Federal Program We have audited the Greater Roanoke Transit Company's (the "Company ") compliance with the types of compliance requirements described in the OMB Compliance Supplement that could have a direct and material effect on each of the Company's major federal programs for the year ended June 30, 2020. The Company's major federal programs are identified in the summary of auditor's results section of the accompanying schedule of findings and questioned costs. Management's Responsibility Management is responsible for compliance with federal statutes, regulations, and the terms and conditions of its federal awards applicable to its federal programs. Auditor's Responsibility Our responsibility is to express an opinion on compliance for each of the Company's major federal programs based on our audit of the types of compliance requirements referred to above. We conducted our audit of compliance in accordance with auditing standards generally accepted in the United States of America; the standards applicable to financial audits contained in Government A uditing Standards, issued by the Comptroller General of the United States; and the audit requirements of Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance). Those standards and the Uniform Guidance require that we plan and perform the audit to obtain reasonable assurance about whether noncompliance with the types of compliance requirements referred to above that could have a direct and material effect on a major federal program occurred. An audit includes examining, on a test basis, evidence about the Company's compliance with those requirements and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our qualified opinion on compliance for the major federal program. However, our audit does not provide a legal determination of the Company's compliance. Basis for Qualified Opinion on Federal Transit Cluster As described in the accompanying schedule of findings and questioned costs, the Company did not comply with the requirements regarding the Federal Transit Cluster as described in item 2020 -003 for cash management. Compliance with such requirements is necessary, in our opinion, for the Company to comply with the requirements applicable to the Federal Transit Cluster. 21 Your Success is Our Focus 319 McClanahan Street, S.W. • Roanoke, Virginia 24014 -7705 • 540- 345 -0936 • Fax: 540- 342 -6181 • www.BEcpas corn Report on Internal Control over Compliance Management of the Company is responsible for establishing and maintaining effective internal control over compliance with the types of compliance requirements referred to above. In planning and performing our audit of compliance, we considered the Company's internal control over compliance with the types of requirements that could have a direct and material effect on each major federal program to determine the auditing procedures that are appropriate in the circumstances for the purpose of expressing an opinion on compliance for each major federal program and to test and report on internal control over compliance in accordance with the Uniform Guidance, but not for the purpose of expressing an opinion on the effectiveness of internal control over compliance. Accordingly, we do not express an opinion on the effectiveness of the Company's internal control over compliance. Our consideration of internal control over compliance was for the limited purpose described in the preceding paragraph of this section and was not designed to identify all deficiencies in internal control over compliance that might be material weaknesses or significant deficiencies and therefore, material weaknesses or significant deficiencies may exist that have not been identified. However, as discussed below, we identified a deficiency in internal control over compliance that we consider to be a material weakness. A deficiency in internal control over compliance exists when the design or operation of a control over compliance does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, noncompliance with a type of compliance requirement of a federal program on a timely basis. A material weakness in internal control over compliance is a deficiency, or combination of deficiencies, in internal control over compliance, such that there is a reasonable possibility that material noncompliance with a type of compliance requirement of a federal program will not be prevented, or detected and corrected, on a timely basis. A significant deficiency in internal control over compliance is a deficiency, or a combination of deficiencies, in internal control over compliance with a type of compliance requirement of a federal program that is less severe than a material weakness in internal control over compliance, yet important enough to merit attention by those charged with governance. We consider the deficiency in internal control over compliance, as described in the accompanying schedule of findings and questioned costs as item 2020 -003, to be a material weakness. The Company's responses to the findings identified in our audit are described in the accompanying schedule of findings and questioned costs. The Company's responses were not subjected to the auditing procedures applied in the audit of the financial statements and, accordingly, we express no opinion on the responses. * * * * * * * * * * * * * ** The purpose of this report on internal control over compliance is solely to describe the scope of our testing of internal control over compliance and the results of that testing based on the requirements of the Uniform Guidance. Accordingly, this report is not suitable for any other purpose. Roanoke, Virginia February 26, 2021 �a�bw�t t C�� %��. °I • e� //CERTIFIED PUBLIC ACCOUNTANTS 22 GREATER ROANOKE TRANSIT COMPANY SUMMARY OF COMPLIANCE MATTERS June 30, 2020 As more fully described in the Independent Auditor's Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards, we performed tests of the Company's compliance with certain provisions of the laws, regulations, contracts, and grants shown below. Company By -Laws LOCAL COMPLIANCE MATTERS COMMONWEALTH OF VIRGINIA COMPLIANCE MATTERS Virginia Public Procurement Act — Prompt Payment Requirement FEDERAL COMPLIANCE MATTERS Compliance Supplement for Single Audits of State and Local Governments Provisions and conditions of agreements related to federal programs selected for testing. 23 GREATER ROANOKE TRANSIT COMPANY SCHEDULE OF FINDINGS AND QUESTIONED COSTS June 30, 2020 A. SUMMARY OF AUDITOR'S RESULTS The auditor's report expresses an unmodified opinion on the financial statements. One material weakness relating to the audit of the financial statements was reported in the Independent Auditor's Report on Internal Control Over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards. One instance of noncompliance material to the financial statements was disclosed. One material weakness relating to the audit of the major federal award program was reported in the Independent Auditor's Report on Compliance for Each Major Program and on Internal Control Over Compliance Required by the Uniform Guidance. The auditor's report on compliance for the major federal award program expresses a qualified opinion. 6. The audit disclosed one audit finding relating to the major program. 7. The programs tested as a major program were: Federal Transit Administration Grant Cluster: Federal Transit Operating and Capital Assistance 20.500 Federal Transit Operating and Capital Assistance 20.507 Federal Transit COVID Operating Assistance 20.507 Federal Transit Capital Assistance 20.526 8. The threshold for distinguishing Type A and B programs was $750,000. 9. The Company was not determined to be a low -risk auditee. 24 (Continued) GREATER ROANOKE TRANSIT COMPANY SCHEDULE OF FINDINGS AND QUESTIONED COSTS June 30, 2020 B. FINDINGS — FINANCIAL STATEMENT AUDIT 2020 -001: Segregation of Duties and Management Oversight (Material Weakness) Condition: Due to turnover in the Accounting Supervisor position during the year, duties handled by the Director of Finance included incompatible duties such as: • Preparation of journal entries • Preparation of bank reconciliations • Collect cash, post receipts to general ledger, and prepare bank deposit slips • Prepare payroll, edit master employee file, and sign payroll checks In addition, during the year there was lack of performance of various oversight functions by management including reviews of bank reconciliations and journal entries. Criteria: A fundamental concept of internal controls is the separation of duties. No one employee should have access to both physical assets and the related accounting records, or to all phases of a transaction. In addition, all significant transactions and controls should involve reconciliations and supervisory, or management level, reviews of those processes. An effective and timely review process is intended to prevent and detect both fraud and errors. Cause: Turnover in key positions can result in individuals performing duties that are not appropriately segregated. In addition, turnover can also create challenges in the oversight or review function. Effect: As noted in later findings, noncompliance occurred in relation to federal compliance due to lack of oversight in the grant functions. Recommendation: Steps should be taken to eliminate conflicting duties and implement compensating controls, where possible. 25 (Continued) GREATER ROANOKE TRANSIT COMPANY SCHEDULE OF FINDINGS AND QUESTIONED COSTS June 30, 2020 B. FINDINGS — FINANCIAL STATEMENT AUDIT (Continued) 2020 -001: Segregation of Duties /Management Oversight (Material Weakness) (Continued) Views of Responsible Officials and Planned Corrective Actions: The new Director of Finance (DOF) and Accounting Supervisor (AS) have these duties segregated. Bank Reconciliations are now completed by the Director of Finance. When an adjustment is found to be necessary, the DOF sends an email to another member of the Finance Team copying the AS and they make the journal entry. On the occasion the DOF enters interest received or a payment, for example a payroll tax payment, the General Manager (GM) or Assistant General Manager (AGM) sign off on the entry. Journal Entries (JEs) such as adjusting journal entries, depreciation or expensing of pre -paid expenses are written by a member of the Finance Team and reviewed, prior to posting, by the next highest in the Team. For example the AS' journal entries are reviewed by the DOF prior to posting. The Accounting Associate's entries are reviewed and signed off by the AS. Again, if the DOF must make a journal entry, the GM or AGM sign off on the entry. All deposits are counted and verified by at least two, if not three employees as follows: Cash arrives in several ways: Sales by information officers (IO's). The IO's bring their cash and cash box reconciliations at the end of their shift to the Accounting Associate II who counts the deposit and prepares the deposit slip and signs off on the reconciliation and deposit slip. The deposit is verified by either the Accounting Associate I, Accounting Supervisor or the Director of Finance who also sign off on the reconciliation and deposit slip. The deposit is then logged and put into the safe. A/R payments received via mail or dropped in person. A/R payments mailed in are recorded by the receptionist on a log then turned over to the Accounting Associate II who records the payments and prepares the deposit slip. The deposit is then reviewed and logged and put into the safe. • Cash Fares counted in the Money Room. The fares from the buses are dumped into a secure receptacle by maintenance. Twice weekly (usually Mondays and Thursdays) the fares are counted by three Team Members in special no pocket coats in the Money Room. The funds are bagged and tagged and placed in the safe in the Money Room for Loomis to pick up the next day. The count is reported on a reconciliation sheet. The Accounting Supervisor pulls reports from the GFI system for the days counted and compares the totals to the count while preparing the entry to be made in the system for the deposit and signs off. The DOF reviews the entry and reports and signs off. The Accounting Associate I records the deposit. The deposits from the IO's and the A/R are bagged, totaled and checked off the aforementioned log for pick up as a second stop by Loomis for deposit at the bank. The Company is striving to establish segregation of duties by filling vacant positons with qualified candidates, outsourcing payroll to alleviate job duties and updating our financial software. Positions have been filled, the outsourcing of payroll is in the contract phase of RFP and the financial software upgrade is in process to be hopefully up and running 07/01/2021. 26 (Continued) GREATER ROANOKE TRANSIT COMPANY SCHEDULE OF FINDINGS AND QUESTIONED COSTS June 30, 2020 B. FINDINGS — FINANCIAL STATEMENT AUDIT (Continued) 2020 -002: Virginia Public Procurement Act Prompt Payment Requirement Condition: As discussed in later findings, due to misapplication of grant funds, the Company did not pay a certain vendor for purchases of capital assets on a timely basis. Criteria: Section 2.2 -4352 of the Code of Virginia requires that every agency of local government that acquires goods or services shall promptly pay for the completed delivered goods or services by the required payment date. The required payment date shall be either (i) the date on which payment is due under the terms of the contract for the provision of the goods or services or (ii) if a date is not established by contract, not more than forty -five days after goods or services are received or the invoice is rendered. Cause: Due to the misapplication of grants intended to fund capital purchases, insufficient funds were available to pay a certain vendor timely. Effect: The vendor was aware that the delivered products were acquired with federal grant funds and upon delay of receipt of payment within a reasonable timeframe, the vendor contacted granting agencies. Recommendation: All vendors are to be paid in a timely manner as defined by the Code of Virginia. Views of Responsible Officials and Planned Corrective Actions: This situation has been rectified in full. The grant made whole and the vendor paid. As invoices for larger purchases have been made, grant draws have been made and the vendor paid within three business days of receipt of the federal funds. With the more frequent reconciliation of the bank accounts, vendor payments are reconciled and paid more timely. C. FINDINGS AND QUESTIONED COSTS — MAJOR FEDERAL AWARD PROGRAM AUDIT 2020 -003: Federal Transit Cluster — CFDA 20.507 and 20.526, Cash Management — Material Noncompliance /Material Weakness Condition: A lack of oversight in the annual grant application process resulted in a vendor not being paid timely. Criteria: All grant activities should include management level oversight to ensure timeliness, accuracy, and compliance with specified grant requirements. 27 (Continued) GREATER ROANOKE TRANSIT COMPANY SCHEDULE OF FINDINGS AND QUESTIONED COSTS June 30, 2020 C. FINDINGS AND QUESTIONED COSTS — MAJOR FEDERAL AWARD PROGRAM AUDIT (Continued) 2020 -003: Federal Transit Cluster — CFDA 20.507 and 20.526, Cash Management — Material Noncompliance /Material Weakness (Continued) Cause: A capital grant was drawn down for the purchase of buses but was not paid to the vendor timely. Effect: Vendor was not paid for over six months after receipt of buses. Recommendation: A designated management level individual should have oversight to require timely and accurate grant applications are filed and that drawdowns are accurate. Views of Responsible Officials and Planned Corrective Actions: All grant draws are reviewed and signed off by the GM or AGM in advance of the submission of the draw. The GM & AGM are kept apprised of the status of payments for larger purchases. The GM or AGM are signors on all disbursements made. 28 GREATER ROANOKE TRANSIT COMPANY SUMMARY SCHEDULE OF PRIOR AUDIT FINDINGS June 30, 2020 A. FINDINGS — FINANCIAL STATEMENT AUDIT 2019 -001: Segregation of Duties and Management Oversight (Material Weakness) Condition: Due to turnover in the Accounting Supervisor position during the year, duties handled by the Director of Finance included incompatible duties such as: • Preparation of journal entries • Preparation of bank reconciliations • The ability to initiate ACH payments In addition, during the year there was lack of performance of various oversight functions by management including reviews of bank reconciliations and journal entries, as well as lack of oversight related to bus pass records. Recommendation: Steps should be taken to eliminate conflicting duties and implement compensating controls, where possible. Current Status: Comment still applicable for journal entries and bank reconciliation. See 2020 -001 for current year additional matters noted. 2019 -002: Virginia Public Procurement Act Prompt Payment Requirement Condition: As discussed in later findings, due to misapplication of grant funds, the Company did not pay a certain vendor for purchases of capital assets on a timely basis. Recommendation: All vendors are to be paid in a timely manner as defined by the Code of Virginia. Current Status: Still applicable. 29 (Continued) GREATER ROANOKE TRANSIT COMPANY SUMMARY SCHEDULE OF PRIOR AUDIT FINDINGS June 30, 2020 B. FINDINGS AND QUESTIONED COSTS — MAJOR FEDERAL AWARD PROGRAM AUDIT 2019 -003: Federal Transit Cluster — CFDA 20.507 and 20.526, Cash Management — Material Noncompliance Condition: Management made erroneous drawdowns of capital grant funding and was untimely in use of funds for their required purpose. In addition, capital funding drawdowns were used for operating expenses. Recommendation: All drawdowns should be based on actual expenditure needs. Current Status: No similar instance noted in current year. Comment no longer applicable. 2019 -004: Federal Transit Cluster — CFDA 20.507 and 20.526, Cash Management — Material Weakness Condition: As noted in finding 2019 -003, a lack of oversight in the annual grant application process, as well as a lack of oversight in the drawdown and use of funding processes, resulted in vendors remaining unpaid as well as allowed the misapplication of Federal funds for their intended purpose. Recommendation: A designated management level individual should have oversight to require timely and accurate grant applications are filed and that drawdowns are accurate. Current Status: There were no capital drawdowns used for operating expenses; however, funds received were still not used timely as discussed in 2020 -003. 30 0 EDWARDS REQUIRED COMMUNICATION WITH THOSE CHARGED WITH GOVERNANCE Board of Directors Greater Roanoke Transit Company Roanoke, Virginia We have audited the financial statements of the Greater Roanoke Transit Company, a component unit of the City of Roanoke, Virginia, hereafter referred to as the "Company ", for the year ended June 30, 2020. Professional standards require that we provide you with information about our responsibilities under generally accepted auditing standards, Government Auditing Standards, and the Uniform Guidance, as well as certain information related to the planned scope and timing of our audit. We have communicated such information in our letter to you on May 15, 2020. Professional standards also require that we communicate to you the following information related to our audit. Significant Audit Findings Qualitative Aspects of Accounting Practices Management is responsible for the selection and use of appropriate accounting policies. The significant accounting policies used by the Company are described in Note 1 to the financial statements. No new accounting policies were adopted and the application of existing policies was not changed during 2020. We noted no transactions entered into by the Company during the year for which there is a lack of authoritative guidance or consensus. All significant transactions have been recognized in the financial statements in the proper period. Accounting estimates are an integral part of the financial statements prepared by management and are based on management's knowledge and experience about past and current events and assumptions about future events. Certain accounting estimates are particularly sensitive because of their significance to the financial statements and because of the possibility that future events affecting them may differ significantly from those expected. The most sensitive estimate affecting the Company's financial statements was: • The useful lives of capital assets is based on management's knowledge and judgment, which is based on history. • The liability for accrued compensated absences is based on management's estimate of the average wage of employees per employment type. We evaluated the key factors and assumptions used to develop these estimates in determining that they are reasonable in relation to the financial statements taken as a whole. Certain financial statement disclosures are particularly sensitive because of their significance to financial statement users. The most sensitive disclosures affecting the financial statements include those related to: • Capital assets and the impacts of COVID -19. The financial statement disclosures are neutral, consistent, and clear. Your Success is Our Focus 319 McClanahan Street, S.W. • Roanoke, Virginia 24014 -7705 • 540- 345 -0936 • Fax: 540- 342 -6181 • wwNv.l3Ecpas.com Significant Audit Findings (Continued) Difficulties Encountered in Performing the Audit We encountered no significant difficulties in dealing with management in performing and completing our audit; however, due to turnover during the year at the Company, we experienced significant delays. Corrected and Uncorrected Misstatements Professional standards require us to accumulate all known and likely misstatements identified during the audit, other than those that are clearly trivial, and communicate them to the appropriate level of management. Management has corrected all such misstatements. There were no corrected adjustments as a result of audit procedures. Management has determined that the effects of the following unrecorded misstatements are immaterial, both individually and in the aggregate, to the financial statements taken as a whole. A $70,000 increase to construction in progress and accounts payable for an invoice not recorded at year end. A $34,000 increase to depreciation expense and accumulated depreciation to record additional depreciation for buses. A $26,000 increase to accumulated depreciation with a corresponding decrease to beginning net position for unrecorded depreciation expense for buses placed into service in prior year. Disagreements with Management For purposes of this letter, a disagreement with management is a financial accounting, reporting, or auditing matter, whether or not resolved to our satisfaction, that could be significant to the financial statements or the auditor's report. We are pleased to report that no such disagreements arose during the course of our audit. Management Representations We have requested certain representations from management that are included in the management representation letter dated February 26, 2021, a copy of which is attached. Management Consultations with Other Independent Accountants In some cases, management may decide to consult with other accountants about auditing and accounting matters, similar to obtaining a "second opinion" on certain situations. If a consultation involves application of an accounting principle to the Company's financial statements or a determination of the type of auditor's opinion that may be expressed on those statements, our professional standards require the consulting accountant to check with us to determine that the consultant has all the relevant facts. To our knowledge, there were no such consultations with other accountants. Other Audit Findings or Issues We generally discuss a variety of matters, including the application of accounting principles and auditing standards, with management each year prior to retention as the Company's auditors. However, these discussions occurred in the normal course of our professional relationship and our responses were not a condition to our retention. We will also communicate with management in a management letter. Other Matters We applied certain limited procedures to Management's Discussion & Analysis, which is required supplementary information (RSI) that supplements the basic financial statements. Our procedures consisted of inquiries of management regarding the methods of preparing the information and comparing the information for consistency with management's responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We did not audit the RSI and do not express an opinion or provide any assurance on the RSI. Other Matters (Continued) We were engaged to report on the Schedule of Expenditures of Federal Awards, which accompanies the financial statements but is not RSI. With respect to this supplementary information, we made certain inquiries of management and evaluated the form, content, and methods of preparing the information to determine that the information complies with accounting principles generally accepted in the United States of America, the method of preparing it has not changed from the prior period, and the information is appropriate and complete in relation to our audit of the financial statements. We compared and reconciled the supplementary information to the underlying accounting records used to prepare the financial statements or to the financial statements themselves. Cybersecurity Risk Management In today's environment of increasingly frequent cyber- attacks, ensuring the adequacy of cybersecurity is a critical aspect of board oversight. In addition to significant business disruption, substantial response cost, negative publicity, and reputational harm, cybersecurity breaches can result in litigation, and leaders may face potential liability if they failed to implement adequate steps to protect the organization. Evidence suggests there may be a gap between the magnitude of exposure presented by cyber -risks and steps many corporate boards have taken to address these risks. Organizational leaders should be asking themselves what they can, and should, be doing to effectively oversee cyber -risk management. Restrictions on Use This information is intended solely for the information and use of the Board of Directors and management of the Company and is not intended to be, and should not be, used by anyone other than these specified parties. +Am, CERTIFIED PUBLIC ACCOUNTANTS Roanoke, Virginia February 26, 2021 GREATER ROANOKE TRANSIT COMPANY COMMENTS ON INTERNAL CONTROL AND OTHER SUGGESTIONS FOR YOUR CONSIDERATION June 30, 2020 CONTENTS INDEPENDENT AUDITOR'S REPORT ON COMMENTS AND SUGGESTIONS ..................... COMMENTS AND SUGGESTIONS RESULTING FROM THE CURRENT YEAR AUDIT SUMMARY OF PRIOR YEAR COMMENTS AND OTHER SUGGESTIONS ..... ............................... ACCOUNTING AND OTHER MATTERS ................. Page ........................ I ........................ 3 ................ 6 ................ 9 EDWARDS INDEPENDENT AUDITOR'S REPORT ON COMMENTS AND SUGGESTIONS Board of Directors Greater Roanoke Transit Company Roanoke, Virginia In planning and performing our audit of the financial statements of the Greater Roanoke Transit Company (the "Company ") as of and for the year ended June 30, 2020, in accordance with auditing standards generally accepted in the United States of America, we considered its internal control over financial reporting (internal control) as a basis for designing audit procedures that are appropriate in the circumstances for the purpose of expressing our opinion on the financial statements and to comply with any other applicable standards, such as Government Auditing Standards and the regulations set forth in the Uniform Guidance, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. Accordingly, we do not express an opinion on the effectiveness of the entity's internal control. Our consideration of internal control was for the limited purpose described in the first paragraph and was not designed to identify all deficiencies in internal control that might be material weaknesses or significant deficiencies and, therefore, material weaknesses or significant deficiencies may exist that were not identified. In addition, because of inherent limitations in internal control, including the possibility of management override of controls, misstatements due to error or fraud may occur and not be detected by such controls. A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control such that there is a reasonable possibility that a material misstatement of the entity's financial statements will not be prevented, or detected and corrected on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance. Certain material weaknesses were identified during our procedures that are included in the Independent Auditor's Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards and the Independent Auditor's Report on Compliance for Each Major Program and on Internal Control over Compliance Required by the Uniform Guidance which should be read in conjunction with this report. Additionally, during our audit, we have become aware of certain other matters that provide opportunities for improving your financial reporting system and /or operating efficiency. Such comments and suggestions regarding these matters, if any, are also included in the attached report, but are not designated as a material weakness or significant deficiency. Since our audit is not designed to include a detail review of all systems and procedures, these comments should not be considered as being all- inclusive of areas where improvements might be achieved. We also have included information on accounting and other matters that we believe is important enough to merit consideration by management and those charged with governance. It is our hope that our suggestions will be taken in the constructive light in which they are offered. Your Success is Our Focus 319 McClanahan Street, S.W. • Roanoke, Virginia 24014 -7705 • 540- 345 -0936 • Fax: 540- 342 -6181 • www.BEcpas.com We have already discussed these comments and suggestions with management, and we will be pleased to discuss them in further detail at your convenience, to perform any additional study of these matters, or to assist you in implementing the recommendations. The entity's responses to our recommendations are included in this report. The responses were not subjected to the auditing procedures applied in the audit of the financial statements and, accordingly, we express no opinion on them. This communication is intended solely for the information and use of the Greater Roanoke Transit Company, management, and the appropriate state and federal regulatory agencies and is not intended to be, and should not be, used by anyone other than these specified parties. �% A+", +", 66K`�` '' ,,C_ / 4y' 0�0 e( to CERTIFIED PUBLIC ACCOUNTANTS Roanoke, Virginia February 26, 2021 2 COMMENTS AND SUGGESTIONS RESULTING FROM THE CURRENT YEAR AUDIT SEGREGATION OF DUTIES AND MANAGEMENT OVERSIGHT (MATERIAL WEAKNESS) One of the more important aspects of any internal control structure is the segregation of duties. In an ideal system of internal controls, no individual would perform more than one duty in connection with any transaction or series of transactions. In particular, no one individual should have access to both physical assets and the related accounting records. Such access may allow errors or irregularities to occur and either not be detected or concealed. Due to turnover in the Accounting Supervisor position during the year, duties handled by the Director of Finance included incompatible duties such as: 1. Director of Finance and Accounting Supervisor have the ability to collect cash, post receipts to general ledger, and prepare bank deposit slips. 2. Director of Finance and Accounting Supervisor have the ability to process payroll, edit master employee files, and sign payroll checks. Management's Response: All deposits are counted and verified by at least two, if not three employees as follows: Cash arrives in several ways: • Sales by information officers (IO's). The IO's bring their cash and cash box reconciliations at the end of their shift to the Accounting Associate II who counts the deposit andprepares the deposit slip and signs off on the reconciliation and deposit slip. The deposit is verified by either the Accounting Associate 1, Accounting Supervisor or the Director of Finance who also sign off on the reconciliation and deposit slip. The deposit is then logged and put into the safe. • AIR payments received via mail or dropped in person. AIR payments mailed in are recorded by the receptionist on a log then turned over to the Accounting Associate II who records the payments and prepares the deposit slip. The deposit is then reviewed and logged and put into the safe. • Cash Fares counted in the Money Room. The fares from the buses are dumped into a secure receptacle by maintenance. Twice weekly (usually Mondays and Thursdays) the fares are counted by three Team Members in special no pocket coats in the Money Room. The funds are bagged and tagged and placed in the safe in the Money Room for Loomis to pick up the next day. The count is reported on a reconciliation sheet. The Accounting Supervisor pulls reports from the GFI system for the days counted and compares the totals to the count while preparing the entry to be made in the system for the deposit and signs off. The DOF reviews the entry and reports and signs off. The Accounting Associate I records the deposit. The deposits from the 10's and the AIR are bagged, totaled and checked off the aforementioned log for pick up as a second stop by Loomis for deposit at the bank. The Company is striving to establish segregation of duties by filling vacant positons with qualified candidates, outsourcing payroll to alleviate job duties and updating our financial software. Positions have been filled, the outsourcing of payroll is in the contract phase of RFP and the financial software upgrade is in process to be hopefully up and running 0710112021. COMMENTS AND SUGGESTIONS RESULTING FROM THE CURRENT YEAR AUDIT (Continued) REIMBURSEMENT REQUESTS During our audit of federal awards, we noted the monthly Federal Transit funding reimbursement requests for the majority of 2020 were either not submitted or were not submitted in a timely manner. We recommend that the Company establish procedures to ensure that these reimbursement requests are filed on a monthly or quarterly basis to ensure it receives reimbursements regularly. Management's Response: For a majority of fiscal year 2020 the draw requests were scheduled to be quarterly. This was not achieved in fiscal year 2020. The Company is striving to move these to monthly draw requests. MONTHLY FINANCIAL REPORTS During our review of internal controls, we noted that financial reports were not prepared and presented to the assistant vice president timely for the months of January through May 2020. We recommend preparing financial reports to be reviewed and approved by management by the 25th of the following month. Management's Response: For a majority of fiscal year 2020 the financial statements, except first quarter, were scheduled to be monthly. This was not achieved in fiscal year 2020 due to position vacancies. The Company is striving to fulfill the monthly financial statement requirement by filling vacant positons with quaked candidates, outsourcing payroll to alleviate job duties and updating our financial software. Positions have been filled, the outsourcing of payroll is in the contract phase of RFP and the financial software upgrade is in process to be hopefully up and running 0710112021. INVENTORY During our review of inventory, we noted that the inventory manager has access to physical inventory and the inventory tracking system. Access to the physical inventory and the inventory tracking system by a single individual creates risk that include errors, unintentional losses, and misappropriation of assets. We recommend that the Company implement compensating controls to provide reasonable assurance that the assets are physically accounted for, transactions are properly recorded, and the inventory balances are correct. The inventory manager should not both have the ability to delete or change transactions in the inventory system and access to the physical inventory. Management's Response: The Company's upgraded financial software has an inventory component that will reduce the number of monthly and quarterly journal entries to reconcile inventory and will provide workflow, signoffs and inventory controls. All purchase orders would be submitted and processed through workflow thus providing checks and balances. The RTA inventory system would be eliminated. If necessary physical inventory counts can be completed by other team members or temporary workers. COMMENTS AND SUGGESTIONS RESULTING FROM THE CURRENT YEAR AUDIT (Continued) PAYROLL During our review of internal controls, we noted an occurrence in which the Company did not document review and approval of payroll before setting up payments to employees. We recommend documenting by whom and when the payroll was prepared and reviewed. Management's Response: The Company has implemented a process by which payrolls are signed off on by the Director or their assigned designee for each departments prior to the payroll being run. Approvers per department are as follows: Department Reviewer /prover Maintenance Department Director of Maintenance Administrative GM or AGM Transportation Director of Transportation, Assistant Director of Transportation or the Training & Safety Coordinator As we transition to a payroll provider for processing, these same approvers will sign off on their payrolls through the provider's electronic system workflow. SUMMARY OF PRIOR YEAR COMMENTS AND OTHER SUGGESTIONS SEGREGATION OF DUTIES AND MANAGEMENT OVERSIGHT (MATERIAL WEAKNESS) One of the more important aspects of any internal control structure is the segregation of duties. In an ideal system of internal controls, no individual would perform more than one duty in connection with any transaction or series of transactions. In particular, no one individual should have access to both physical assets and the related accounting records. Such access may allow errors or irregularities to occur and either not be detected or concealed. Due to turnover in the Accounting Supervisor position during the year, duties handled by the Director of Finance included incompatible duties such as: 1. Preparation of journal entries. 2. Preparation of bank reconciliations. 3. The ability to initiate ACH (electronic) payments. When walking through relevant controls over these functions, we also noted the following matters: 1. We noted instances where there was no evidence of formal review of journal entries prepared. We recommend that management consider processes that would ensure that all entries be presented for review and such review documented. Approval should be documented through a signature and date on the specific journal entry. Current Status: Still applicable. 2. During our review of bank reconciliations, we noted that there is no fonnal documented review of bank reconciliations. As it currently stands, once the bank reconciliation is prepared by the Director of Finance, it is provided to the General Manager. While this may have happened there was no documentation of review of the bank reconciliation. We recommend that the preparer and reviewer initial and date the reconciliation. Current Status: Still applicable. See additional segregation of duties noted during the 2020 audit. During our review of wire transfers, we noted a lack of formal documentation of who initiated and who approved ACH (electronic) payments and, thus, no evidence of two - person authorization for each transfer. We recommend that the Director of Finance acquire and maintain documentation that shows that two - person authorization was done and by whom for each transfer. We are aware that the Company's current banking access does not allow access to historical documentation of these transactions. The Company should consider printing out and maintaining such documentation at the time of approval or discuss modifications to reporting available with the Company's financial institution. Current Status: No similar instance noted. Comment no longer applicable. SUMMARY OF PRIOR YEAR COMMENTS AND OTHER SUGGESTIONS (Continued) SEGREGATION OF DUTIES AND MANAGEMENT OVERSIGHT (MATERIAL WEAKNESS) (Continued) In addition, during the year, with the breakdown of segregation of duties and reduction in oversight approximately $23,000 of unreconciled variances between pass sales and proceeds collected went undetected for a significant period of time. Current Status: No similar instance noted. Comment no longer applicable. Management's Response: The new Director of Finance (DOF) and Accounting Supervisor (AS) have these duties segregated. Bank Reconciliations are now completed by the Director of Finance. When an adjustment is found to be necessary, the DOF sends an email to another member of the Finance Team copying the AS and they make the journal entry. On the occasion the DOF enters interest received or apayment, for example apayroll tax payment, the General Manager (GM) or Assistant General Manager (AGM) sign off on the entry. Journal Entries (JEs) such as adjusting journal entries, depreciation or expensing of pre paid expenses are written by a member of the Finance Team and reviewed, prior to posting, by the next highest in the Team. For example the AS' journal entries are reviewed by the DOF prior to posting. The Accounting Associate's entries are reviewed and signed off by the AS. Again, if the DOF must make a journal entry, the GM or AGM sign off on the entry. DELAYED FUNDING OF EMPLOYEE'S RETIREMENT ACCOUNTS During our liability testing, we noted that contributions to employees' retirement accounts were behind. Late deposits to those accounts could result in lost earnings to employees. We suggest that management ensure all withholdings made from employee payrolls be remitted to the appropriate retirement accounts on a timely basis. Current Status: No similar instance noted in current year. Comment no longer applicable. INFORMATION TECHNOLOGY As part of our engagement, we involve an information technology ( "IT ") auditor in an initial review of the Company's information technology controls. During our IT review, our IT auditor identified the following IT suggestions: 1. The Company does not perform formal periodic IT risk assessments. We recommend the Company perform a regular IT risk assessment to identify the organization's most critical IT risks. Current Status: No longer applicable. Risk assessment policy drafted in 2020. 2. The Company does not perform formal vendor risk assessments. We recommend the Company perform a regular vendor risk assessment to ensure vendors do not introduce critical information security risks to the Company. Current Status: No longer applicable. Vendor risk assessment policy drafted in 2020. 3. The Disaster Recovery Plan has not been updated since 2014. As IT risks are constantly changing, we recommend the Disaster Recovery Plan be updated to include current and accurate information. Current Status: No longer applicable. SUMMARY OF PRIOR YEAR COMMENTS AND OTHER SUGGESTIONS (Continued) INFORMATION TECHNOLOGY (Continued) 4. No formal Incident Response Plan exists. Further, the organization does not use the existing help desk system to document system incidents and remediation activities. We recommend a formal Incident Response Plan be created and that the Company begin to use the help desk to track IT activities related to system incidents and problems. Current Status: No longer applicable. 5. No formal Information Security Policy exists. We recommend the Company create a formal Information Security Policy and that new employees provide a signed acknowledgement that they have read and understand the policy. Current Status: No longer applicable. Information security policy drafted in 2020. 6. The Director of Finance has domain admin access which violates segregation of duties principles. We recommend that only IT staff have domain admin access. Current Status: Comment still applicable. 7. The organization does not perform annual security awareness training. We recommend employees receive formal security awareness training on at least an annual basis. Current Status: No longer applicable. 8. The organization does not have formal change management policies. Even though the Company uses packaged software, we still recommend a formal Change Management Policy be created to define the process for implementing vendor changes to production as well as how patches are to be applied to operating systems. Current Status: No longer applicable. Change management policy drafted in 2020. ACCOUNTING AND OTHER MATTERS NEW GASB PRONOUNCEMENTS In this section, we would like to make you aware of certain confirmed and potential changes that are on the horizon that may affect your financial reporting and audit. The effective dates below are updated based on Statement No. 95, Postponement of the Effective Dates of Certain Authoritative Guidance due to the COVID -19 pandemic. The GASB issued Statement No. 84, Fiduciary Activities in January 2017. The objective of this Statement is to improve guidance regarding the identification of fiduciary activities for accounting and financial reporting purposes and how those activities should be reported. This Statement establishes criteria for identifying fiduciary activities of all state and local governments. The focus of the criteria generally is on (1) whether a government is controlling the assets of the fiduciary activity and (2) the beneficiaries with whom a fiduciary relationship exists. Separate criteria are included to identify fiduciary component units and postemployment benefit arrangements that are fiduciary activities. An activity meeting the criteria should be reported in a fiduciary fund in the basic financial statements. Governments with activities meeting the criteria should present a statement of fiduciary net position and a statement of changes in fiduciary net position. An exception to that requirement is provided for a business -type activity that normally expects to hold custodial assets for three months or less. This Statement describes four fiduciary funds that should be reported, if applicable: (1) pension (and other employee benefit) trust funds, (2) investment trust funds, (3) private - purpose trust funds, and (4) custodial funds. Custodial funds generally should report fiduciary activities that are not held in a trust or equivalent arrangement that meets specific criteria. A fiduciary component unit, when reported in the fiduciary fund financial statements of a primary government, should combine its information with its component units that are fiduciary component units and aggregate that combined information with the primary government's fiduciary funds. This Statement also provides for recognition of a liability to the beneficiaries in a fiduciary fund when an event has occurred that compels the government to disburse fiduciary resources. Events that compel a government to disburse fiduciary resources occur when a demand for the resources has been made or when no further action, approval, or condition is required to be taken or met by the beneficiary to release the assets. The requirements of this Statement are effective for periods beginning after December 15, 2019. E ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) The GASB issued Statement No. 87, Leases in June 2017. The objective of this Statement is to better meet the information needs of financial statement users by improving accounting and financial reporting for leases by governments. This Statement increases the usefulness of governments' financial statements by requiring recognition of certain lease assets and liabilities for leases that previously were classified as operating leases and recognized as inflows of resources or outflows of resources based on the payment provisions of the contract. It establishes a single model for lease accounting based on the foundational principle that leases are financings of the right to use an underlying asset. Under this Statement, a lessee is required to recognize a lease liability and an intangible right -to -use lease asset, and a lessor is required to recognize a lease receivable and a deferred inflow of resources, thereby enhancing the relevance and consistency of information about governments' leasing activities. Definition of a Lease A lease is defined as a contract that conveys control of the right to use another entity's nonfinancial asset (the underlying asset) as specified in the contract for a period of time in an exchange or exchange -like transaction. Examples of nonfinancial assets include buildings, land, vehicles, and equipment. Any contract that meets this definition should be accounted for under the leases guidance, unless specifically excluded in this Statement. Lease Term The lease term is defined as the period during which a lessee has a noncancelable right to use an underlying asset, plus the following periods, if applicable: a. Periods covered by a lessee's option to extend the lease if it is reasonably certain, based on all relevant factors, that the lessee will exercise that option. b. Periods covered by a lessee's option to terminate the lease if it is reasonably certain, based on all relevant factors, that the lessee will not exercise that option. c. Periods covered by a lessor's option to extend the lease if it is reasonably certain, based on all relevant factors, that the lessor will exercise that option. d. Periods covered by a lessor's option to terminate the lease if it is reasonably certain, based on all relevant factors, that the lessor will not exercise that option. A fiscal funding or cancellation clause should affect the lease term only when it is reasonably certain that the clause will be exercised. Lessees and lessors should reassess the lease term only if one or more of the following occur: a. The lessee or lessor elects to exercise an option even though it was previously determined that it was reasonably certain that the lessee or lessor would not exercise that option. b. The lessee or lessor elects not to exercise an option even though it was previously determined that it was reasonably certain that the lessee or lessor would exercise that option. c. An event specified in the lease contract that requires an extension or termination of the lease takes place. 10 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) Short -Term Leases A short-term lease is defined as a lease that, at the commencement of the lease term, has a maximum possible term under the lease contract of 12 months (or less), including any options to extend, regardless of their probability of being exercised. Lessees and lessors should recognize short-term lease payments as outflows of resources or inflows of resources, respectively, based on the payment provisions of the lease contract. Lessee Accounting A lessee should recognize a lease liability and a lease asset at the commencement of the lease term, unless the lease is a short-term lease or it transfers ownership of the underlying asset. The lease liability should be measured at the present value of payments expected to be made during the lease term (less any lease incentives). The lease asset should be measured at the amount of the initial measurement of the lease liability, plus any payments made to the lessor at or before the commencement of the lease term and certain direct costs. A lessee should reduce the lease liability as payments are made and recognize an outflow of resources (for example, expense) for interest on the liability. The lessee should amortize the lease asset in a systematic and rational manner over the shorter of the lease term or the useful life of the underlying asset. The notes to financial statements should include a description of leasing arrangements, the amount of lease assets recognized, and a schedule of future lease payments to be made. Lessor Accounting A lessor should recognize a lease receivable and a deferred inflow of resources at the commencement of the lease term, with certain exceptions for leases of assets held as investments, certain regulated leases, short-term leases, and leases that transfer ownership of the underlying asset. A lessor should not derecognize the asset underlying the lease. The lease receivable should be measured at the present value of lease payments expected to be received during the lease term. The deferred inflow of resources should be measured at the value of the lease receivable plus any payments received at or before the commencement of the lease term that relate to future periods. A lessor should recognize interest revenue on the lease receivable and an inflow of resources (for example, revenue) from the deferred inflows of resources in a systematic and rational manner over the term of the lease. The notes to financial statements should include a description of leasing arrangements and the total amount of inflows of resources recognized from leases. Contracts with Multiple Components and Contract Combinations Generally, a government should account for the lease and nonlease components of a lease as separate contracts. If a lease involves multiple underlying assets, lessees and lessors in certain cases should account for each underlying asset as a separate lease contract. To allocate the contract price to different components, lessees and lessors should use contract prices for individual components as long as they do not appear to be unreasonable based on professional judgment, or use professional judgment to determine their best estimate if there are no stated prices or if stated prices appear to be unreasonable. If determining a best estimate is not practicable, multiple components in a lease contract should be accounted for as a single lease unit. Contracts that are entered into at or near the same time with the same counterparty and that meet certain criteria should be considered part of the same lease contract and should be evaluated in accordance with the guidance for contracts with multiple components. 11 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) Lease Modifications and Terminations An amendment to a lease contract should be considered a lease modification, unless the lessee's right to use the underlying asset decreases, in which case it would be a partial or full lease termination. A lease termination should be accounted for by reducing the carrying values of the lease liability and lease asset by a lessee, or the lease receivable and deferred inflows of resources by the lessor, with any difference being recognized as a gain or loss. A lease modification that does not qualify as a separate lease should be accounted for by remeasuring the lease liability and adjusting the related lease asset by a lessee and remeasuring the lease receivable and adjusting the related deferred inflows of resources by a lessor. Subleases and Leaseback Transactions Subleases should be treated as transactions separate from the original lease. The original lessee that becomes the lessor in a sublease should account for the original lease and the sublease as separate transactions, as a lessee and lessor, respectively. A transaction qualifies for sale - leaseback accounting only if it includes a sale. Otherwise, it is a borrowing. The sale and lease portions of a transaction should be accounted for as separate sale and lease transactions, except that any difference between the carrying value of the capital asset that was sold and the net proceeds from the sale should be reported as a deferred inflow of resources or a deferred outflow of resources and recognized over the term of the lease. A lease - leaseback transaction should be accounted for as a net transaction. The gross amounts of each portion of the transaction should be disclosed. The requirements of this Statement are effective for periods beginning after December 15, 2021. The GASB issued Statement No. 90, Major Equity Interests, an amendment of GASB Statements No. 14 and No. 61 in August 2018. This Statement improves the consistency and comparability of reporting a government's majority equity interest in a legally separate organization and improves the relevance of financial statement information for certain component units. It defines a majority equity interest and specifies that a majority equity interest in a legally separate organization should be reported as an investment if a government's holding of the equity interest meets the definition of an investment. A majority equity interest that meets the definition of an investment should be measured using the equity method, unless it is held by a special - purpose government engaged only in fiduciary activities, a fiduciary fund, or an endowment (including permanent and term endowments) or permanent fund. Those governments and funds should measure the majority equity interest at fair value. For all other holdings of a majority equity interest in a legally separate organization, a government should report the legally separate organization as a component unit, and the government or fund that holds the equity interest should report an asset related to the majority equity interest using the equity method. This Statement establishes that ownership of a majority equity interest in a legally separate organization results in the government being financially accountable for the legally separate organization and, therefore, the government should report that organization as a component unit. 12 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) This Statement also addresses arrangements —often characterized as leases —that are associated with conduit debt obligations. In those arrangements, capital assets are constructed or acquired with the proceeds of a conduit debt obligation and used by third -party obligors in the course of their activities. Payments from third -party obligors are intended to cover and coincide with debt service payments. During those arrangements, issuers retain the titles to the capital assets. Those titles may or may not pass to the obligors at the end of the arrangements. Issuers should not report those arrangements as leases, nor should they recognize a liability for the related conduit debt obligations or a receivable for the payments related to those arrangements. In addition, the following provisions apply: If the title passes to the third -party obligor at the end of the arrangement, an issuer should not recognize a capital asset. If the title does not pass to the third -party obligor and the third party has exclusive use of the entire capital asset during the arrangement, the issuer should not recognize a capital asset until the arrangement ends. If the title does not pass to the third -party obligor and the third party has exclusive use of only portions of the capital asset during the arrangement, the issuer, at the inception of the arrangement, should recognize the entire capital asset and a deferred inflow of resources. The deferred inflow of resources should be reduced, and an inflow recognized, in a systematic and rational manner over the term of the arrangement. This Statement requires issuers to disclose general information about their conduit debt obligations, organized by type of commitment, including the aggregate outstanding principal amount of the issuers' conduit debt obligations and a description of each type of commitment. Issuers that recognize liabilities related to supporting the debt service of conduit debt obligations also should disclose information about the amount recognized and how the liabilities changed during the reporting period. The requirements of this Statement are effective for periods beginning after December 15, 2021. The GASB issued Statement No. 92, Omnibus 2020 in January 2020. The primary objectives of this Statement are to enhance comparability in accounting and financial reporting and to improve the consistency of authoritative literature by addressing practice issues that have been identified during implementation and application of certain GASB Statements. This Statement addresses a variety of topics and includes specific provisions about the following: The effective date of Statement No. 87, Leases, and Implementation Guide No. 2019 -3, Leases, for interim financial reports. Reporting of intra- entity transfers of assets between a primary government employer and a component unit defined benefit pension plan or defined benefit other postemployment benefit (OPEB) plan. The applicability of Statements No. 73, Accounting and Financial Reporting for Pensions and Related Assets That Are Not within the Scope of GASB Statement 68, and Amendments to Certain Provisions of GASB Statements 67 and 68, as amended, and No. 74, Financial Reporting for Postemployment Benefit Plans Other Than Pension Plans, as amended, to reporting assets accumulated for postemployment benefits. 14 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) • The applicability of certain requirements of Statement No. 84, Fiduciary Activities, to postemployment benefit arrangements. • Measurement of liabilities (and assets, if any) related to asset retirement obligations (AROs) in a government acquisition. • Reporting by public entity risk pools for amounts that are recoverable from reinsurers or excess insurers. • Reference to nonrecurring fair value measurements of assets or liabilities in authoritative literature. • Terminology used to refer to derivative instruments. The requirements related to the effective date of Statement 87 and Implementation Guide 2019 -3, reinsurance recoveries, and terminology used to refer to derivative instruments are effective upon issuance. The requirements related to intra - entity transfers of assets and those related to the applicability of Statements 73 and 74 and application of Statement 84 to postemployment benefit arrangements and those related to nonrecurring fair value measurements of assets or liabilities are effective for fiscal years beginning after June 15, 2021. The requirements related to the measurement of liabilities (and assets, if any) associated with AROs in a government acquisition are effective for government acquisitions occurring in reporting periods beginning after June 15, 2021. The GASB issued Statement No. 93, Replacement of Interbank Offered Rates in March 2020. Some governments have entered into agreements in which variable payments made or received depend on an interbank offered rate (IBOR)--most notably, the London Interbank Offered Rate (LIBOR). As a result of global reference rate reform, LIBOR is expected to cease to exist in its current form at the end of 2021, prompting governments to amend or replace financial instruments for the purpose of replacing LIBOR with other reference rates, by either changing the reference rate or adding or changing fallback provisions related to the reference rate. Statement No. 53, Accounting and Financial Reporting for Derivative Instruments, as amended, requires a government to terminate hedge accounting when it renegotiates or amends a critical term of a hedging derivative instrument, such as the reference rate of a hedging derivative instrument's variable payment. In addition, in accordance with Statement No. 87, Leases, as amended, replacement of the rate on which variable payments depend in a lease contract would require a government to apply the provisions for lease modifications, including remeasurement of the lease liability or lease receivable. The objective of this Statement is to address those and other accounting and financial reporting implications that result from the replacement of an IBOR. This Statement achieves that objective by: • Providing exceptions for certain hedging derivative instruments to the hedge accounting termination provisions when an IBOR is replaced as the reference rate of the hedging derivative instrument's variable payment. • Clarifying the hedge accounting termination provisions when a hedged item is amended to replace the reference rate. • Clarifying that the uncertainty related to the continued availability of IBORs does not, by itself, affect the assessment of whether the occurrence of a hedged expected transaction is probable. • Removing LIBOR as an appropriate benchmark interest rate for the qualitative evaluation of the effectiveness of an interest rate swap. • Identifying a Secured Overnight Financing Rate and the Effective Federal Funds Rate as appropriate benchmark interest rates for the qualitative evaluation of the effectiveness of an interest rate swap. • Clarifying the definition of reference rate, as it is used in Statement 53, as amended. 15 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) Providing an exception to the lease modifications guidance in Statement 87, as amended, for certain lease contracts that are amended solely to replace an IBOR as the rate upon which variable payments depend. The removal of LIBOR as an appropriate benchmark interest rate is effective for reporting periods ending after December 31, 2022. All other requirements of this Statement are effective for reporting periods beginning after June 15, 2021. The GASB issued Statement No. 94, Public - Private and Public - Public Partnerships and Availability Payment Arrangements in March 2020. The primary objective of this Statement is to improve financial reporting by addressing issues related to public - private and public - public partnership arrangements (PPPs). As used in this Statement, a PPP is an arrangement in which a government (the transferor) contracts with an operator (a governmental or nongovernmental entity) to provide public services by conveying control of the right to operate or use a nonfinancial asset, such as infrastructure or other capital asset (the underlying PPP asset), for a period of time in an exchange or exchange -like transaction. Some PPPs meet the definition of a service concession arrangement (SCA), which the Board defines in this Statement as a PPP in which (1) the operator collects and is compensated by fees from third parties; (2) the transferor determines or has the ability to modify or approve which services the operator is required to provide, to whom the operator is required to provide the services, and the prices or rates that can be charged for the services; and (3) the transferor is entitled to significant residual interest in the service utility of the underlying PPP asset at the end of the arrangement. This Statement also provides guidance for accounting and financial reporting for availability payment arrangements (APAs). As defined in this Statement, an APA is an arrangement in which a government compensates an operator for services that may include designing, constructing, financing, maintaining, or operating an underlying nonfinancial asset for a period of time in an exchange or exchange -like transaction. This Statement requires that PPPs that meet the definition of a lease apply the guidance in Statement No. 87, Leases, as amended, if existing assets of the transferor that are not required to be improved by the operator as part of the PPP arrangement are the only underlying PPP assets and the PPP does not meet the definition of an SCA. This Statement provides accounting and financial reporting requirements for all other PPPs: those that either (1) meet the definition of an SCA or (2) are not within the scope of Statement 87, as amended (as clarified by this Statement). The PPP term is defined as the period during which an operator has a noncancellable right to use an underlying PPP asset, plus, if applicable, certain periods if it is reasonably certain, based on all relevant factors, that the transferor or the operator either will exercise an option to extend the PPP or will not exercise an option to terminate the PPP. A transferor generally should recognize an underlying PPP asset as an asset in financial statements prepared using the economic resources measurement focus. However, in the case of an underlying PPP asset that is not owned by the transferor or is not the underlying asset of an SCA, a transferor should recognize a receivable measured based on the operator's estimated carrying value of the underlying PPP asset as of the expected date of the transfer in ownership. In addition, a transferor should recognize a receivable for installment payments, if any, to be received from the operator in relation to the PPP. Measurement of a receivable for installment payments should be at the present value of the payments expected to be received during the PPP term. A transferor also should recognize a deferred inflow of resources for the consideration received or to be received by the transferor as part of the PPP. Revenue should be recognized by a transferor in a systematic and rational manner over the PPP term. This Statement requires a transferor to recognize a receivable for installment payments and a deferred inflow of resources to account for a PPP in financial statements prepared using the current financial resources measurement focus. Governmental fund revenue would be recognized in a systematic and rational manner over the PPP term. 16 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) This Statement also provides specific guidance in financial statements prepared using the economic resources measurement focus for a government that is an operator in a PPP that either (1) meets the definition of an SCA or (2) is not within the scope of Statement 87, as amended (as clarified in this Statement). An operator should report an intangible right -to -use asset related to an underlying PPP asset that either is owned by the transferor or is the underlying asset of an SCA. Measurement of the right -to -use asset should be the amount of consideration to be provided to the transferor, plus any payments made to the transferor at or before the commencement of the PPP term, and certain direct costs. For an underlying PPP asset that is not owned by the transferor and is not the underlying asset of an SCA, an operator should recognize a liability measured based on the estimated carrying value of the underlying PPP asset as of the expected date of the transfer in ownership. In addition, an operator should recognize a liability for installment payments, if any, to be made to the transferor in relation to the PPP. Measurement of a liability for installment payments should be at the present value of the payments expected to be made during the PPP term. An operator also should recognize a deferred outflow of resources for the consideration provided or to be provided to the transferor as part of the PPP. Expense should be recognized by an operator in a systematic and rational manner over the PPP term. This Statement also requires a government to account for PPP and non -PPP components of a PPP as separate contracts. If a PPP involves multiple underlying assets, a transferor and an operator in certain cases should account for each underlying PPP asset as a separate PPP. To allocate the contract price to different components, a transferor and an operator should use contract prices for individual components as long as they do not appear to be unreasonable based on professional judgment or use professional judgment to determine their best estimate if there are no stated prices or if stated prices appear to be unreasonable. If determining the best estimate is not practicable, multiple components in a PPP should be accounted for as a single PPP. This Statement also requires an amendment to a PPP to be considered a PPP modification, unless the operator's right to use the underlying PPP asset decreases, in which case it should be considered a partial or full PPP termination. A PPP termination should be accounted for by a transferor by reducing, as applicable, any receivable for installment payments or any receivable related to the transfer of ownership of the underlying PPP asset and by reducing the related deferred inflow of resources. An operator should account for a termination by reducing the carrying value of the right -to -use asset and, as applicable, any liability for installment payments or liability to transfer ownership of the underlying PPP asset. A PPP modification that does not qualify as a separate PPP should be accounted for by remeasuring PPP assets and liabilities. An APA that is related to designing, constructing, and financing a nonfinancial asset in which ownership of the asset transfers by the end of the contract should be accounted for by a government as a financed purchase of the underlying nonfinancial asset. This Statement requires a government that engaged in an APA that contains multiple components to recognize each component as a separate arrangement. An APA that is related to operating or maintaining a nonfinancial asset should be reported by a government as an outflow of resources in the period to which payments relate. The requirements of this Statement are effective for reporting periods beginning after June 15, 2022. 17 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) The GASB issued Statement No. 96, Subscription -Based Information Technology Arrangements in May 2020. This Statement provides guidance on the accounting and financial reporting for subscription -based information technology arrangements (SBITAs) for government end users (governments). This Statement (1) defines a SBITA; (2) establishes that a SBITA results in a right -to -use subscription asset —an intangible asset and a corresponding subscription liability; (3) provides the capitalization criteria for outlays other than subscription payments, including implementation costs of a SBITA; and (4) requires note disclosures regarding a SBITA. To the extent relevant, the standards for SBITAs are based on the standards established in Statement No. 87, Leases, as amended. A SBITA is defined as a contract that conveys control of the right to use another party's (a SBITA vendor's) information technology (IT) software, alone or in combination with tangible capital assets (the underlying IT assets), as specified in the contract for a period of time in an exchange or exchange -like transaction. The subscription term includes the period during which a government has a noncancellable right to use the underlying IT assets. The subscription term also includes periods covered by an option to extend (if it is reasonably certain that the government or SBITA vendor will exercise that option) or to terminate (if it is reasonably certain that the government or SBITA vendor will not exercise that option). Under this Statement, a government generally should recognize a right -to -use subscription asset —an intangible asset —and a corresponding subscription liability. A government should recognize the subscription liability at the commencement of the subscription term, —which is when the subscription asset is placed into service. The subscription liability should be initially measured at the present value of subscription payments expected to be made during the subscription term. Future subscription payments should be discounted using the interest rate the SBITA vendor charges the government, which may be implicit, or the government's incremental borrowing rate if the interest rate is not readily determinable. A government should recognize amortization of the discount on the subscription liability as an outflow of resources (for example, interest expense) in subsequent financial reporting periods. The subscription asset should be initially measured as the sum of (1) the initial subscription liability amount, (2) payments made to the SBITA vendor before commencement of the subscription term, and (3) capitalizable implementation costs, less any incentives received from the SBITA vendor at or before the commencement of the subscription term. A government should recognize amortization of the subscription asset as an outflow of resources over the subscription term. Activities associated with a SBITA, other than making subscription payments, should be grouped into the following three stages, and their costs should be accounted for accordingly: • Preliminary Project Stage, including activities such as evaluating alternatives, determining needed technology, and selecting a SBITA vendor. Outlays in this stage should be expensed as incurred. • Initial Implementation Stage, including all ancillary charges necessary to place the subscription asset into service. Outlays in this stage generally should be capitalized as an addition to the subscription asset. • Operation and Additional Implementation Stage, including activities such as subsequent implementation activities, maintenance, and other activities for a government's ongoing operations related to a SBITA. Outlays in this stage should be expensed as incurred unless they meet specific capitalization criteria. 18 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) In classifying certain outlays into the appropriate stage, the nature of the activity should be the determining factor. Training costs should be expensed as incurred, regardless of the stage in which they are incurred. If a SBITA contract contains multiple components, a government should account for each component as a separate SBITA or nonsubscription component and allocate the contract price to the different components. If it is not practicable to determine a best estimate for price allocation for some or all components in the contract, a government should account for those components as a single SBITA. This Statement provides an exception for short-term SBITAs. Short-term SBITAs have a maximum possible term under the SBITA contract of 12 months (or less), including any options to extend, regardless of their probability of being exercised. Subscription payments for short-term SBITAs should be recognized as outflows of resources. This Statement requires a government to disclose descriptive information about its SBITAs other than short-term SBITAs, such as the amount of the subscription asset, accumulated amortization, other payments not included in the measurement of a subscription liability, principal and interest requirements for the subscription liability, and other essential information. The requirements of this Statement are effective for reporting periods beginning after June 15, 2022. The GASB issued Statement No. 97, Certain Component Unit Criteria, and Accounting and Financial Reporting for Internal Revenue Code Section 457 Deferred Compensation Plans — an Amendment of GASB Statements No. 14 and No. 84, and a Supersession of GASB Statement No. 32 in June 2020. The primary objectives of this Statement are to (1) increase consistency and comparability related to the reporting of fiduciary component units in circumstances in which a potential component unit does not have a governing board and the primary government performs the duties that a governing board typically would perform; (2) mitigate costs associated with the reporting of certain defined contribution pension plans, defined contribution other postemployment benefit (OPEB) plans, and employee benefit plans other than pension plans or OPEB plans (other employee benefit plans) as fiduciary component units in fiduciary fund financial statements; and (3) enhance the relevance, consistency, and comparability of the accounting and financial reporting for Internal Revenue Code (IRC) Section 457 deferred compensation plans (Section 457 plans) that meet the definition of a pension plan and for benefits provided through those plans. This Statement requires that for purposes of determining whether a primary government is financially accountable for a potential component unit, except for a potential component unit that is a defined contribution pension plan, a defined contribution OPEB plan, or an other employee benefit plan (for example, certain Section 457 plans), the absence of a governing board should be treated the same as the appointment of a voting majority of a governing board if the primary government performs the duties that a governing board typically would perform. This Statement also requires that the financial burden criterion in paragraph 7 of Statement No. 84, Fiduciary Activities, be applicable to only defined benefit pension plans and defined benefit OPEB plans that are administered through trusts that meet the criteria in paragraph 3 of Statement No. 67, Financial Reporting for Pension Plans, or paragraph 3 of Statement No. 74, Financial Reporting for Postemployment Benefit Plans Other Than Pension Plans, respectively. K ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) This Statement (1) requires that a Section 457 plan be classified as either a pension plan or an other employee benefit plan depending on whether the plan meets the definition of a pension plan and (2) clarifies that Statement 84, as amended, should be applied to all arrangements organized under IRC Section 457 to determine whether those arrangements should be reported as fiduciary activities. This Statement supersedes the remaining provisions of Statement No. 32, Accounting and Financial Reporting for Internal Revenue Code Section 457 Deferred Compensation Plans, as amended, regarding investment valuation requirements for Section 457 plans. As a result, investments of all Section 457 plans should be measured as of the end of the plan's reporting period in all circumstances. The requirements of this Statement that (1) exempt primary governments that perform the duties that a governing board typically performs from treating the absence of a governing board the same as the appointment of a voting majority of a governing board in determining whether they are financially accountable for defined contribution pension plans, defined contribution OPEB plans, or other employee benefit plans and (2) limit the applicability of the financial burden criterion in paragraph 7 of Statement 84 to defined benefit pension plans and defined benefit OPEB plans that are administered through trusts that meet the criteria in paragraph 3 of Statement 67 or paragraph 3 of Statement 74, respectively, are effective immediately. The requirements of this Statement that are related to the accounting and financial reporting for Section 457 plans are effective for fiscal years beginning after June 15, 2021. For purposes of determining whether a primary government is financially accountable for a potential component unit, the requirements of this Statement thatprovide that for all other arrangements, the absence of a governing board be treated the same as the appointment of a voting majority of a governing board if the primary government performs the duties that a governing board typically would perform, are effective for reporting periods beginning after June 15, 2021. 20 ACCOUNTING AND OTHER MATTERS (Continued) CURRENT GASB PROJECTS GASB currently has a variety of projects in process. Some of these projects discussed below. Conceptual Framework — Recognition. The project's objective is to develop recognition criteria for whether information should be reported in state and local governmental financial statements and when that information should be reported. This project ultimately will lead to a Concepts Statement on recognition of elements of financial statements. The project is currently in the exposure draft comment period, with an estimated completion of February 2021. Conceptual Framework — Disclosure. The project's objective is to develop concepts related to a framework for the development and evaluation of notes to financial statements for the purpose of improving the effectiveness of note disclosures in government financial reports. The framework will establish criteria for the Board to use in evaluating potential note disclosure requirements during future standards- setting activities and in reexamining existing note disclosure requirements. Those concepts also will provide governments a basis for considering the essentiality of information items for which the GASB does not specifically provide authoritative disclosure guidance. This project is currently in exposure draft comment period. Financial Reporting Model. The objective of this project is to make improvements to the financial reporting model, including Statement No. 34, Basic Financial Statements — and Management's Discussion and Analysis — for State and Local Governments, and other reporting model - related pronouncements (Statements No. 35, Basic Financial Statements — and Management's Discussion and Analysis — for Public Colleges and Universities, No. 37, Basic Financial Statements — and Management's Discussion and Analysis — for State and Local Governments: Omnibus, No. 41, Budgetary Comparison Schedules — Perspective Differences, and No. 46, Net Assets Restricted by Enabling Legislation, and Interpretation No. 6, Recognition and Measurement of Certain Liabilities and Expenditures in Governmental Fund Financial Statements). The objective of these improvements would be to enhance the effectiveness of the model in providing information that is essential for decision - making and enhance the ability to assess a government's accounting and address certain application issues, based upon the results of the pre- agenda research on the financial reporting model. The project is currently in the exposure draft comment period, with an estimated completion of February 2021. Revenue and Expense Recognition. The objective of this project is to develop a comprehensive application model for the classification, recognition, and measurement of revenues and expenses. The purpose for developing a comprehensive model is (1) to improve the information regarding revenues and expenses that users need to make decisions and assess accountability, (2) to provide guidance regarding exchange and exchange -like transactions that have not been specifically addressed, (3) to evaluate revenue and expense recognition in the context of the conceptual framework, and (4) to address application issues identified in practice, based upon the results of the pre- agenda research on revenue for exchange and exchange -like transactions. The project is currently in the preliminary views comment period, with an estimated completion of February 2021 21 February 26, 2021 Brown Edwards & Company L.L.P. Certified Public Accountants 314 McClanahan Street S.W. Roanoke, VA 24014 This representation letter is provided in connection with your audit of the financial statements of Greater Roanoke Transit Company, Inc. ( "the Company "), a component unit of the City of Roanoke, Virginia, which comprise the statement of net position as of June 30, 2020, and the statements of revenues, expenses, and changes in net position, cash flows for the year then ended, and the related notes to the financial statements, for the purpose of expressing an opinion as to whether the financial statements are presented fairly, in all material respects, in accordance with accounting principles generally accepted in the United States of America (U.S. GAAP). Certain representations in this letter are described as being limited to matters that are material. Items are considered material, regardless of size, if they involve an omission or misstatement of accounting information that, in light of surrounding circumstances, makes it probable that the judgment of a reasonable person relying on the information would be changed or influenced by the omission or misstatement. An omission or misstatement that is monetarily small in amount could be considered material as a result of qualitative factors. We confirm, to the best of our knowledge and belief, as of February 26, 2021 the following representations made to you during your audit. Financial Statements I ) We have fulfilled our responsibilities, as set out in the terms of the audit engagement letter dated May 15, 2020, including our responsibility for the preparation and fair presentation of the financial statements in accordance with U.S. GAAP and for preparation of the supplementary information in accordance with the applicable criteria. 2) The financial statements referred to above are fairly presented in conformity with U.S. GAAP and include all properly classified funds and other financial information of the primary government and all component units required by generally accepted accounting principles to be included in the financial reporting entity. 3) We acknowledge our responsibility for the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error. 4) We acknowledge our responsibility for the design, implementation, and maintenance of internal control to prevent and detect fraud. 5) Significant assumptions we used in making accounting estimates, including those measured at fair value, are reasonable. Greater Roanoke Transit Company 6) Related party relationships and transactions, including revenues, expenditures /expenses, loans, transfers, leasing arrangements, and guarantees, and amounts receivable from or payable to related parties have been appropriately accounted for and disclosed in accordance with U.S. GAAP. 7) Adjustments or disclosures have been made for all events, including instances of noncompliance, subsequent to the date of the financial statements that would require adjustment to or disclosure in the financial statements or in the schedule of findings and questioned costs. 8) The effects of the following uncorrected misstatements are immaterial, both individually and in the aggregate, to the financial statements as a whole for each opinion unit. a) A $70,000 increase to construction in progress and accounts payable for an invoice not recorded at yearend. b) A $34,000 increase to depreciation expense and accumulated depreciation to record additional depreciation for buses c) A $26,000 increase to accumulated depreciation with a corresponding decrease to beginning net position for unrecorded depreciation expense for buses placed in service in prior year. 9) The effects of all known actual or possible litigation, claims, and assessments have been accounted for and disclosed in accordance with U.S. GAAP. 10) Guarantees, whether written or oral, under which the entity is contingently liable, if any, have been properly recorded or disclosed. 11) We have provided the planning communication letter to all members of those charged with governance as requested. Information Provided 12) We have provided you with: a) Access to all information, of which we are aware, that is relevant to the preparation and fair presentation of the financial statements, such as records, documentation, and other matters and all audit or relevant monitoring reports, if any, received from funding sources. b) Additional information that you have requested from us for the purpose of the audit. c) Unrestricted access to persons within the entity from whom you determined it necessary to obtain audit evidence. d) Minutes of the meetings of GRTC or summaries of actions of recent meetings for which minutes have not yet been prepared. 13) All material transactions have been recorded in the accounting records and are reflected in the financial statements and the schedule of expenditures of federal awards. 14) We have disclosed to you the results of our assessment of the risk that the financial statements may be materially misstated as a result of fraud. 15) We have no knowledge of any fraud or suspected fraud that affects the entity and involves: a) Management, b) Employees who have significant roles in internal control, c) Service organizations used by the entity, or d) Others where the fraud could have a material effect on the financial statements. 16) We have no knowledge of any allegations of fraud or suspected fraud affecting the entity's financial statements communicated by employees, former employees, regulators, or others. Greater Roanoke Transit Company 17) We have no knowledge of instances of noncompliance or suspected noncompliance with provisions of laws, regulations, contracts, or grant agreements, or waste or abuse, whose effects should be considered when preparing financial statements. 18) We have disclosed to you all known actual or possible litigation, claims, and assessments whose effects should be considered when preparing the financial statements. 19) We have disclosed to you the identity of the entity's related parties and all the related party relationships and transactions of which we are aware. Government specific 20) There have been no communications from regulatory agencies concerning noncompliance with, or deficiencies in, financial reporting practices. 21) We have taken timely and appropriate steps to remedy fraud, noncompliance with provisions of laws, regulations, contracts, and grant agreements, or abuse that we found this year or were discovered by the Federal Transit Authority. 22) We have a process to track the status of audit findings and recommendations. 23) We have identified to you any previous audits, attestation engagements, and other studies related to the audit objectives and whether related recommendations have been implemented. 24) We have provided our views on reported findings, conclusions, and recommendations, as well as our planned corrective actions, for the report. 25) GRTC has no plans or intentions that may materially affect the carrying value or classification of assets, deferred outflows of resources, liabilities, deferred inflows of resources, or net position. 25) We are responsible for compliance with the laws, regulations, and provisions of contracts and grant agreements applicable to us, including tax or debt limits and debt contracts; and legal and contractual provisions for reporting specific activities in separate funds. 27) We have identified and disclosed to you all instances, which have occurred or are likely to have occurred, of fraud and noncompliance with provisions of laws and regulations that we believe have a material effect on the financial statements or other financial data significant to the audit objectives, and any other instances that warrant the attention of those charged with governance. 28) We have identified and disclosed to you all instances, which have occurred or are likely to have occurred, of noncompliance with provisions of contracts and grant agreements that we believe have a material effect on the determination of financial statement amounts or other financial data significant to the audit objectives. 29) We have identified and disclosed to you all instances that have occurred or are likely to have occurred, of abuse that could be quantitatively or qualitatively material to the financial statements or other financial data significant to the audit objectives. 30) There are no violations or possible violations of budget ordinances, laws and regulations (including those pertaining to adopting, approving, and amending budgets), provisions of contracts and grant agreements, tax or debt limits, and any related debt covenants whose effects should be considered for disclosure in the financial statements, or as a basis for recording a loss contingency, or for reporting on noncompliance. 31) GRTC has satisfactory title to all owned assets, and there are no liens or encumbrances on such assets nor has any asset been pledged as collateral. 32) GRTC has complied with all aspects of contractual agreements that would have a material effect on the financial statements in the event of noncompliance. Greater Roanoke Transit Company 33) Components of net position (net investment in capital assets; restricted; and unrestricted) are properly classified and, if applicable, approved. 34) Investments, derivative instruments, and land and other real estate held by endowments are properly valued. 35) Provisions for uncollectible receivables have been properly identified and recorded. 36) Special and extraordinary items are appropriately classified and reported, if applicable. 37) Deposits and investment securities and derivative instruments are properly classified as to risk and are properly disclosed. 38) Capital assets, including infrastructure and intangible assets, are properly capitalized, reported, and, if applicable, depreciated. 39) We have not completed the process of evaluating the impact that will result from adopting new Governmental Accounting Standards Board Statements (GASBS) that are not yet effective, as discussed in the notes to financial statements. The entity is therefore unable to disclose the impact that adopting these Statements will have on its financial position and the results of its operations when the Statements are adopted. 40) We have appropriately disclosed GRTC's policy regarding whether to first apply restricted or unrestricted resources when an expense is incurred for purposes for which both restricted and unrestricted net position is available and have determined that net position is properly recognized under the policy. 41) We acknowledge our responsibility for the required supplementary information (RSI). The RSI is measured and presented within prescribed guidelines and the methods of measurement and presentation have not changed from those used in the prior period. We have disclosed to you any significant assumptions and interpretations underlying the measurement and presentation of the RSI. 42) With respect to the supplementary information on which an in- relation -to opinion is issued. a) We acknowledge our responsibility for presenting the supplementary information in accordance with accounting principles generally accepted in the United States of America, and we believe the supplementary information, including its form and content, is fairly presented in accordance with accounting principles generally accepted in the United States of America. The methods of measurement and presentation of the supplementary information have not changed from those used in the prior period, and we have disclosed to you any significant assumptions or interpretations underlying the measurement and presentation of the supplementary information. b) If the supplementary information is not presented with the audited financial statements, we will make the audited financial statements readily available to the intended users of the supplementary information no later than the date we issue the supplementary information and the auditor's report thereon. 43) With respect to federal award programs: a) We are responsible for understanding and complying with and have complied with the requirements of Title 2 U.S. Code of Federal Regulations (CFR) Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance), including requirements relating to preparation of the schedule of expenditures of federal awards. b) We acknowledge our responsibility for preparing and presenting the schedule of expenditures of federal awards (SEFA) and related disclosures in accordance with the requirements of the Uniform Guidance, and we believe the SEFA, including its form and content, is fairly presented in accordance with the Uniform Guidance. The methods of measurement or presentation of the SEFA Greater Roanoke Transit Company have not changed from those used in the prior period and we have disclosed to you any significant assumptions and interpretations underlying the measurement or presentation of the SEFA. c) If the SEFA is not presented with the audited financial statements, we will make the audited financial statements readily available to the intended users of the SEFA no later than the date we issue the SEFA and the auditor's report thereon. d) We have identified and disclosed to you all of our government programs and related activities subject to the Uniform Guidance compliance audit, and have included in the SEFA expenditures made during the audit period for all awards provided by federal agencies in the form of federal awards, federal cost - reimbursement contracts, loans, loan guarantees, property (including donated surplus property), cooperative agreements, interest subsidies, insurance, food commodities, direct appropriations, and other direct assistance. e) We are responsible for understanding and complying with, and have complied with, the requirements of federal statutes, regulations, and the terms and conditions of federal awards related to each of our federal programs and have identified and disclosed to you the requirements of federal statutes, regulations, and the terms and conditions of federal awards that are considered to have a direct and material effect on each major program. f) We are responsible for establishing and maintaining, and have established and maintained, effective internal control over compliance for federal programs that provides reasonable assurance that we are managing our federal awards in compliance with federal statutes, regulations, and the terms and conditions of federal awards that could have a material effect on our federal programs. We believe the internal control system is adequate and is functioning as intended. g) We have made available to you all federal awards (including amendments, if any) and any other correspondence with federal agencies or pass- through entities relevant to federal programs and related activities. h) We have received no requests from a federal agency to audit one or more specific programs as a major program. i) We have complied with the direct and material compliance requirements (except for noncompliance disclosed to you), including when applicable, those set forth in the OMB Compliance ,Supplement, relating to federal awards and have identified and disclosed to you all amounts questioned and all known noncompliance with the direct and material compliance requirements of federal awards. j) We have disclosed any communications from federal awarding agencies and pass - through entities concerning possible noncompliance with the direct and material compliance requirements, including communications received from the end of the period covered by the compliance audit to the date of the auditor's report. k) We have disclosed to you the findings received and related corrective actions taken for previous audits, attestation engagements, and internal or external monitoring that directly relate to the objectives of the compliance audit, including findings received and corrective actions taken from the end of the period covered by the compliance audit to the date of the auditor's report. 1) Amounts claimed or used for matching were determined in accordance with relevant guidelines in OMB's Uniform Guidance (2 CFR part 200, subpart E) and OMB Circular A -87, Cost Principles for State, Local, and Indian Tribal Governments, if applicable. m) We have disclosed to you our interpretation of compliance requirements that may have varying interpretations. Greater Roanoke Transit Company n) We have made available to you all documentation related to compliance with the direct and material compliance requirements, including information related to federal program financial reports and claims for advances and reimbursements. o) We have disclosed to you the nature of any subsequent events that provide additional evidence about conditions that existed at the end of the reporting period affecting noncompliance during the reporting period. p) There are no such known instances of noncompliance with direct and material compliance requirements that occurred subsequent to the period covered by the auditor's report. q) No changes have been made in internal control over compliance or other factors that might significantly affect internal control, including any corrective action we have taken regarding significant deficiencies or material weaknesses in internal control over compliance, subsequent to the period covered by the auditor's report. r) Federal program financial reports and claims for advances and reimbursements are supported by the books and records from which the financial statements have been prepared. s) The copies of federal program financial reports provided you are true copies of the reports submitted, or electronically transmitted, to the respective federal agency or pass- through entity, as applicable. t) We have charged costs to federal awards in accordance with applicable cost principles. u) We are responsible for and have accurately prepared the summary schedule of prior audit findings to include all findings required to be included by the Uniform Guidance and we have provided you with all information on the status of the follow -up on prior audit findings by federal awarding agencies and pass- through entities, including all management decisions. v) We are responsible for and have ensured the reporting package does not contain protected personally identifiable information. w) We are responsible for and have accurately prepared the auditee section of the Data Collection Form as required by the Uniform Guidance. x) We are responsible for taking corrective action on each audit finding of the compliance audit and have developed a corrective action plan that meets the requirements of the Uniform Guidance. y) We have disclosed to you all contracts or other agreements with service organizations, and we have disclosed to you all communications from the service organizations relating to noncompliance at the service organizations, if applicable. 44) Other than as disclosed in the notes to the financial statements, no other impacts from the COVID -19 outbreak are necessary to be reflected in those financial statements. 45) Disclosures included in the financial statements regarding the relevant significant financial reporting impacts from enactment of the CARES Act accurately reflect management's full consideration of such impacts. 46) We reafW ntations made to you in our letter dated November 15, 2019 regarding your audit fonded June 30, 2019, Signature: T Title: Kev Manager Signature: Title: Wend es, birector of Finance Greater Roanoke Transit Company 0 EDWARDS REQUIRED COMMUNICATION WITH THOSE CHARGED WITH GOVERNANCE Board of Directors Greater Roanoke Transit Company Roanoke, Virginia We have audited the financial statements of the Greater Roanoke Transit Company, a component unit of the City of Roanoke, Virginia, hereafter referred to as the "Company ", for the year ended June 30, 2020. Professional standards require that we provide you with information about our responsibilities under generally accepted auditing standards, Government Auditing Standards, and the Uniform Guidance, as well as certain information related to the planned scope and timing of our audit. We have communicated such information in our letter to you on May 15, 2020. Professional standards also require that we communicate to you the following information related to our audit. Significant Audit Findings Qualitative Aspects of Accounting Practices Management is responsible for the selection and use of appropriate accounting policies. The significant accounting policies used by the Company are described in Note 1 to the financial statements. No new accounting policies were adopted and the application of existing policies was not changed during 2020. We noted no transactions entered into by the Company during the year for which there is a lack of authoritative guidance or consensus. All significant transactions have been recognized in the financial statements in the proper period. Accounting estimates are an integral part of the financial statements prepared by management and are based on management's knowledge and experience about past and current events and assumptions about future events. Certain accounting estimates are particularly sensitive because of their significance to the financial statements and because of the possibility that future events affecting them may differ significantly from those expected. The most sensitive estimate affecting the Company's financial statements was: • The useful lives of capital assets is based on management's knowledge and judgment, which is based on history. • The liability for accrued compensated absences is based on management's estimate of the average wage of employees per employment type. We evaluated the key factors and assumptions used to develop these estimates in detennining that they are reasonable in relation to the financial statements taken as a whole. Certain financial statement disclosures are particularly sensitive because of their significance to financial statement users. The most sensitive disclosures affecting the financial statements include those related to: • Capital assets and the impacts of COVID -19. The financial statement disclosures are neutral, consistent, and clear. Your Success is Our Focus 319 McClanahan Street, S W. • Roanoke, Virginia 24014 -7705 • 540- 345 -0936 • Fax: 540- 342 -6181 • www.13Fcpas.com Significant Audit Findings (Continued) Difficulties Encountered in Performing the Audit We encountered no significant difficulties in dealing with management in performing and completing our audit; however, due to turnover during the year at the Company, we experienced significant delays. Corrected and Uncorrected Misstatements Professional standards require us to accumulate all known and likely misstatements identified during the audit, other than those that are clearly trivial, and communicate them to the appropriate level of management. Management has corrected all such misstatements. There were no corrected adjustments as a result of audit procedures. Management has determined that the effects of the following unrecorded misstatements are immaterial, both individually and in the aggregate, to the financial statements taken as a whole. • A $70,000 increase to construction in progress and accounts payable for an invoice not recorded at year end. • A $34,000 increase to depreciation expense and accumulated depreciation to record additional depreciation for buses. • A $26,000 increase to accumulated depreciation with a corresponding decrease to beginning net position for unrecorded depreciation expense for buses placed into service in prior year. Disagreements with Management For purposes of this letter, a disagreement with management is a financial accounting, reporting, or auditing matter, whether or not resolved to our satisfaction, that could be significant to the financial statements or the auditor's report. We are pleased to report that no such disagreements arose during the course of our audit. Management Representations We have requested certain representations from management that are included in the management representation letter dated February 26, 2021, a copy of which is attached. Management Consultations with Other Independent Accountants In some cases, management may decide to consult with other accountants about auditing and accounting matters, similar to obtaining a "second opinion" on certain situations. If a consultation involves application of an accounting principle to the Company's financial statements or a determination of the type of auditor's opinion that may be expressed on those statements, our professional standards require the consulting accountant to check with us to determine that the consultant has all the relevant facts. To our knowledge, there were no such consultations with other accountants. Other Audit Findings or Issues We generally discuss a variety of matters, including the application of accounting principles and auditing standards, with management each year prior to retention as the Company's auditors. However, these discussions occurred in the normal course of our professional relationship and our responses were not a condition to our retention. We will also communicate with management in a management letter. Other Matters We applied certain limited procedures to Management's Discussion & Analysis, which is required supplementary information (RSI) that supplements the basic financial statements. Our procedures consisted of inquiries of management regarding the methods of preparing the information and comparing the information for consistency with management's responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We did not audit the RSI and do not express an opinion or provide any assurance on the RSI. Other Matters (Continued) We were engaged to report on the Schedule of Expenditures of Federal Awards, which accompanies the financial statements but is not RSI. With respect to this supplementary information, we made certain inquiries of management and evaluated the form, content, and methods of preparing the information to determine that the information complies with accounting principles generally accepted in the United States of America, the method of preparing it has not changed from the prior period, and the information is appropriate and complete in relation to our audit of the financial statements. We compared and reconciled the supplementary information to the underlying accounting records used to prepare the financial statements or to the financial statements themselves. Cybersecurity Risk Management In today's environment of increasingly frequent cyber- attacks, ensuring the adequacy of cybersecurity is a critical aspect of board oversight. In addition to significant business disruption, substantial response cost, negative publicity, and reputational harm, cybersecurity breaches can result in litigation, and leaders may face potential liability if they failed to implement adequate steps to protect the organization. Evidence suggests there may be a gap between the magnitude of exposure presented by cyber -risks and steps many corporate boards have taken to address these risks. Organizational leaders should be asking themselves what they can, and should, be doing to effectively oversee cyber -risk management. Restrictions on Use This information is intended solely for the information and use of the Board of Directors and management of the Company and is not intended to be, and should not be, used by anyone other than these specified parties. CERTIFIED PUBLIC ACCOUNTANTS Roanoke, Virginia February 26, 2021 February 26, 2021 Brown Edwards & Company L.L.P. Certified Public Accountants 319 McClanahan Street S.W. Roanoke, VA 24014 This representation letter is provided in connection with your audit of the financial statements of Greater Roanoke Transit Company, Inc. ( "the Company "), a component unit of the City of Roanoke, Virginia, which comprise the statement of net position as of June 30, 2020, and the statements of revenues, expenses, and changes in net position, cash flows for the year then ended, and the related notes to the financial statements, for the purpose of expressing an opinion as to whether the financial statements are presented fairly, in all material respects, in accordance with accounting principles generally accepted in the United States of America (U.S. GAAP). Certain representations in this letter are described as being limited to matters that are material. Items are considered material, regardless of size, if they involve an omission or misstatement of accounting information that, in light of surrounding circumstances, makes it probable that the judgment of a reasonable person relying on the information would be changed or influenced by the omission or misstatement. An omission or misstatement that is monetarily small in amount could be considered material as a result of qualitative factors. We confirm, to the best of our knowledge and belief, as of February 26, 2021 the following representations made to you during your audit. Financial Statements 1) We have fulfilled our responsibilities, as set out in the terms of the audit engagement letter dated May 15, 2020, including our responsibility for the preparation and fair presentation of the financial statements in accordance with U.S. GAAP and for preparation of the supplementary information in accordance with the applicable criteria. 2) The financial statements referred to above are fairly presented in conformity with U.S. GAAP and include all properly classified funds and other financial information of the primary government and all component units required by generally accepted accounting principles to be included in the financial reporting entity. 3) We acknowledge our responsibility for the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error. 4) We acknowledge our responsibility for the design, implementation, and maintenance of internal control to prevent and detect fraud. 5) Significant assumptions we used in making accounting estimates, including those measured at fair value, are reasonable. Greater Roanoke Transit Company 6) Related party relationships and transactions, including revenues, expenditures /expenses, loans, transfers, leasing arrangements, and guarantees, and amounts receivable from or payable to related parties have been appropriately accounted for and disclosed in accordance with U.S. GAAP. 7) Adjustments or disclosures have been made for all events, including instances of noncompliance, subsequent to the date of the financial statements that would require adjustment to or disclosure in the financial statements or in the schedule of findings and questioned costs. 8) The effects of the following uncorrected misstatements are immaterial, both individually and in the aggregate, to the financial statements as a whole for each opinion unit. a) A $70,000 increase to construction in progress and accounts payable for an invoice not recorded at yearend. b) A $34,000 increase to depreciation expense and accumulated depreciation to record additional depreciation for buses c) A $26,000 increase to accumulated depreciation with a corresponding decrease to beginning net position for unrecorded depreciation expense for buses placed in service in prior year. 9) The effects of all known actual or possible litigation, claims, and assessments have been accounted for and disclosed in accordance with U.S. GAAP. 10) Guarantees, whether written or oral, under which the entity is contingently liable, if any, have been properly recorded or disclosed. 11) We have provided the planning communication letter to all members of those charged with governance as requested. Information Provided 12) We have provided you with: a) Access to all information, of which we are aware, that is relevant to the preparation and fair presentation of the financial statements, such as records, documentation, and other matters and all audit or relevant monitoring reports, if any, received from funding sources. b) Additional information that you have requested from us for the purpose of the audit. c) Unrestricted access to persons within the entity from whom you determined it necessary to obtain audit evidence. d) Minutes of the meetings of GRTC or summaries of actions of recent meetings for which minutes have not yet been prepared. 13) All material transactions have been recorded in the accounting records and are reflected in the financial statements and the schedule of expenditures of federal awards. 14) We have disclosed to you the results of our assessment of the risk that the financial statements may be materially misstated as a result of fraud. 15) We have no knowledge of any fraud or suspected fraud that affects the entity and involves: a) Management, b) Employees who have significant roles in internal control, c) Service organizations used by the entity, or d) Others where the fraud could have a material effect on the financial statements. 16) We have no knowledge of any allegations of fraud or suspected fraud affecting the entity's financial statements communicated by employees, former employees, regulators, or others. Greater Roanoke Transit Company 17) We have no knowledge of instances of noncompliance or suspected noncompliance with provisions of laws, regulations, contracts, or grant agreements, or waste or abuse, whose effects should be considered when preparing financial statements. 18) We have disclosed to you all known actual or possible litigation, claims, and assessments whose effects should be considered when preparing the financial statements. 19) We have disclosed to you the identity of the entity's related parties and all the related party relationships and transactions of which we are aware. Government specific 20) There have been no communications from regulatory agencies concerning noncompliance with, or deficiencies in, financial reporting practices. 21) We have taken timely and appropriate steps to remedy fraud, noncompliance with provisions of laws, regulations, contracts, and grant agreements, or abuse that we found this year or were discovered by the Federal Transit Authority. 22) We have a process to track the status of audit findings and recommendations. 23) We have identified to you any previous audits, attestation engagements, and other studies related to the audit objectives and whether related recommendations have been implemented. 24) We have provided our views on reported findings, conclusions, and recommendations, as well as our planned corrective actions, for the report. 25) GRTC has no plans or intentions that may materially affect the carrying value or classification of assets, deferred outflows of resources, liabilities, deferred inflows of resources, or net position. 26) We are responsible for compliance with the laws, regulations, and provisions of contracts and grant agreements applicable to us, including tax or debt limits and debt contracts; and legal and contractual provisions for reporting specific activities in separate funds. 27) We have identified and disclosed to you all instances, which have occurred or are likely to have occurred, of fraud and noncompliance with provisions of laws and regulations that we believe have a material effect on the financial statements or other financial data significant to the audit objectives, and any other instances that warrant the attention of those charged with governance. 28) We have identified and disclosed to you all instances, which have occurred or are likely to have occurred, of noncompliance with provisions of contracts and grant agreements that we believe have a material effect on the determination of financial statement amounts or other financial data significant to the audit objectives. 29) We have identified and disclosed to you all instances that have occurred or are likely to have occurred, of abuse that could be quantitatively or qualitatively material to the financial statements or other financial data significant to the audit objectives. 30) There are no violations or possible violations of budget ordinances, laws and regulations (including those pertaining to adopting, approving, and amending budgets), provisions of contracts and grant agreements, tax or debt limits, and any related debt covenants whose effects should be considered for disclosure in the financial statements, or as a basis for recording a loss contingency, or for reporting on noncompliance. 3 1 ) GRTC has satisfactory title to all owned assets, and there are no liens or encumbrances on such assets nor has any asset been pledged as collateral. 32) GRTC has complied with all aspects of contractual agreements that would have a material effect on the financial statements in the event of noncompliance. Greater Roanoke Transit Company 33) Components of net position (net investment in capital assets; restricted; and unrestricted) are properly classified and, if applicable, approved. 34) Investments, derivative instruments, and land and other real estate held by endowments are properly valued. 35) Provisions for uncollectible receivables have been properly identified and recorded. 36) Special and extraordinary items are appropriately classified and reported, if applicable. 37) Deposits and investment securities and derivative instruments are properly classified as to risk and are properly disclosed. 38) Capital assets, including infrastructure and intangible assets, are properly capitalized, reported, and, if applicable, depreciated. 39) We have not completed the process of evaluating the impact that will result from adopting new Governmental Accounting Standards Board Statements (GASBS) that are not yet effective, as discussed in the notes to financial statements. The entity is therefore unable to disclose the impact that adopting these Statements will have on its financial position and the results of its operations when the Statements are adopted. 40) We have appropriately disclosed GRTC's policy regarding whether to first apply restricted or unrestricted resources when an expense is incurred for purposes for which both restricted and unrestricted net position is available and have determined that net position is properly recognized under the policy. 41) We acknowledge our responsibility for the required supplementary information (RSI). The RSI is measured and presented within prescribed guidelines and the methods of measurement and presentation have not changed from those used in the prior period. We have disclosed to you any significant assumptions and interpretations underlying the measurement and presentation of the RSI. 42) With respect to the supplementary information on which an in- relation -to opinion is issued_ a) We acknowledge our responsibility for presenting the supplementary information in accordance with accounting principles generally accepted in the United States of America, and we believe the supplementary information, including its form and content, is fairly presented in accordance with accounting principles generally accepted in the United States of America. The methods of measurement and presentation of the supplementary information have not changed from those used in the prior period, and we have disclosed to you any significant assumptions or interpretations underlying the measurement and presentation of the supplementary information. b) If the supplementary information is not presented with the audited financial statements, we will make the audited financial statements readily available to the intended users of the supplementary information no later than the date we issue the supplementary information and the auditor's report thereon. 43) With respect to federal award programs: a) We are responsible for understanding and complying with and have complied with the requirements of Title 2 U.S. Code of Federal Regulations (CFR) Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance), including requirements relating to preparation of the schedule of expenditures of federal awards. b) We acknowledge our responsibility for preparing and presenting the schedule of expenditures of federal awards (SEFA) and related disclosures in accordance with the requirements of the Uniform Guidance, and we believe the SEFA, including its form and content, is fairly presented in accordance with the Uniform Guidance. The methods of measurement or presentation of the SEFA Greater Roanoke Transit Company have not changed from those used in the prior period and we have disclosed to you any significant assumptions and interpretations underlying the measurement or presentation of the SEFA. c) If the SEFA is not presented with the audited financial statements, we will make the audited financial statements readily available to the intended users of the SEFA no later than the date we issue the SEFA and the auditor's report thereon. d) We have identified and disclosed to you all of our government programs and related activities subject to the Uniform Guidance compliance audit, and have included in the SEFA expenditures made during the audit period for all awards provided by federal agencies in the form of federal awards, federal cost - reimbursement contracts, loans, loan guarantees, property (including donated surplus property), cooperative agreements, interest subsidies, insurance, food commodities, direct appropriations, and other direct assistance. e) We are responsible for understanding and complying with, and have complied with, the requirements of federal statutes, regulations, and the terms and conditions of federal awards related to each of our federal programs and have identified and disclosed to you the requirements of federal statutes, regulations, and the terms and conditions of federal awards that are considered to have a direct and material effect on each major program. f) We are responsible for establishing and maintaining, and have established and maintained, effective internal control over compliance for federal programs that provides reasonable assurance that we are managing our federal awards in compliance with federal statutes, regulations, and the terms and conditions of federal awards that could have a material effect on our federal programs. We believe the internal control system is adequate and is functioning as intended. g) We have made available to you all federal awards (including amendments, if any) and any other correspondence with federal agencies or pass- through entities relevant to federal programs and related activities. h) We have received no requests from a federal agency to audit one or more specific programs as a major program. i) We have complied with the direct and material compliance requirements (except for noncompliance disclosed to you), including when applicable, those set forth in the OMB Compliance Supplement, relating to federal awards and have identified and disclosed to you all amounts questioned and all known noncompliance with the direct and material compliance requirements of federal awards. j) We have disclosed any communications from federal awarding agencies and pass- through entities concerning possible noncompliance with the direct and material compliance requirements, including communications received from the end of the period covered by the compliance audit to the date of the auditor's report. k) We have disclosed to you the findings received and related corrective actions taken for previous audits, attestation engagements, and internal or external monitoring that directly relate to the objectives of the compliance audit, including findings received and corrective actions taken from the end of the period covered by the compliance audit to the date of the auditor's report. 1) Amounts claimed or used for matching were determined in accordance with relevant guidelines in OMB's Uniform Guidance (2 CFR part 200, subpart E) and OMB Circular A -87, Cost Principles for State, Local, and Indian Tribal Governments, if applicable. m) We have disclosed to you our interpretation of compliance requirements that may have varying interpretations. Greater Roanoke Transit Company n) We have made available to you all documentation related to compliance with the direct and material compliance requirements, including information related to federal program financial reports and claims for advances and reimbursements. o) We have disclosed to you the nature of any subsequent events that provide additional evidence about conditions that existed at the end of the reporting period affecting noncompliance during the reporting period. p) There are no such known instances of noncompliance with direct and material compliance requirements that occurred subsequent to the period covered by the auditor's report. q) No changes have been made in internal control over compliance or other factors that might significantly affect internal control, including any corrective action we have taken regarding significant deficiencies or material weaknesses in internal control over compliance, subsequent to the period covered by the auditor's report. r) Federal program financial reports and claims for advances and reimbursements are supported by the books and records from which the financial statements have been prepared. s) The copies of federal program financial reports provided you are true copies of the reports submitted, or electronically transmitted, to the respective federal agency or pass - through entity, as applicable. t) We have charged costs to federal awards in accordance with applicable cost principles. u) We are responsible for and have accurately prepared the summary schedule of prior audit findings to include all findings required to be included by the Uniform Guidance and we have provided you with all information on the status of the follow -up on prior audit findings by federal awarding agencies and pass - through entities, including all management decisions. v) We are responsible for and have ensured the reporting package does not contain protected personally identifiable information. w) We are responsible for and have accurately prepared the auditee section of the Data Collection Form as required by the Uniform Guidance. x) We are responsible for taking corrective action on each audit finding of the compliance audit and have developed a corrective action plan that meets the requirements of the Uniform Guidance. y) We have disclosed to you all contracts or other agreements with service organizations, and we have disclosed to you all communications from the service organizations relating to noncompliance at the service organizations, if applicable. 44) Other than as disclosed in the notes to the financial statements, no other impacts from the COVID -19 outbreak are necessary to be reflected in those financial statements. 45) Disclosures included in the financial statements regarding the relevant significant financial reporting impacts from enactment of the CARES Act accurately reflect management's full consideration of such impacts. 46) We reaffirm the repre ntations made to you in our letter dated November 15, 2019 regarding your audit for the fisc -K ended June 30, 2019, Signature: Title: Kev , Genera Manager Signature: Title. Wend es, irector of Finance Greater Roanoke Transit Company Greater Roanoke Transit Company (Valley Metro) Overview Overview and Structure • Greater Roanoke Transit Company (GRTC), doing business as Valley Metro, is a Private, Non - Profit, Public Service Corporation wholly owned by the City of Roanoke. Prior to 1975, the transit system was privately owned. • City Council sits /serves as the shareholders of GRTC. • The GRTC Board of Directors provides governance of GRTC — policies and operational practices. • City of Roanoke contracts with First Transit, Inc. to manage the transit system. ■ City of Roanoke provides funding (subsidizes) for the operation of GRTC. ■ City of Salem and Town of Vinton purchase transit services. • First Transit, Inc. created a sub - corporation, Southwestern Transit Management Company (SVTMC) for the purpose of operations. ■ General Manager and Assistant General Manager are employees of First Transit, Inc. ■ All employees — bus operators, bus mechanics, and administrative staff are employees of SVTMC. ■ Bus drivers and bus mechanics are represented by the Amalgamated Transit Union Local 1493 o Local 1493 President located in Greensboro, North Carolina. o Executive Board Member and Shop Steward are local. o4ln ey- CAUTION: This email originated from outside your organization. Exercise caution when opening attachments or on clicking links from unknown senders. [EXTERNAL] Valley Metro Board Crystal L Williams to: Susie McCoy 02/18/2021 10:56 AM Hide Details From: "Crystal L Williams" <clwilliams @salemva.gov> To: "Susie McCoy" <Susie.mccoy @roanokeva.gov> Follow Up: Normal Priority. History: This message has been forwarded. Susie, We have not made a decision to reappoint yet. I do think Salem will. Is it okay to hold off a little longer or do you need something now? Crystal L. Williams Assistant to City Manager 114 North Broad Street Salem, Virginia 24153 540- 375 -3016 (Office) 540- 375 -4048 (Fax) This e -mail message is for the sole use of the intended recipient(s) and may contain privileged and /or confidential information. If you are not the intended recipient, please contact the sender by reply e -mail and destroy all copies of the original message. Greater Roanoke Transit Company Board of Directors Roanoke, Virginia April 16, 2021 Joseph L. Cobb, President, and Members of the Board of Directors Dear President Cobb and Members of the Board: Subject: Greater Roanoke Transit Company — FY 2021 Second Quarter Financial Report The attached report provides financial performance information for the Greater Roanoke Transit Company (GRTC). This report is for the six months ending December 31, 2020. GRTC experienced net income of $1,135,119, an increase of $547,285 compared to the same period in FY 2020. The significant factors affecting financial performance are outlined below. It should be noted that net income is inflated based on the timing of the drawdown of CARES Act funds relative to the timing of associated expenditures Revenue Total revenue increased 40.1% over the same period last year and is 6.5% above the established budget. Significant factors impacting revenue include: • Fare Revenue decreased 41.4% compared to FY 2020 and performed 16.7% below the established budget. Transit ridership decreased due to the economic impacts of the COVID -19 Pandemic, which had significant impact on fare revenue. GRTC used CARES ACT funds as provided by the Federal Transit Administration (FTA) to offset expenses. • Other revenue (advertising, building rental, parking, miscellaneous) decreased 20.3% compared to FY 2020 and is 15.4% above the established budget. • State and Federal operating assistance increased 65.3 %, and is 15% above the established budget. The increase in state and federal operating assistance is a result of available CARES Act funding as appropriated by the FTA. Greater Roanoke Transit Company P.O. Box 13247 Roanoke, Virginia 24032 Phone: (540) 982 -0305 Fax: (540) 982 -2703 www.valleymetro.com Expenses Total expenses decreased 2.6% compared to FY 2020 and is 3.8% below the established budget. Significant factors impacting expenses include: • Labor and Fringe Benefits expense decreased 5.2 %, and is 5.8% below the established budget. • Services decreased 16% and is 5.8% below the established budget. • Materials and Supplies decreased 3.0% and is 7.1% below the established budget. • Utilities decreased 13.9% and is 8.2% below the established budget. • Insurance related expenses (facilities /vehicles) increased 1.8 %, but is 2.2% below the established budget. • Miscellaneous Expense, which includes paratransit service, increased 11.3% and is above budget by approximately 6.3 %. r d, General Manager Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O. Box 13247 Roanoke, Virginia 24032 Phone: (540) 982 -0305 Fax: (540) 982 -2703 www.vaileymetro.com GREATER ROANOKE TRANSIT COMPANY SOUTHWESTERN VIRGINIA TRANSIT MANAGEMENT COMPANY Operating Revenue and Expense Statement For the Six Months Ending December 31, 2020 Year -to -Date Year -to -Date FY 21 December December BUDGET %of FY 21 2020 2019 % of Change TOTAL BUDGET OPERATING INCOME Operating Revenue $ 539,527.40 $ 920,489.02 - 41.39% $1,616,822.00 33.37% Non = Transportation Revenues 125,289.11 157,201.63 - 20.30% 191,556.00 65.41% Total Income $664,816.51 $1,077,690.65 - 38.31% $1,808,378.00 36.76% OPERATING EXPENSES Labor - Hourly & Salary 2,108,330.78 2,057,858.91 2.45% 4,068,249.00 51.82% Fringe Benefits 692,377.99 896,108.53 - 22.74% 2,268,102.00 30.53% Services 306,461.50 365,042.25 - 16.05% 701,890.00 43.66% Materials & Supplies 645,933.26 665,970.11 -3.01% 1,505,293.00 42.91% Utilities 96,537.24 112,059.46 - 13.85% 231,070.00 41.78% Insurance Costs 124,413.21 122,186.76 1.82% 260,063.00 47.84% Miscellaneous Expenses 1,106,885.99 994,577.00 11.29% 1,966,967.00 56.27% Total Expenses $5,080,939.97 $5,213,803.02 -2.55% $11,001,634.00 46.18% Net Loss ($4,416,123.46) ($4,136,112.37) ($9,193,256.00) Local Grants 0.00 1,365,787.24 - 100.00% 649,250.00 0.00% State Grants 1,129,265.00 1,189,022.07 -5.03% 571,712.00 197.52% Federal Grants 4,421,977.08 2,169,137.00 10186% 7,972,294.00 55.47% Total Subsidies $5,551,242.08 $4,723,946.31 17.51% $9,193,256.00 60.38% Net Income (loss) $1,135,118.62 $587,833.94 93.10% $0.00 0.00% GREATER ROANOKE TRANSIT COMPANY SUMMARY OF STATEMENT OF NET POSITION 12/31/2020 12/31/2019 Year -to -Date Year -to -Date % of Change ASSETS CASH $ 3,060,544.36 $ 346,782.63 783% ACCOUNTS RECEIVABLE $ 1,455,956.67 $ 3,011,234.84 -52% INVENTORY $ 497,111.90 $ 514,271.80 3% FIXED ASSETS FIXED ASSETS $ 42,044,729.41 $ 35,S37,046.04 18% ACCUMULATED DEPRECIATION $ (24,537,742.11) $ (22,346,501.96) 10% NET FIXED ASSETS $ 17,506,987.30 $ 13,190,544.08 33% PREPAYMENTS $ 235,388.17 $ 137,889.93 71% TOTAL ASSETS $ 22,755,988.40 $ 17,200,723.28 32% CURRENT LIABILITIES ACCOUNTS PAYABLE $ 5,644,081.00 $ 826,166.90 583% PAYROLL LIABILITIES $ 26,498.63 $ 444,474.48 -94% OTHER LIABILITIES $ 1,370,448.60 $ 1,720,270.34 -20% CAPITAL CAPITAL STOCK $ 5.00 $ 5.00 0% GRANTS $ 3,405,258.60 $ 3,40S,2S8.60 0% DEPRECIATION EXPENSE $ (1,038,243.90) $ (801,560.29) 30% RETAINED EARNINGS $ 9,512,307.26 $ 10,934,172.31 -13% CAPITAL CONTRIBUTIONS $ 2,700,514.59 $ 84,102.00 3111% NET INCOME (LOSS) $ 1,135,118.62 $ 587,833.94 93% TOTAL CAPITAL $ 15,714,960.17 $ 14,209,811.56 11% TOTAL LIABILITIES & CAPITAL $ 22,755,988.40 $ 17,200,723.28 32% \\ valleymetro .tocal\DFS\Acct_DEPT\ODOF \2021 FS \202012 31 FS \202012 SUMMARY OF STATEMENT OF NET Page 1 ASSETS Dec 20.xlsx GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS May 11, 2021 Joseph L. Cobb, President, and Members of the Greater Roanoke Transit Company Board of Directors Dear President Cobb and Members of the Board: The regular meeting of the Greater Roanoke Transit Company Board of Directors will be held on Monday, May 17, 2021, at 12:30 p.m., in the EOC Conference Room, Room 159, first floor, Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., Roanoke, Virginia. Sincerely, Cecelia F. McCoy Secretary pc: Robert S. Cowell, Jr., Vice - President of Operations, GRTC Sherman M. Stovall, Assistant Vice President of Operations, GRTC Timothy Spencer, General Counsel, GRTC Laura M. Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Troy A. Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS Monday, May 17, 2021 12:30 P.M. EOC CONFERENCE ROOM ROOM 159 ACTION AGENDA 1. Call to Order -- Roll Call. Director Melinda Payne were absent and Director D'wayne D'ardenne arrived late at 12:46 p.m. 2. Approval of Minutes: Regular meeting of GRTC held on Monday, March 15, 2021. Without objection, the reading of the Minutes were dispensed with and approved with correction (on page 2, Second Quarter Financials, instead of First Quarter Financials). 3. Reports of Officers: a. Secretary: 1. A communication advising of the resignation of Sherman M. Stovall as Assistant Vice - President of Operations of the Greater Roanoke Transit Company, effective June 30, 2021. Without objection, the resignation of Sherman M. Stovall, Assistant Vice - President of Operations, was accepted and communication received and filed. b. General Manager: 1. Management Update: Planning and Special Projects: • Zero -Fare Application. • Electric Transit Bus Application. • Transit Passenger Advisory Committee (TPAC) — April 2021 Meeting Update. o Transit Access Discussion. o GRTC Ridership Update. Without objection, the Management Update was received and filed. 2. Adoption of FY22 Operating Budget. Adopted Resolution. (6 -0) 3. GRTC Third Quarter Financial Report. Third Quarter Financial Report received and filed. 4. General Audit Plan. General Audit Plan received and filed. 4. Other Business: Timothy Spencer, General Counsel and Registered Agent, he would not be in attendance to the Monday, June 21, 2021 Board Meeting or Stockholder's Annual Meeting, as he would be out of town; Laura Carlini, Senior Assistant City Attorney will serve in his absence. 5. Next Meeting: Monday, June 21, 2021 at 1:45 p.m., in City Council Conference Room, following the Stockholder's Annual Meeting at 1:30 p.m. in City Council Chamber. 6. Adjournment — 1:35 p.m. OFFICE OF THE CITY MANAGER W:,jjW1 Noel C. Taylor Municipal Building ioddo 215 Church Avenue, SW, Suite 364 Roanoke, Virginia 24011 ROANOKE www.roanokeva.gov www. roa no keva. gov May 12, 2021 Mr. Joseph L. Cobb, President, and Members of the Greater Roanoke Transit Company Board of Directors Dear President Cobb and Members of the Board: This letter is to advise the Board of my resignation as the Assistant Vice President of Operations, effective June 30, 2021. 1 appreciate the confidence and trust the Board of Directors has placed in me over the past several years. Thank you for giving me the opportunity to serve. Sincerely, Sherman M. Stovall Deputy City Manager - Operations Assistant Vice President of Operations - Greater Roanoke Transit Company -1 Greater Roanoke Transit Company (GRTC) Board of Directors Meeting Management Update May 17, 2021 Planning and Special Projects Zero -Fare Application The Virginia Transit Association (VTA) announced the second year of its Zero (Free) Transit Fare for Working Families program, a competitive grant program designed to help needy families by promoting access to employment and job training through public transit. In total, up to $1 million will be made available to local governments, nonprofit organizations, and transit agencies. The program is funded through Virginia's federal Temporary Assistance for Needy Families (TANF) block grant. This program will support projects that benefit persons that have a dependent child and are below 200% of the federal poverty level. Eligible projects include providing fixed route bus service, on demand bus service, public van pools, and other public transit services for TANF eligible persons traveling to and from work or job training. GRTC applied for $66,000 in Zero Transit Fare funds which will support local social service organizations in the purchase of transit service tickets and passes for qualified clients. GRTC is also exploring potential Transit Fare Free Corridors in its service area which could provide free transit service for passengers boarding in the designated corridor. Electric Transit Bus Application As a part of the GRTC budget submittal to the Department of Rail and Public Transportation (DRPT) for FY 2021- 2022, a request for VW Settlement Funds was submitted. The requested VW Settlement Funds will provide additional funding for 3 previously funded mini- hybrid transit buses to be purchased as fully electric transit buses. In its draft budget plan, DRPT awarded GRTC the funds requested in order to electrify the three buses. The draft budget will need to be approved by the Commonwealth Transportation Board, which normally happens in June. Transit Passenger Advisory Committee (TPAC) — Aoril 2021 Meeting Update On April 8, 2021, TPAC held a virtual meeting via GoToMeeting. A system ridership update, bus shelter /bus stop improvement program, and a post -COVID update were the primary topics discussed. Staff also responded to questions from TPAC members. The minutes from the TPAC virtual meeting are attached to this Management Update. Greater Roanoke Transit Company P.O. Box 13247 Roanoke, Virginia 24032 Phone: (540) 982 -0305 Fax: (540) 932 -2703 www.valleymetro.com Transit Access Discussion At the March 15, 2021, Board meeting, there was discussion about access from the standpoint of how close riders are to the bus stop. In 2016, GRTC, in partnership with the Roanoke Valley Alleghany Regional Commission, participated in the creation of the Roanoke Valley Transit Vision Plan. The Roanoke Valley Transit Vision Plan provided the foundation needed in order to develop additional transit planning documents such as the Comprehensive Operational Analysis and the Transit Development Plan. In order to eventually provide sustainable transit service change recommendations, the Transit Vision Plan conducted an objective data - driven analysis supported by a robust public engagement plan. The four contributing elements that were utilized to develop the service recommendations were: Public input and feedback Transit Propensity Analysis — Using the latest census data, identified areas throughout the Roanoke Valley that have a need and are viable for new or additional transit services, improved bus stop locations /amenities. Model Analysis — Pulse System vs. Grid System Gap Analysis — Identified current service area gaps through the public input and propensity analysis, where service is needed and not currently provided, or is provided at an insufficient level. Identified service connection gaps through the public input and model analysis, which helped determine connections between areas that are not being served by transit. In other words, places people want to travel to and from that currently are not connected with transit. The information from the activities above assisted in the formation of the service recommendations outlined in the Comprehensive Operational Analysis and the Transit Development Plan. The planning efforts undertaken by GRTC have access as a foundational element in the provision of future service. GRTC Ridership Update Month 2019 2020 /o Change January 153,228 131,583 -14% February 166,736 150,847 -9.5% March 156,525 120,273 -23% April 160,733 87,972 45% May 163,638 79,592 -51% June 147,733 99,060 -33% July 153,548 90,458* -41% August 157,538 88,555* -44% September 144,453 89,867* -38% Greater Roanoke Transit Company P.O. Box 13247 Roanoke, Virginia 24032 Phone: (540) 982 -0305 Fax: (540) 982 -2703 www.valleymetro.com October 137,474 99,907* -27% November 157,219 83,792* -47% December 140,895 85,907* -36.7% Month 2020 2021 % Change( - / +) January 131,583 82,833* -41% February 150,847 74,879* -53% March 120,273 87,513* -27% April 87,972 87,133* - <1% Starline Trolley ridership data included tted, Copy: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O. Box 13247 Roanoke, Virginia 24032 Phone: (540) 982 -0305 Fax: (540) 982 -2703 www.valleymetro.com MINUTES Pursuant to the Centers for Disease Control and Prevention (CDC) Social Distancing Guidelines, the February meeting of the GRTC Transit Passenger Advisory Committee was held virtually via GoToMeeting on Thursday, April 8, 2021, at 6:30 P.M. 1. WELCOME • Meeting commenced at 6:30 PM • Welcome from Dorian Allen 2. ROLL CALL • Laura Hartman — Present • Rachel Ruhlen - Present • Hope Trachtenberg -Fifer — Present • Steve Grammer — Present • Sean McGinnis — Present • Chris Andrews — Not Present 3. GRTC Updates • GRTC Board of Directors Update • Ron Parker provided an update regarding the filling of current Transit Passenger Advisory Committee (TPAC) vacancies. It was stated during the previous Board of Directors meeting that the City Clerk will reach out to the Town of Vinton and the City of Salem regarding the filling of these vacant positions. • Four people were appointed to the GRTC Finance committee; two council members and two staff members. • Ron Parker shared a slide show presentation which provided a broad overview of services provided by Valley Metro, ridership trends, budgeting, GRTC's Covid -19 outlook, and current and future projects as discussed within Valley Metro's Comprehensive Operational Analysis (COA) and Transit Development Plan (TDP). (See Attachment A) • Ridership Update • Dorian Allen gave an update regarding the ridership trends across all fixed route and paratransit services provided throughout the GRTC service area. Since the TPAC meeting in February, Valley Metro has experienced fluctuating monthly ridership totals. Ridership for February 2021 saw a total of 74,879 trips, while March 2021 saw an uptick in ridership for a total of 87,513. • Star Line Trolley ridership averaged between 3000 and 4000 trips per month in year 2021; January saw a ridership total of 4,666 while February experienced a slight uptick with a ridership total of 4,826. • The decreases in ridership across all Valley Metro services are reflective of an overall drop in annual ridership across the Commonwealth related to COVID- 19 restrictions and guidelines. • GRTC Post Covid -19 Response o Ron Parker began a brief discussion regarding how GRTC can best address the needs of riders post Covid -19; suggested post Covid -19 public outreach may include public surveys and marketing campaigns to help garner feedback on what post pandemic transit operations could look like from a ridership perspective. o GRTC will work further with the TPAC group to help develop questions for a potential survey o Suggested forums to host a survey include Valley Metro's website, the City of Roanoke's Website, social media, traditional media, and providing physical copies of surveys on buses and associated facilities. • Bus Shelter Program /Bus Stop Improvements • Dorian Allen led a discussion regarding Valley Metro's bus stop improvement program. This program provides an opportunity for the agency to partner with private /non - profit entities to support bus stop improvements throughout the Roanoke Valley. • Currently there are a number of bus stop improvement projects underway throughout the Roanoke Valley. Those projects and their respective progress are listed below: Selected Shelter Projects Stop Locality Recommendations Update bus shelter with landing Shenandoah & Peters Creek City of Roanoke padding. Pending Permit Approval Shelter and Padding Specs Sent; Will Resume LewisGale Helipad City of Salem Shelte and landing pad Project in 2021 Pending Revacable Kroger Vinton Town of Vinton bus shelter, landing pad Permit Approval PFG- Vinton Town of Vinton Bus Shelter, landing pad Ongoing • Other Updates o There were no further updates for the group. 4. QUESTIONS /COMMENTS FROM TPAC MEMBERS • Questions • Q: Is extending the VMGO system to all buses a cost issue, logistical issue, or hardware issue? A: The timing of the VMGO system -wide rollout is consistent with the timelines presented within the COA and TDP. Project end is expected around 2023. • Q: Will we be able to schedule rides online with RADAR? A: This is possibly a question for RADAR. Valley Metro will look into this matter • Q: What if you go over your scheduled pick -up time (RADAR /ADA Paratransit)? A: Difficult question to answer. There are a number of factors that may play into pick -up /drop -off times including local regulations /policies, specific service models, and funding. • Q: Can customers purchase ride passes at private businesses (i.e. Kroger or Wells Fargo)? A: Valley Metro has not explored this option. • Q: Why do we need to wait to appoint these positions from these localities? A: In keeping with the TPAC Charter, GRTC wants to make sure that the make -up of the TPAC committee is representative of all localities within the Valley Metro service footprint. • Q: Why do we not have a RADAR representative? A: RADAR is an ADA / Paratransit provider and has its own methods of public participation. The GRTC TPAC is focused mainly on fixed -route transit. • Q: Can the committee have guests to come talk to the group? A: We will need to vet any guest that may present to the group. Valley Metro will look further into this request. • Q: Can the group include a regular agenda item that will allow individual members to share their respective experiences riding a Valley Metro Bus? A: Yes. We will be able to include that agenda item. o Q: Do all routes have bike racks? A: Most fixed routes have bike racks. Smartway Buses and trolleys do not have bike racks. o Q: Who are the new Salem and Vinton members on the GRTC Board? A: The Salem representative was Melinda Payne. Salem needs to name a new representative for appointment. The Town of Vinton representative is Ann Cantrell o Q: Are the board members aware that there are other vacant positions on the TPAC? A: Yes. S. NEXT MEETING —June 10th, 2021 @ 6:30 6. ADJOURN M Greater Roanoke Transit Company Board of Directors Meeting Action Item May 17, 2021 The Honorable Joseph Cobb, President, and Members and Officers of the Board of Directors Greater Roanoke Transit Company Roanoke, Virginia Subject: GRTC Fiscal Year 2021— 2022 Operating Budget Background The Board of Directors annually appoints a Budget Committee to review the proposed operating budget for the Greater Roanoke Transit Company (GRTC) and provide a recommendation to the full Board of Directors. Joseph Cobb (Board President), Katie Davis (Board Member), Amelia Merchant (Board Treasurer), and GRTC Assistant Vice - President of Operations, Sherman Stovall, were appointed to the Fiscal Year 2022 Budget Committee. The Budget Committee met on May 7, 2021, to review and discuss GRTC's proposed Fiscal Year 2022 operating budget. The Budget Committee endorsed the proposed budget in its current form and agreed to recommend it to the full Board of Directors. The recommended budget is attached and totals $11,780,182, an increase of 7% as compared to Fiscal Year 2021(budget to budget). Recommendation The Budget Committee recommends that the Board of Directors approve GRTC's Fiscal Year 2021— 2022 operating budget. Greater Roanoke Transit Company P.O. Box 13247 Roanoke, Virginia 24032 Phone: (540) 982 -0305 Fax: (540) 982 -2703 www.valleymetro.com Submitted, fin L. Price TC General Manager Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary Legal Counsel Municipal Auditor Greater Roanoke Transit Company P.O. Box 13247 Roanoke, Virginia 24032 Phone: (540) 982 -0305 Fax: (540) 982 -2703 www.valleymetro.com GREATER ROANOKE TRANSIT COMPANY COMBINED BUDGET (Valley Metro, Smartway, Trolley, Smartway Express) FY 22 NET INCOME LOSS $ 350,5201$ $ 0 D3 C*abk*d 6u1g1 N7/Ml REVENUES FY 20 ACTUAL FY 21 BUDGET FY 22 BUDGET % INCR DECR PASSENGER REVENUES $ 1,340,643 $ 1,616,822 $ 970,093 4096 ADVERTISING $ 120,206 $ 133,000 $ 133,000 0% INTEREST $ 2,799 $ 1,507 $ 1,507 0% OTHER REVENUES $ 148,823 $ 57,049 $ 28,111 -51% TOTAL REVENUES $ 1,612,470 $ 1,808 378 1,132,711 -37% EXPENSES LABOR $ 4,040,256 $ 4,156,272 $ 4156 272 0% FRINGE BENEFITS $ 1912,123 2,282,4S7 $ 2,567,993 13% SERVICES $ 693,492 $ 701:890 919,505 31% MATERIALS & SUPPLIES $ 1,288 461 $ 1402 915 1429 332 2% UTILITIES $ 219,258 $ 231,070 $ 242,624 5% INSURANCE $ 244,373 $ 260,063 $ 269,840 4% MISCELLANEOUS $ 1,908,179 $ 1,966,967 2,194,616 12% TOTAL EXPENSES $ 10,306,142 $ 11001634 $ 11,780,182 7% DEFICIT Is 18,693,672)ls 9193 2S6 $ (1016'47,471)i 16% SUBSIDIES FEDERAL $ 2,641,484 572,294 $ 1,998,774 249% FEDERAL COVID 5307 $ 1,608,703 $ 61500,000 $ 3,422,599 -47% FEDERAL COVID 5311 - SMARTWAY $ 587,549 $ 900,000 $ - -100% STATE $ 2,171308 $ 571,712 $ 2,714,063 375% OTHER LOCAL $ 300,623 $ 97,645 410,643 321% NEW RIVER VALLEY $ 76,601 $ 20,270 $ 94,705 367% VA TECH $ 130,664 $ 49,559 $ 233,255 371% CITY OF ROANOKE 1527,261 $ 481,776 $ 1,773,432 268% TOTAL SUBSIDIES $ 9,044,192 1 $ 9,193,256 $ 10,647 471 16% NET INCOME LOSS $ 350,5201$ $ 0 D3 C*abk*d 6u1g1 N7/Ml BOARD OF DIRECTORS OF GREATER ROANOKE TRANSIT COMPANY A RESOLUTION APPROVING A FISCAL YEAR 2022 BUDGET FOR GREATER ROANOKE TRANSIT COMPANY. WHEREAS, the Greater Roanoke Transit Company (GRTC) Budget Review Committee has reviewed the General Manager's proposed operating budget for GRTC for fiscal year 2022 (July 1, 2021 to June 30, 2022); and WHEREAS, the Budget Review Committee has endorsed the recommended budget of $11,780,182. THEREFORE, BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company that the Board of Directors hereby adopts the fiscal year 2022 Budget in the aggregate amount of $11,780,182, all as set forth in an attachment to the Board Report dated May 17, 2 02 1, from the GRTC General Manager. Date Adopted: l �%/ ��� ATTEST: vk� Cecelia F. McCoy, Secretary Greater Roanoke Transit Company FY 2021- 2022 Budget T[7 7 n 1� Roanoke Virginia Summary • Total Budget - $11,780,182 — Increase of 7% • Service Levels — Continues service levels via use of American Rescue Plan Act Funds Roanoke, Virginia Revenue • Passenger Revenue — Decrease of $646,729 (40 %) — Aligns with revenue trend • Other Revenue — Decrease of $28,938 — Adjustment for parking and rent revenue • State /Federal Revenue — State - $2,714,063 — Federal - $1,998,774 — American Rescue Plan - $3,422,599 • Local — Subsidy /Purchased Services — 2,512,035 — Budgeted at Pre -COVID level — No change in purchased service cost methodology Expenses • Fringe Benefits — Increase of $285,536 — Increase in cost of medical insurance • Services — Increase of $217,615 — Expansion of VMGO to fixed route service • Miscellaneous — Paratransit (RADAR — STAR) increase of $227,649 • Other — Moderate adjustments in Materials and Supplies, Utilities, and Insurance Capital /Grant Funding • Transit Transfer Center — $51750,000 — Remaining portion of funding • Bus Replacement /Rebuild — $4,810,439 — Incremental funding for 3 electric buses • Transit Intern — $60,320 M Greater Roanoke Transit Company Board of Directors Meeting Roanoke, Virginia May 17, 2021 Joseph L. Cobb, President, and Members of the Board of Directors Dear President Cobb and Members of the Board: Subject:Greater Roanoke Transit Company Third Quarter Financial Report The attached report provides financial performance information for the Greater Roanoke Transit Company (GRTC). This report is for the nine months ending March 31, 2021. GRTC experienced net income of $414,127a decrease of $143,506 compared to the same period in FY 2020. The significant factors affecting financial performance are outlined below. Revenue Total revenue increased 15.8% over the same period last year, and is 4.9% below the established budget. Significant factors impacting revenue include: Fare Revenue decreased 40.1% compared to FY 2020 and performed 26.4% below the established budget. Transit ridership decreased due to the economic impacts of the COVID -19 Pandemic, which had a significant impact on fare revenue. GRTC used CARES ACT funds as provided by the Federal Transit Administration (FTA) to offset expenses. • Other revenue (advertising, building rental, parking, miscellaneous) increased 6.8% compared to FY 2020 and is 46.5% above the established budget. State and Federal operating assistance increased 30.4 %, and is less than 1% above the established budget. The increase in state and federal operating assistance is a result of available CARES Act funding as appropriated by the FTA. Expenses Total expenses decreased 7.9% compared to FY 2020 and are 8.7% below the established budget. Significant factors impacting expenses include: • Labor and Fringe Benefits expense decreased 7.3% and is 7.7% below the established budget. Greater Roanoke Transit Company P.O. Box 13247 Roanoke, Virginia 24032 Phone: (540) 982 -0305 Fax: (540) 982 -2703 www.valleymetro.com • Services expense decreased 6% and is 6.4% below the established budget. • Materials and Supplies expense decreased 4.9% and is 12.9% below the established budget. • Utilities expense decreased 10.4% and is 7.9% below the established budget. • Insurance related expense (facilities /vehicles) increased 1.8 %, but is 3.2% below the established budget. • Miscellaneous expense, which includes paratransit service, increased 13.2 %, but is below budget by approximately 10.2 %. Respectfully Submitted, K6in L. Price General Manager Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.G. Box 13247 Roanoke, Virginia 24032 Phone: (540) 982 -0305 Fax: (540) 982 -2703 www.valleymetro.com GREATER ROANOKE TRANSIT COMPANY SOUTHWESTERN VIRGINIA TRANSIT MANAGEMENT COMPANY Operating Revenue and Expense Statement For the Three Months Ending March 31, 2021 OPERATING EXPENSES Labor - Hourly & Salary Year -to -Date Year -to -Date -2.73% FY 21 74.78% Fringe Benefits March March - 16.89% BUDGET % of FY 21 Services 2021 2020 % of Change TOTAL BUDGET OPERATING INCOME 934,865.59 983,280.99 -4.92% 1,505,293.00 62.11% Operating Revenue $ 785,326.67 $ 1,310,681.77 - 40.08% $1,616,822.00 48.57% Non = Transportation Revenues $ 232,695.50 $ 217,910.01 6.79% 191,556.00 121.48% Total Income $1,018,022.17 $1,528,591.78 - 33.40% $1,808,378.00 56.29% OPERATING EXPENSES Labor - Hourly & Salary 3,042,233.80 3,127,650.67 -2.73% 4,068,249.00 74.78% Fringe Benefits 1,222,865.98 1,471,411.37 - 16.89% 2,268,102.00 53.92% Services 481,398.33 512,063.50 -5.99% 701,890.00 68.59% Materials & Supplies 934,865.59 983,280.99 -4.92% 1,505,293.00 62.11% Utilities 154,966.76 172,985.55 - 10.42% 231,070.00 67.06% Insurance Costs 186,619.81 183,280.14 1.82% 260,063.00 71.76% Miscellaneous Expenses 1,275,473.76 1,469,128.27 - 13.18% 1,966,967.00 64.84% Total Expenses $7,298,424.03 $7,919,800.49 -7.85% $11,001,634.00 66.34% Net Loss ($6,280,401.86) ($6,391,208.71) ($9,193,256.00) Local Grants 0.00 1,815,621.83 - 100.00% 649,250.00 0.00% State Grants 1,769,479.00 1,576,007.07 12.28% 571,712.00 309.51% Federal Grants 4,925,050.00 3,557,213.01 38.45% 7,972,294.00 61.78% Total Subsidies $6,694,529.00 $6,948,841.91 -3.66% $9,193,256.00 72.82% Net Income (loss) $414,127.14 $557,633.20 - 25.73% $0.00 0.00% GREATER ROANOKE TRANSIT COMPANY SUMMARY OF STATEMENT OF NET POSITION 3/31/2021 3/31/2020 Year -to -Date Year -to -Date % of Change ASSETS CASH $ 1,030,279.53 $ 365,838.19 182% ACCOUNTS RECEIVABLE $ (2,232,065.75) $ 5,004,128.42 -145% INVENTORY $ 502,407.57 $ 527,279.30 -5% FIXED ASSETS FIXED ASSETS $ 42,308,422.26 $ 37,724,314.72 12% ACCUMULATED DEPRECIATION $ (25,056,864.06) $ (22,854,049.00) 10% NET FIXED ASSETS $ 17,251,558.20 $ 14,870,265.72 16% PREPAYMENTS $ 162,936.95 $ 112,189.41 45% TOTAL ASSETS $ 16,715,116.50 $ 20,879,701.04 -20% CURRENT LIABILITIES ACCOUNTS PAYABLE $ 672,346.81 $ 2,575,793.32 -74% PAYROLL LIABILITIES $ 15,422.64 $ 511,312.81 -97% OTHER LIABILITIES $ 1,370,448.60 $ 2,036,902.13 -33% CAPITAL CAPITAL STOCK $ 5.00 $ 5.00 0% GRANTS $ 3,405,258.60 $ 3,405,258.60 0% DEPRECIATION EXPENSE $ (1,557,365.85) $ (1,309,107.33) 19% RETAINED EARNINGS $ 9,512,307.26 $ 10,934,172.31 -13% CAPITAL CONTRIBUTIONS $ 2,882,566.30 $ 2,167,731.00 33% NET INCOME (LOSS) $ 414,127.14 $ 557,633.20 -26% TOTAL CAPITAL $ 14,656,898.45 $ 15,755,692.78 -7% TOTAL LIABILITIES & CAPITAL $ 16,715,116.50 $ 20,879,701.04 -20% \ \valleymetro .local \DFS \Acct_DEPT \ODOF \2021 FS \202103 31 FS \202103 SUMMARY OF STATEMENT OF NET Page 1 ASSETS Mar 2021.xlsx 0 i'• DWARDS certified .public accountants Your Success is Our Focus. V=Ilwv Roanoke, Virginia General Audit Plan IFY 2021 BROW EDWARDS cri tiji.tt pur+lit uau�untwr: Audit Plan Services to be performed by Brown, Edwards: o We will perform a full scope audit of Greater Roanoke Transit Corporation ( "GRTC ") in accordance with: • Auditing standards generally accepted in the United States of America • Governmental Auditing Standards issued by the Comptroller General of the United States and • The Uniform Guidance (the Single Audit Act) issued by the United States Office of Management and Budget. BROW,. EDWARDS J TRANSIT EXPERIENCE Transit agency clients: • Greater Lynchburg Transit • Greater Richmond Transit > 15 years — Served by our Newport News office for last few years. Concurring reviewer in Roanoke. • Blacksburg Transit > 17 years • Harrisonburg Public Transportation > 17 years • Charlottesville Area Transit — 5 years. Multiple clients with NTD reporting and experience with auditor certifications. • EDwARDs 4 Audit Objectives The objective of our audit will be the expression of an opinion on the fairness with which the financial statements present the financial position and results of operations in conformity with: o Accounting principles generally accepted in the United States of America Timely issuance and completion of audit. • EDWARDS 10 Audit Approach Three phases: o Planning o Interim Field Work o Final Field Work * BRokv EDWARDS n. Audit Approach - Continued Planning • Will be performed at the commencement of the engagement and involves accumulation and evaluation of data relative to the economy and industry of the client. • We will meet with management to discuss the audit, unusual accounting suggestions, and any required disclosures. O BRUW',NEDWARDS crrt + /ird pul+lit' wcuorf�� problems, audit efficiency new audit considerations or 7 Audit Approach - Continued Planning - Continued o During planning we will specifically: • Provide management with information requests • Meet with management to address unusual or new accounting /auditing issues up front. • Identify significant audit areas. • Make a preliminary evaluation of internal controls, a preliminary assessment of risk, identify key audit areas, and determine levels of materiality. • Timing: May —June. O BROWS EDWARDS Audit Approach - Continued Compliance and Interim Work o Will be performed on various dates previously coordinated with management. Will include: • Single audit compliance testing of major programs • Updating internal control documentation and appropriate testing of those controls. • Fraud inquiries. • Testing of journal entries and other walkthroughs. • Reading minutes. • Mix of onsite and remote testing as information is available. • Timing —First Week of October. % BROWN EDWARDs crr(iJi� +' pukdir raa ✓m,t.. 9 Audit Approach - Continued Final Field Work The final phase of the audit is performed after the fiscal year has ended. Estimated timing — Second week of October. • EDWARDS 10 Audit Approach - Continued Final Field Work - Continued Ei During final field work we will: • Review and finalize financial statements and disclosures. • Analyze and audit significant year -end accounts • Update interim analytical review • Prepare final management letter accounts • Issue independent auditor's reports. Rowr� EDw�s u i b /ird �+u:�tit a. countanta 11 Significant Audit Areas This year we anticipate the significant audit areas to be as follows: o Capital assets Ei Grant revenues and receivables Ei Federal compliance • Commitments and contingencies • Follow up on findings from prior year a EDWARDS 12 Significant Audit Areas - Continued New GASBs — GASB 84 — Fiduciary Activities was originally to be effective last year. However, due to the impacts of COVID -19, the GASB was delayed implementation for one year to 2021. However, no significant impact to GRTC. COVID -19 Evaluate the continued impacts on GRTC's financial results due to reduced ridership, reduced routes, and reduced or free fares during fiscal year 2021. Test any new Federal Grants related to Federal and State COVID stimulus or relief based on OMB guidance. Consider disclosures that may need to be added to financial report. a EDWARDS 13 Significant Audit Areas - Continued GRTC is implementing a new financial system. Potential audit implications: How were internal controls impacted? New risks? Enhanced controls? How were routine processes impacted? Financial transaction cutoff? 0 EDWARDS 14 Single Audit Testing Due to the internal control weaknesses and significant findings in 2020, GRTC continues to be considered a not "low risk" auditee. We plan to test 40% of your total federal awards for the next two years. o Impact of this increase minimized due to size of Transit Cluster and low volume of other grants. Based on prior year expenditure trends, we have performed a preliminary major program determination. • EDWARDS 15 Single Audit Testing - Continued Major programs selected for testing: o Will test: • Federal Transit Cluster • Includes both operating and capital assistance • COVID funding will be included as well • Will be well over 8o% of total expenditures. Our risk assessment will be elevated due to findings in prior year which may result in larger samples, however, the final impact of this is still to be determined. a EDWARDS i a EDWARDS Tentative Schedule Timing Phase of Engagement Location May - June Risk Assessment, Planning Offsite June Onsite Inventory observation. Final Field Work - October Substantiation of Balances, compliance testing Mix of onsite and offsite Review of draft financial October statements and communication of draft governance communications. Issuance of opinion on financial statements and final November 15 communications with Board Meeting governance. Formal presentation of audit results with Board. 17 Offsite Onsite Questions? We are looking forward to the opportunity to continue to serve the GRTC. If you have any questions about our approach, our large governmental practice, or would like to contact your engagement partners at any time, we encourage two way communication. Contact information: • Chris Banta, CPA, CFE — cbanta(&becpas.com; • Ann Genova, CPA — a enova(&becPas.com ° 540- 345 -0936 O BROWNEDWARDS ,i � f tJmi jnxtrtsr uavuntc GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS May 11, 2021 Joseph L. Cobb, President Vivian Sanchez-Jones, Vice-President Anne W. Cantrell, Director Dwayne D'Ardenne, Director Kathleen Davis, Director Karen Michalski-Karney, Director Melinda Payne, Director Dear President Cobb and Members of the Board: Paragraph I, Article II of the By-Laws of the Greater Roanoke Transit Company provide that the Annual Meeting of the Stockholders will be held during the month of June each year at a day, time and place to be from time to time fixed by the Board of Directors. It is recommended that the Annual Stockholders' Meeting be held on Monday, June 21, 2021, at 1:30 p.m., in the City Council Chamber. Sincerely, � VXe_&t Cecelia F. McCoy Secretary c: Mayor Sherman P. Lea, Sr. and Members of City Council Robert S. Cowell, Jr., Vice President of Operations, GRTC Sherman M. Stovall, Assistant Vice President of Operations, GRTC Timothy Spencer, General Counsel, GRTC Laura M Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Drew Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro STOCKHOLDER'S ANNUAL MEETING GREATER ROANOKE TRANSIT COMPANY MONDAY, JUNE 217 2021 1 :30 P.M. CITY COUNCIL CHAMBER ROOM 450 215 CHURCH AVENUE, S. W. ROANOKE, VIRGINIA ACTION AGENDA 1. Call to Order- Roll Call — Council Member Vivian Sanchez-Jones was absent. 2. Approval of Minutes: Annual Stockholder's meeting held on Monday, June 15, 2020. Without objection, the reading of the Minutes were dispensed with and approved, as recorded. 3. Statement of Purpose. Mayor Sherman P. Lea, Sr. The purpose of the meeting is to entertain nominations for the election of Directors of the Greater Roanoke Transit Company for one-year terms of office, each, commencing July 1, 2021. 4. Vacancy on Board of Directors. A communication advising of the retirement of Melinda Payne from the City of Salem and as a Director and Regional Representative of the Greater Roanoke Transit Company, Board of Directors, effective immediately and recommended appointment of Robert Light,Assistant City Manager/Clerk of Council as a Regional Representative (City of Salem). Without objection, the communication was received and filed. 5. Election of Seven Directors: • Two Members of City Council • Two Members of City Staff • Two Representatives from regional users of GRTC(Town of Vinton and City of Salem) • One representative from the Physically Challenged Community The following individuals elected as members of the GRTC Board of Directors for terms of one-year, each, commencing July 1, 2021 and ending June 30, 2022(6-0): • Two Members of City Council Joseph L. Cobb, President Vivian Sanchez-Jones, Vice-President • Two Members of City Staff D'Wayne D'Ardenne Kathleen "Katie" Davis • Two representatives from regional users of GRTC (Town of Vinton and City of Salem) Anne Cantrell, Town of Vinton H. Robert Light, City of Salem • One representative from the Physically Challenged Community Karen Michalski-Karney 6. Adjournment— 1:36 p.m. SALEM' ',, VA CITY MANAGER'S OFFICE June 4, 2021 Mr. Joseph L. Cobb President, Greater Roanoke Transit Company Board of Directors Attn: Susie McCoy, City Clerk City of Roanoke 215 Church Avenue, Suite 456 Roanoke, VA 24011 Dear Mr. Cobb: We would like to ask that the Board consider H. Robert Light as a replacement for Melinda Payne on the Greater Roanoke Transit Company Board of Directors due to her retirement from the City of Salem. Mr. Light is Assistant City Manager/Clerk of Council for the City of Salem. Please feel free to contact us for any further information. Thank you for your consideration of Mr. Light for this position. Sincerely, a Laura Lea Harris Deputy Clerk of Council 114 N. Broad Street Salem, VA 24153 540-375-3016 llharrisksalemva.gov cc: Susie McCoy, City Clerk Timothy Spencer, General Counsel GREATER ROANOKE TRANSIT COMPANY June 23, 2021 H. Robert Light Assistant City Manager/Clerk to Council City of Salem 114 N. Board Street Salem, Virginia 24153 Dear Mr. Light: At the Annual Stockholder Meeting of the Greater Roanoke Transit Company held on Monday, June 21, 2021 , you were appointed to replace Melinda Payne as a (Regional User Representative—City of Salem) member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2021 and ending June 30, 2022. Enclosed you will find a Certificate of your appointment and two copies of an Oath or Affirmation of Office which must be administered by the Clerk of the Circuit Court of the City of Roanoke located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were appointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your appointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, Cecelia F. McCoy Secretary Enclosure H. Robert Light June 23, 2021 Page 2 c: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant City Manager for Community Development Timothy R. Spencer, General Counsel Laura M. Carini, Assistant General Counsel Amelia C. Merchant, Treasurer COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Annual Stockholder meeting of the Greater Roanoke Transit Company, which was held on the twenty-first day of June 2021, H. Robert Light (Regional User Representative—City of Salem) was appointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2021 and ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twenty-third day of June 2021. clttt�' : Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, H. Robert Light, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2021 and ending June 30, 2022, according to the best of my ability. (So help me God) H. OBERT LIGHT The foregoing oath of office was taken, sworn to, and subscribed before me by H. Robert Light this day of—\ 2021. Brenda S. Hamilton, Clerk of the Circuit Court By Clerk GREATER ROANOKE TRANSIT COMPANY June 23, 2021 The Honorable Joseph L. Cobb Council Member 441 Highland Avenue, S. W. Roanoke, Virginia 24016 Dear Council Member Cobb: At the Annual Stockholder Meeting of the Greater Roanoke Transit Company held on Monday, June 21, 2021, you were reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1 , 2021 and ending June 30, 2022. Enclosed you will find a Certificate of your reappointment and two copies of an Oath or Affirmation of Office, which must be administered by the Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, Cecelia F. McCoy Secretary Enclosure c: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant City Manager for Community Development Timothy R. Spencer, General Counsel Laura M. Carini, Assistant General Counsel Amelia C. Merchant, Treasurer COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Annual Stockholder meeting of the Greater Roanoke Transit Company, which was held on the twenty-first day of June 2021 , JOSEPH L. COBB (City Council representative) was reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1 , 2021 and ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twenty-third day of June 2021 . Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Joseph L. Cobb, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2021 and ending June 30, 2022, according to the best of my ability. So help me God) SEPO. COBB The foregoing oath of office was taken, sworn to, and subscribed before me by Joseph L. Cobb this O�� day of 2021. Brenda S. Hamilton, Clerk of the Circuit Court pepa2i�- 6By , Clerk GREATER ROANOKE TRANSIT COMPANY June 24, 2021 The Honorable Vivian Sanchez-Jones Council Member 2610 Belle Avenue, N. E. Roanoke, Virginia 24012 Dear Council Member Sanchez-Jones: At the Annual Stockholder Meeting of the Greater Roanoke Transit Company held on Monday, June 21, 2021, you were reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2021 and ending June 30, 2022. Enclosed you will find a Certificate of your reappointment and two copies of an Oath or Affirmation of Office, which must be administered by the Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, oz" J-. ""Ly, Cecelia F. McCoy Secretary Enclosure c: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant City Manager for Community Development Timothy R. Spencer, General Counsel Laura M. Carini, Assistant General Counsel Amelia C. Merchant, Treasurer COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Annual Stockholder meeting of the Greater Roanoke Transit Company, which was held on the twenty-first day of June 2021, VIVIAN SANCHEZ-JONES (City Council representative) was reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1 , 2021 and ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twenty-third day of June 2021 . Secretary GREATER ROANOKE TRANSIT COMPANY June 23, 2021 Dwayne D'Ardenne, Director Transportation Division Manager City of Roanoke — Public Works Center 1802 Courtland Road, N. W. Roanoke, Virginia 24012 Dear Mr. D'Ardenne: At the Annual Stockholder Meeting of the Greater Roanoke Transit Company held on Monday, June 21, 2021, you were reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term, commencing July 1, 2021 and ending June 30, 2022. Enclosed you will find a Certificate of your reappointment and two copies of an Oath or Affirmation of Office, which must be administered by the Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, CL�NA � Cecelia F. McCoy Secretary Enclosures Dwayne D'Ardenne June 23, 2021 Page 2 c: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant City Manager for Community Development Timothy R. Spencer, General Counsel Laura M. Carini, Assistant General Counsel Amelia C. Merchant, Treasurer COMMONWEALTH OF VIRGINIA ) CITY OF ROANOKE ) To-wit: I, Cecelia F. McCoy, Secretary and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Annual Stockholder meeting of the Greater Roanoke Transit Company, which was held on the twenty-first day of June 2021, DWAYNE D'ARDENNE (City Staff) was appointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2021 and ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twenty-third day of June 2021. Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Dwayne D'Ardenne, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2021 and ending June 30, 2022, according to the best of my ability. (So help me God) DWAY E;D'ARDENNE The foregoing oath of office was taken, sworn to, and subscribed before me by Dwayne -rt D'Ardenne this day of h_ 2021. Brenda S. Hamilton, Clerk of the Circuit Court U , Clerk GREATER ROANOKE TRANSIT COMPANY June 23, 2021 Kathleen Davis Budget Business Analyst Management and Budget Roanoke, Virginia Dear Ms. Davis: At the Annual Stockholder Meeting of the Greater Roanoke Transit Company held on Monday, June 21, 2021 , you were reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term, commencing July 1, 2021 and ending June 30, 2022. Enclosed you will find a Certificate of your reappointment and two copies of an Oath or Affirmation of Office which must be administered by the Clerk of the Circuit Court of the City of Roanoke located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, C . 'j-, Yn&6T Cecelia F. McCoy Secretary Enclosures Kathleen Davis June 23, 2021 Page 2 c: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant City Manager for Community Development Timothy R. Spencer, General Counsel Laura M. Carini, Assistant General Counsel Amelia C. Merchant, Treasurer COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Annual Stockholder meeting of the Greater Roanoke Transit Company, which was held on the twenty-first day of June 2021 , Kathleen Davis (City staff) was reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1 , 2021 and ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twenty-third day of June 2021. Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Kathleen Davis, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2021 and ending June 30, 2022, according to the best of my ability. (So help me God) 41 KATHLEEN DAVIS The foregoing oath of office was taken, sworn to, and subscribed before me by Kathleen Davis this s r_ day of4at—_ 2021. Brenda S. Hamilton, Clerk of the Circuit Court By , Clerk GREATER ROANOKE TRANSIT COMPANY June 23, 2021 Anne W. Cantrell Finance Director/Treasurer Town of Vinton 311 S. Pollard Street Vinton, Virginia 24179 Dear Ms. Cantrell: At the Annual Stockholder Meeting of the Greater Roanoke Transit Company held on Monday, June 21, 2021, you were reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term, commencing July 1, 2021 and ending June 30, 2022. Enclosed you will find a Certificate of your reappointment and two copies of an Oath or Affirmation of Office, which must be administered by the Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, oxu� Cecelia F. McCoy Secretary Enclosure Anne W. Cantrell June 23, 2021 Page 2 c: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant City Manager for Community Development Timothy R. Spencer, General Counsel Laura M. Carini, Assistant General Counsel Amelia C. Merchant, Treasurer COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Annual Stockholder meeting of the Greater Roanoke Transit Company, which was held on the twenty-first day of June 2021, ANNE W. CANTRELL (Regional User representative — Town of Vinton) was reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2021 and ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twenty-third day of June 2021 . c J- Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Anne W. Cantrell, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2021 and ending June 30, 2022, according to the best of my ability. (So help me God) ANNE W. CANTRELL The foregoing oath of office was taken, sworn to, and subscribed before me by Anne W. "-- Cantrell on this 1:7S� _ day of 2021. Brenda S. Hamilton, Clerk of the Circuit Court By , Clerk GREATER ROANOKE TRANSIT COMPANY June 23, 2021 Karen Michalski-Karney, Executive Director Blue Ridge Independent Living Center 1502 Williamson Road, N. E., Suite B Roanoke, Virginia 24012-5100 Dear Ms. Michalski-Karney: At the Annual Stockholder Meeting of the Greater Roanoke Transit Company held on Monday, June 21, 2021, you were reappointed as a (Physically-Challenged Representative) member of the Greater Roanoke Transit Company Board of Directors for a one-year term, commencing July 1 , 2021 and ending June 30, 2022. Enclosed you will find a Certificate of your reappointment and two copies of an Oath or Affirmation of Office which must be administered by the Clerk of the Circuit Court of the City of Roanoke located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, c . . V&&j_ Cecelia F. McCoy Secretary Enclosures Karen Michalski-Karney June 23, 2021 Page 2 c: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant City Manager for Community Development Timothy R. Spencer, General Counsel Laura M. Carini, Assistant General Counsel Amelia C. Merchant, Treasurer COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Annual Stockholder meeting of the Greater Roanoke Transit Company, which was held on the twenty-first day of June 2021, KAREN MICHALSKI-KARNEY (Physically-Challenged Representative) was reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2021 and ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twenty-third day of June 2021 . C� I. 111-0 Secretarf Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Karen Michalski-Karney, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2021 and ending June 30, 2022, according to the best of my ability. (So help me God) �IL KA EN M IC ALSKI-KARN Y 6 The foregoing oath of office was taken, sworn to, and subscribed before me by Karen Michalski-Karney this day of 2021. Brenda S. Hamilton, Clerk of the Circuit Court By , Clerk GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS June 14, 2021 Joseph L. Cobb, President, and Members of the Greater Roanoke Transit Company Board of Directors Dear President Cobb and Members of the Board: The regular meeting of the Greater Roanoke Transit Company Board of Directors will be held on Monday, June 21, 2021, at 1:45 p.m., in the City Council Conference Room, Room 451, fourth floor, Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., Roanoke, Virginia. Sincerely, Aa�e_ Cecelia F. McCoy Secretary PC: Robert S. Cowell, Jr., Vice-President of Operations, GRTC Sherman M. Stovall, Assistant Vice President of Operations, GRTC Timothy Spencer, General Counsel, GRTC Laura M. Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Troy A. Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS June 21, 2021 1 :45 p.m. CITY COUNCIL CONFERENCE ROOM ROOM 451 215 CHURCH AVENUE, S. W. ROANOKE, VIRGINIA ACTION AGENDA 1. Call to Order-- Roll Call. ' All present with Director Anne Cantrell arriving late at 1:48 p.m. 2. Approval of Minutes: Regular meeting of GRTC held on Monday, May 17, 2021. Without objection, the reading of the Minutes were dispensed with and approved. 3. Reports of Officers: a. General Manager: 1. Approval of the GRTC Board of Directors Meeting Schedule for the 2021 - 2022 Fiscal Year. Adopted Resolution. (7-0) 4. Other Business: President Cobb announced all Directors of the Board were re- elected to the Board at the GRTC Annual Stockholder's meeting held presiding this meeting at 1:30 p.m.; and Mr. Robert Light was elected to the Board as the Regional Representative for the City of Salem. Kevin Price, General Manager, recognized Sherman Stovall, Assistant Vice President of Operations, who will retire on June 30, 2021, thanked Mr. Stovall for his dedicated and loyal service to the Greater Roanoke Transit Board of Directors. Directors D'ardenne, Davis, and President Cobb expressed additional comments and well wishes. 5. Next Meeting: Monday, July 19, 2021, at 12:30 p.m., in the EOC Conference Room. 6. Adjournment— 1:56 p.m. Greater Roanoke Transit Company Board of Directors Meeting June 21, 2021 The Honorable Joseph Cobb, President, and Members and Officers of the Board of Directors Greater Roanoke Transit Company Roanoke, Virginia Subject: Board of Directors Meeting Schedule for Fiscal 2022 Background At its June 15, 2020 meeting, the GRTC Board of Directors approved by resolution its meeting schedule for the 2021 fiscal year. The Board needs to adopt a meeting schedule for the 2022 fiscal year. Recommendation The following GRTC Board of Directors meeting schedule is recommended for the 2021 fiscal year: 2021 2022 July 19th January 18th (Monday January 17th MLK Day) September 20th March 21 st November 15th May 16th June 20th The June 20, 2022 meeting will be at 1:45 P.M. in the City Council's Conference Room on the fourth floor of the Noel C. Taylor Municipal Building, 215 Church Ave., SW, Roanoke, Virginia 24011. All other meetings will be at 12:30 P.M. in the Emergency Operations Center(EOC) conference room on the first floor of the Noel C. Taylor Municipal Building. Xe . mitted, e nager Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary General Counsel Municipal Auditor Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com BOARD OF DIRECTORS OF GREATER ROANOKE TRANSIT COMPANY A RESOLUTION ESTABLISHING A SPECIFIC MEETING SCHEDULE FOR THE BOARD OF DIRECTORS OF THE GREATER ROANOKE TRANSIT COMPANY (GRTC). WHEREAS, at the Board's June 21, 2021, meeting, the GRTC General Manager recommended that the Board adopt a specific meeting schedule for the 2022 Fiscal Year, which ends on June 30, 2022, as more fully set forth in the General Manager's report dated June 21, 2021, to this Board. THEREFORE, BE IT RESOLVED by the Board of Directors of GRTC as follows: 1. That the Board of Directors hereby approves and adopts the specific meeting schedule that is set forth below. Except for the meeting to be held on June 20, 2022, all meetings are set to start at 12:30 p.m. and will be held in the Emergency Operations Center (EOC) Conference Room which is located on the first floor of the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., Roanoke, Virginia 24011, unless a different location is designated by the President or Secretary of the Board. The meeting for Monday, June 20, 2022, will be held at 1:45 p.m. in the City Council Conference Room, Room 451, on the fourth floor of the Noel C. Taylor Municipal Building, 215 Church Avenue, SW, Roanoke, Virginia 24011. In accordance with Article III, Section 4 of the GRTC By-Laws, the following meeting dates for the GRTC Board are approved for the 2022 Fiscal Year: July 19, 2021 (Monday, 12:30 p.m. —EOC) September 20, 2021 (Monday, 12:30 p.m. —EOC) November 15, 2021 (Monday, 12:30 p.m. —EOC) January 18, 2022 (Tuesday, 12:30 p.m. —EOC) March 21, 2022 (Monday, 12:30 p.m. —EOC) May 16, 2022 (Monday, 12:30 p.m. —EOC) June 20, 2022 (Monday, 1:45 p.m. — City Council Conference Room, Room 451). . 1 2. The GRTC Board can hold additional meetings on an as-needed basis in accordance with the GRTC By-Laws. 3. The schedule of meetings for the GRTC Board for subsequent fiscal years may be set annually by the Board at the June Board meeting, or at any other Board meeting as the Board may determine to be appropriate. ATTEST: Date: Uru, J'I , .2 0-a L _ Cecelia F. McCoy, Secretary 2 GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 13, 2021 Joseph L. Cobb, President, and Members of the Greater Roanoke Transit Company Board of Directors Dear President Cobb and Members of the Board: The regular meeting of the Greater Roanoke Transit Company Board of Directors will be held on Monday, July 19, 2021, at 12:30 p.m., in the EOC Conference Room, Room 159, first floor, Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., Roanoke, Virginia. Sincerely, Cecelia F. McCoy Secretary PC: Robert S. Cowell, Jr., Vice-President of Operations, GRTC W. Brent Robertson, Assistant City Manager for Community Development Timothy Spencer, General Counsel, GRTC Laura M. Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Troy A. Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 19, 2021 12:30 P.M. EOC CONFERENCE ROOM ROOM 159 ACTION AGENDA 1. Call to Order-- Roll Call. Vice-Present Vivian Sanchez-Jones was absent. 2. Approval of Minutes: Regular meeting of GRTC held on Monday, June 21, 2021. Without objection,the reading of the Minutes were dispensed with and approved. 3. Reports of Officers: a. Secretary: 1. Election of Officers. Council Member Joseph L. Cobb as President Council Member Vivian Sanchez-Jones as Vice-President Robert S. Cowell, Jr., City Manager as Vice-President of Operations W. Brent Robertson, Assistant City Manager for Community as Assistant Vice-President of Operations Cecelia F. McCoy, City Clerk as Secretary Cecelia T. Webb, Deputy City Clerk as Assistant Secretary Amelia Merchant, Director of Finance as Treasurer Timothy R. Spencer, City Attorney as General Counsel b. General Manager: 1. Management Update: • Tanglewood Mall Service Change • Annual Safety Plan Update • GRTC Ridership Update Without objection, the Management Update was received and filed. 4. Other Business: The General Manager reported that work on the new Transfer Center is in progress and route modifications to the new trolley. President Cobb encouraged the Board of Directors and Officers to ride transit before the next Board meeting scheduled in September and asked the General Manager to arrange a tour of the Valley Metro facilities and administrative building. He also suggested Board meeting be held at the Administrative Building in the near future. President Cobb also plans to attend the next Transit Passenger Advisory Committee (TPAC)that will be held on Thursday,August 12, 2021 at 6:30 p.m. at the Roy Z. Meador Operations, Maintenance and Administrative Facility, located at 1108 Campbell Avenue, S.E. 5. Next Meeting: Monday, September 20, 2021 at 12:30 p.m., in the EOC Conference Room. 6. Adjournment: 1:24 p.m. GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 20, 2021 The Honorable Joseph L. Cobb Council Member Roanoke, Virginia Dear Council Member Cobb: At a regular meeting of the Greater Roanoke Transit Company Board of Directors held on Monday, July 19, 2021, you were reappointed as President of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022. Enclosed is a copy of your Certificate of reappointment. Sincerely, Cecelia F. McCoy, CMC Secretary Enclosure COMMONWEALTH OF VIRGINIA ) CITY OF ROANOKE ) To-wit: I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company Board and keeper of the records thereof, do hereby certify that at a regular meeting of the Greater Roanoke Transit Company Board of Directors held on the nineteenth day of July 2021, JOSEPH L. COBB was reappointed as President of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twentieth day of July 2021. J- VWc 117 Secretary GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 20, 2021 The Honorable Vivian Sanchez-Jones Council Member Roanoke, Virginia Dear Council Member Sanchez-Jones: At a regular meeting of the Greater Roanoke Transit Company Board of Directors held on Monday, July 19, 2021, you were reappointed as Vice-President of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022. Enclosed is a copy of your Certificate of reappointment. Sincerely, Cecelia F. McCoy, CMC Secretary Enclosure COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company Board and keeper of the records thereof, do hereby certify that at a regular meeting of the Greater Roanoke Transit Company Board of Directors held on the nineteenth day of July 2021 , VIVIAN SANCHEZ-JONES was reappointed as Vice-President of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twentieth day of July 2021 . Com. 17 Secretary GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 20, 2021 Robert S. Cowell, Jr. City Manager Roanoke, Virginia Dear Mr. Cowell: At a regular meeting of the Greater Roanoke Transit Company, Board of Directors held on Monday, July 19, 2021 , the City Manager was reappointed as Vice-President of Operations of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022. Enclosed you will find a Certificate of your reappointment and an Oath or Affirmation of Office which must be administered by a Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. Please return one copy of the Oath of Office to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, Cecelia F. McCoy, CMC Secretary Enclosures COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company Board and keeper of the records thereof, do hereby certify that at a regular meeting of the Greater Roanoke Transit Company Board of Directors held on the nineteenth day of July 2021, the City Manager (Robert S. Cowell, Jr.) was reappointed as Vice-President of Operations of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twentieth day of July 2021. We-06T Secretary GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 20, 2021 William Brent Robertson Assistant City Manager for Community Development Roanoke, Virginia Dear Mr. Robertson: At a regular meeting of the Greater Roanoke Transit Company Board of Directors held on Monday, July 19, 2021, the Assistant City Manager for Community Development was appointed as Assistant Vice-President of Operations of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022. Enclosed you will find a Certificate of your appointment and an Oath or _Affirmation of Office which must be administered by a Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. Please return one copy of the Oath of Office to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., prior to serving in the capacity to which you were appointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your appointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, Cecelia F. McCoy, CMC Secretary Enclosures COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at a regular meeting of the Greater Roanoke Transit Company Board of Director held on the nineteenth day of July 2021 , the Assistant City Manager for Community Development (William Brent Robertson) was appointed as Assistant Vice-President of Operations of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twentieth day of July 2021. Vx Secretary GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 20, 2021 Amelia C. Merchant Director of Finance Roanoke, Virginia Dear Ms. Merchant: At a regular meeting of the Greater Roanoke Transit Company Board of Directors held on Monday, July 19, 2021 , the Director of Finance was reappointed as Treasurer of the Greater Roanoke Transit Company Board of Directors for a one-year term ending June 30, 2022. Enclosed you will find a Certificate of your reappointment and an Oath or Affirmation of Office which must be administered by a Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. Please return one copy of the Oath of Office to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, Cecelia F. McCoy, CMC Secretary Enclosures COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company Board and keeper of the records thereof, do hereby certify that at a regular meeting of the Greater Roanoke Transit Company Board of Directors held on the nineteenth day of July 2021, the Director of Finance (Amelia C. Merchant) was reappointed as Treasurer of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twentieth day of July 2021 . Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Amelia C. Merchant, Director of Finance, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as Treasurer of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022, according to the best of my ability. So help me God. AMELIA C. MERCHANT The foregoing oath of office was taken, sworn to, and subscribed before me by Amelia C. Merchant this e�04'day of IV20211. Brenda S. Hamilton, Clerk of the Circuit Court B moo, Clerk GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 20, 2021 Timothy R. Spencer City Attorney Roanoke, Virginia Dear Mr. Spencer: At a regular meeting of the Greater Roanoke Transit Company Board of Directors held on Monday, July 19, 2021, the City Attorney was reappointed as General Counsel of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022. Enclosed you will find a Certificate of your reappointment and an Oath or Affirmation of Office which must be administered by a Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. Please return one copy of the Oath of Office to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, C " `)2,.-illy Cecelia F. McCoy, CMC Secretary Enclosures COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company Board and keeper of the records thereof, do hereby certify that at a regular meeting of the Greater Roanoke Transit Company held on the nineteenth day of July 2021, the City Attorney (Timothy R. Spencer) was reappointed as General Counsel of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twentieth day of July 2021 . Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Timothy R. Spencer, City Attorney, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as the General Counsel of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022, according to the best of my ability. So help me God. O R. SPENCER The foregoing oath of office was taken, sworn to, and subscribed before me by Timothy R. Spencer thisc�day of 2021. Brenda S. Hamilton, Clerk of the Circuit Court By , Clerk GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 20, 2021 Cecelia F. McCoy City Clerk Roanoke, Virginia Dear Ms. McCoy: At a regular meeting of the Greater Roanoke Transit Company Board of Directors held on Monday, July 19, 2021, the City Clerk was reappointed as Secretary of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022. Enclosed You will find a Certificate of your reappointment and an Oath or Affirmation of Office which must be administered by a Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S W Please return one copy of the Oath of Office to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." I Webb, CMC Assistant Secretary Enclosures COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia T. Webb, Assistant Secretary, and as such the Assistant Secretary of the Greater Roanoke Transit Company Board and keeper of the records thereof, do hereby certify that at a regular meeting of the Greater Roanoke Transit Company Board of Directors held on the nineteenth day of July 2021, the City Clerk (Cecelia F. McCoy) was reappointed as Secretary of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twentieth day of July 2021. A ant Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Cecelia F. McCoy, City Clerk, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as Secretary of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022, according to the best of my ability. So help me God. CECELIA F. MCCOY The foregoing oath of office was taken, sworn to, and subscribed before me by Cecelia F. McCoy thiso)q- `day of 2021 . Brenda S. Hamilton, Clerk of the Circuit Court B !1V'1,_L, Clerk GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 20, 2021 Cecelia T. Webb Deputy City Clerk Roanoke, Virginia Dear Ms. Webb: At a regular meeting of the Greater Roanoke Transit Company Board of Directors held on Monday, July 19, 2021 , the Deputy City Clerk was reappointed as Assistant Secretary of the Greater Roanoke Transit Company Board of Directors for a term ending June 30, 2022. Enclosed you will find a Certificate of your reappointment and an Oath or Affirmation of Office which must be administered by a Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. Please return one copy of the Oath of Office to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, 0 . 4 Cecelia F. McCoy, CMC Secretary Enclosures COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company Board and keeper of the records thereof, do hereby certify that at a regular meeting of the Greater Roanoke Transit Company Board of Directors held on the nineteenth day of July 2021, the Deputy City Clerk (Cecelia T. Webb) was reappointed as Assistant Secretary of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twentieth day of July 2021. Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Cecelia T. Webb, Deputy City Clerk, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as Assistant Secretary of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2022, according to the best of my ability. So help me God. C)EtELIA T. WEBB The foregoing oath of office was taken, sworn to, and subscribed before me by Cecelia T. Webb this P-a day of 2021. Brenda S. Hamilton, Clerk of the Circuit Court By /D , Clerk Greater Roanoke Transit Company(GRTC) Board of Directors Meeting Management Update July 19, 2021 Planning and Special Projects Tanglewood Mall Service Change Tanglewood Mall ownership group, Blackwater Resources, has asked Valley Metro to re-route its transit services as currently provided to Tanglewood Mall. Valley Metro currently provides public transportation access to Tanglewood Mall via the 51,52,55,56 routes from Campbell Court in downtown Roanoke.The current transit routes provide four transit stops on Tanglewood Mall property. Tanglewood Mall @ Firestone Tanglewood Mall @ Kroger Tanglewood Mall @ AC Moore (Micheals) Tanglewood Mall @ TJ Maxx The request from Blackwater Resources was evaluated by Valley Metro staff.The attached transit routing proposal was submitted to Blackwater Resources for review and comment.The new transit service routing on Tanglewood Mall property is proposed to begin the week of August 9th, 2021. Annual Safety Plan Update On July 19, 2018, FTA published the Public Transportation Agency Safety Plan (PTASP) Final Rule,which requires certain operators of public transportation systems that receive federal funds under FTA's Urbanized Area Formula Grants to develop safety plans that include the processes and procedures to implement Safety Management Systems (SMS). The plan must include safety performance targets.Transit operators also must certify they have a safety plan in place meeting the requirements of the rule. In order to meet the requirements set by the FTA, Valley Metro's PTASP is included in the Virginia Statewide Public Transportation Agency Plan (PTASP)for Small Public Transportation Providers along with 14 other small transit agencies in the Commonwealth.The GRTC Board of Directors received a copy of the draft Virginia Statewide PTASP and Appendix K—Greater Roanoke Transit Company (Valley Metro) at the July 20, 2020 GRTC Board of Directors Meeting. The PTASP is updated on an annual basis and requires the signature of the GRTC Board President and General Manager. Valley Metro has updated its section in the Virginia Statewide Public Transportation Agency Plan.This year's update consists of a revised organizational chart reflecting all current positions. Greater Roanoke Transit Company 7;"3 Fa .. GRTC Ridership Update Month 2019 2020 %Change January 153,228 131,583 14% February 166,736 150,847 9.5% March 156,525 120,273 23% April 160,733 87,972 45% May 163,638 82,419* -51% June 147,733 102,825* -31% July 153,548 90,458* -41% August 157,538 88,555* -44% September 144,453 89,867* -38% October 137,474 99,907* -27% November 157,219 83,792* -47% December 140,895 85,907* -36.7% Month 2020 2021 %Change(-/+) January 141,320 82,833* -41% February 159,236 74,879* -53% March 120,273 87,513* -27% April 87,972 87,133* -<I% May 82,419 81,333* -1% June 102,825* 84,803* -17.5% Starline Trolley ridership data included Greater Roanoke Transit Company Respectfully Submitted, Kevin L. Price General Manager Copy: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company ?l �, , co- N Tangelwood Mall Route 51/56 (Existing) IN&Ism �� ♦♦ ♦� �� `♦ tNw 56 �♦t > 51�♦�' i co OAC � i���i' ♦♦`` c � � 56 y ti Legend • Route 51/56 Stops RouteName 111111 51 ��56 *11 N 56 Tangelwood Mall End-of-Lme Route 51/56 (Proposed) { *111 ``�♦� ♦ �.� 56 ♦�`51 ♦�� 56 �♦♦` CA 51 51 ♦�♦�` ee * ��� /1 f 1111►�� �%N% �'i� ,♦��, ,' *Arrival Times(Approx. ♦�` 1-:42 Legend ��� `♦ 11- :45 '., `�e♦` 111- :48 RouteName ''i, �♦�` - 56 51 ♦♦♦�`♦ Itls 51 '�,�'� ♦��.♦ Tanglewood g od Stops i N Tangelwood Mall Route 55/52 (Existing) 55 t � r 64 tee♦``` O 55 ,`♦♦♦` 52 ''111 52 *Arrival Times(Approx. ♦♦♦``� -:45 �,� ♦�` 111- :48 Legend i��,i, ♦♦♦♦```` Route 55/52 Stops '��� ♦�` 111111 52 ` �10 55 *u Tan elwood Mall N 52 : •,, End-of-Line Route 55/52 (Proposed) k ,i 55 j ,e h� I *1 52 +X++� 55/52 55 +�+ f 52 11 4;�55/52 52 00 10 ��!+ %Arrival Times(Approx.� 1-:42 Legend II- :45 •,� `��� 111- :48 RouteName ` tttttt 52 Ile 55 Tanglewood Stops 52 I �■.-_ 2021 ANNUAL REPORT COMMONWEALTH OF VIRGINIA STATE CORPORATION COMMISSION 1, CORPORATION NAME: GREATER ROANOKE TRANSIT COMPANY DUE DATE: 07/31/21 2. VA REGISTERED AGENT NAME AND OFFICE ADDRESS: ATTY. SCC ID NO.: 0153745-5 DANIEL JOSEPH CALLAGHAN ROOM 464 NOEL C. TAYLOR MUNICIPAL BUILDING 5. TOTAL NUMBER OF AUTHORIZED 215 CHURCH AVENUE, S.W. SHARES: 5 ROANOKE, VA 24011-0000 3. CITY OR COUNTY OF VA REGISTERED OFFICE: 770-ROANOKE CITY 4. STATE OR COUNTRY OF INCORPORATION: VA-Virginia DO NOT ATTEMPT TO ALTER THE INFORMATION ABOVE. Carefully read the enclosed instructions. Type or print in black only. 6. PRINCIPAL OFFICE ADDRESS: Mark this box if address shown below is correct If the block to the left is blank or contains incorrect data please add or correct the address below. ADDRESS: 464 MUNICIPAL BLD ADDRESS: 215 CHURCH AVE S W CITY/ST/ZIP ROANOKE, VA 24011-0000 CITY/ST/ZIP 7. DIRECTORS AND PRINCIPAL OFFICERS: All directors and principal officers must be listed. An individual may be designated as both a director and an officer. 0011353 Mark appropriate box unless area,,,pelow is blank If the block to the left is blank or contains incorrect data,please mark appropriate box and enter information below. Correction Addition Replacement E] Information is correct information is incorrect ❑ Delete information ❑ ❑ ❑ p OFFICER ® DIRECTOR ® OFFICER ® DIRECTOR J] NAME: ANITA JAMES PRICE NAME: Joseph L. Cobb TITLE: President TITLE: President ADDRESS: 215 CHURCH AVENUE, S.W. ADDRESS: 215 Church Avenue, S.W. CITY/ST/ZIP: Roanoke, VA 24011-0000 CITY/ST/ZIP: Roanoke, VA 24011 1 affirm that the information contained in this report is accurate and complete as of the date below. 0t t.t.L&�, `fie- � Ced.e.b;cc, F M a toyIt5eere4v r y JujW 2.t 1 P-0 42/ SIGNATURE OF DIRECTOR/O FICER PRINTED NAME AND CORPORATE TITLE DATE LISTED IN THIS REPORT It is a Class 1 misdemeanor for any person to sign a document that is false in any material respect with intent that the document be delivered to the Commission for filing. 2021 ANNUAL REPORT CONTINUED CORPORATION NAME: DUE DATE: 07/31121 GREATER ROANOKE TRANSIT COMPANY SCC ID NO.: 0153745-5 All directors and principal officers must be listed. 7. DIRECTORS AND PRINCIPAL OFFICERS: (continued) An individual may be designated as both a director and an officer. Mark appropriate box unless area golow is blank: If the block to the left is blank or contains incorrect data,please mark appropriate ❑ Information is correct a, Information is incorrect ❑ Delete information box and enter information below: ❑Correction ❑ Addition ❑Replacement OFFICER ® DIRECTOR ® OFFICER KI DIRECTOR 91 NAME: MICHELLE L DAVIS NAME: Vivian Sanchez-Jones TITLE: Vice President TITLE: Vice President ADDRESS: 215 CHURCH AVENUE, S.W. ADDRESS: 215 Church Avenue, S.W. CITY/ST/ZIP: Roanoke, VA24011-0000 CITY/ST/ZIP: Roanoke, VA 24011 Mark.appropriate box unless area below is blank If the block to the left is blank or contains incorrect data,please mark appropriate °'Information is correct ❑ Information is incorrect ❑ Delete information box and enter information below: ❑Correction E] Addition ❑Replacement OFFICER ® DIRECTOR ❑ OFFICER [1 DIRECTOR ❑ NAME: CECELIA F MCCOY NAME: TITLE: Secretary TITLE: ADDRESS: 215 CHURCH AVENUE S.W. ADDRESS: CITY/ST/ZIP: CITY/ST/ZIP: Mark appropriate box unless area¢elow is blank: If the block to the left is blank or contains incorrect data,please mark appropriate E] Information is correct Ubox and enter information below:Information is incorrect ❑ Delete information ❑Correction ❑ Addition ❑Replacement OFFICER (0 DIRECTOR ❑ OFFICER ® DIRECTOR ❑ NAME: SHERMAN STOVALL NAME: W. Brent Robertson 0071353 TITLE: ASST VP OPS TITLE: Assistant VP OPS �• ADDRESS: 2427 WESTMONT NW ADDRESS: CITY/ST/ZIP: ROANOKE, VA 24012-0000 CITY/ST/ZIP: Mark appropriate box unless area below is blank: If the block to the left is blank or contains incorrect data,please mark appropriate ['Information is correct ❑ Information is incorrect E] Delete information box and enter information below: ❑Correction E] Addition E]Replacement OFFICER ® DIRECTOR ❑ OFFICER ❑ DIRECTOR ❑ NAME: ROBERTS. COWELL, JR. NAME: TITLE: VP OPERATIONS TITLE: ADDRESS: 215 CHURCH AVENUE, S.W. ADDRESS: CITY/ST/ZIP: ROANOKE, VA 24011-0000 CITY/ST/ZIP: State A Corporation Annual Report Instructions Commission Overview Each Virginia corporation and foreign corporation authorized to do business in Virginia must file an Annual Report with the Office of the Clerk on or before the last day of the 12th month after it was incorporated or issued a certificate of authority, and by that date each following year. Important Information To file an Annual Report, visit the SCC Clerk's Information System (CIS) website, https://cis.scc.virginia.gov/. Specific Instructions I Entity Information To change Registered Agent and/or Registered Office Information, the corporation must file a IV Signature(s) Statement of Change of Registered Office The annual report must be signed by an officer and/or Registered Agent, which can be or a director who is listed in the report or, if the accomplished online using the website above. corporation is in the hands of a receiver, trustee, or other court-appointed fiduciary, by II Principal Office Address that fiduciary, and the printed name and title of Provide the corporation's principal office the person signing must be set forth next to the address as of the date the report is signed. signature. III Principal Information NOTE: Virginia law requires the Commission to List all of the corporation's directors and return for correction or explanation an annual principal officers (e.g., president, vice report that is incomplete or inaccurate. If the president, treasurer, secretary, etc.) as of the corporation has not filed an acceptable annual date the report is signed. report by the due date, it will not be in good 0011353 standing in Virginia. If the corporation fails to Almost all corporations are required to have at file an acceptable annual report on or before least one director and one officer. An individual the last day of the fourth month following the who is serving as an officer and director should due date, the corporation's existence or have both the officer and director boxes certificate of authority to transact business in marked next to his or her name. If the Virginia, as the case may be, will be corporation is not required to have any automatically terminated or revoked as of said directors or officers as a matter of law, and date. none have been elected or appointed, select "No Directors" and "No Officers." Questions? Visit https://scc.virginia.gov/for our FAQs (Rev. 2/20) 50468 50469 VALLEY METRO PINNACLE GREATER ROANOKE TRANSIT COMPANY 87-863/640 SOUTHWESTERN VIRGINIA TRANSIT MANAGEMENT COMPANY,INC. DATE AMOUNT m P.O.BOX 13247 ROANOKE,VA 24032 540-982-0305 June 3 2021 $*********100.00 m m O m 'AY ****ONE HUNDRED AND 0/100 US DOLLARS v VOID AFTER 90 DAYS 0 THE STATE CORPORATION COMMISSION 8 )RDER P.O. BOX 7607 )F MERRIFIELD, VA 22116-7607 �-- USA AUTHORI D SIGNATURE T� II■000 5046911' 1:0640086 3 71: II'800 1068 2 5 L 28►I' LLEY METRO GREATER ROANOKE TRANSIT COMPANY/SOUTHWESTERN VIRGINIA TRANSIT MANAGEMENT COMPANY,INC. 50469 VENDOR ID NAME PAYMENT NUMBER CHECK DATE TAE P June 3, 2021 OUR VOUCHER NUMBER YOUR VOUCHER NUMBER DATE AMOUNT AMOUNT PAID DISCOUNT WRITE-OFF NET 153745-5 /1/2021 100.00 100.00 100.00 100.00 OMMENT {z esoi zsioa-i s 4743433700 +,t N Greater Roanoke Transit Company Board of Directors Meeting Action Item July 30, 2021 The Honorable Joseph L. Cobb, President,and Members of the Board of Directors of Greater Roanoke Transit Company Roanoke,Virginia Dear President Cobb and Members of the Board: Subject:Authorization to Execute Contract for the Construction Services of the GRTC Transit Transfer Facility Background Greater Roanoke Transit Company d/b/a Valley Metro(GRTC or Valley Metro) needs to execute a contract for Construction Services in order to properly and completely construct a new GRTC Transit Transfer Facility to be located at Salem Avenue and 3rd Street in Roanoke,Virginia. In order to comply with federal and state procurement requirements, GRTC issued an Invitation for Bid (IFB)for GRTC to select the lowest, responsive bid for the Construction Services as described in the IFB. After proper advertisement, bids to provide the requested services were received from four companies on,July 27, 2021,at 2 PM, MB Contractor Inc.;G&H Contracting, Inc.; Charles Perry Partners, Inc.; and W. M.Schlosser Company, Inc. MB Contractor, Inc. was the lowest, responsive bidder at$12,430,000. Recommendation Adopt the enclosed Consent Resolution to authorize the GRTC Assistant Vice President of Operations and GRTC General Manager to execute a contract for Construction Services in order to properly and completely construct a new GRTC Transit Transfer Facility to be located at Salem Avenue and 3rd Street in Roanoke,Virginia with MB Contractors, Inc. in a form approved by General Counsel. Greater Roanoke Transit Company P.0,Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleyrnetro.corn Respectfully ubmitted, K in L. Price General Manager Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax (540)482-2703 www valleymetro.corn ACTION BY UNANIMOUS WRITTEN CONSENT OF THE BOARD OF DIRECTORS OF GREATER ROANOKE TRANSIT COMPANY The undersigned, being all the directors of Greater Roanoke Transit Company (GRTC), do hereby consent, hereby waive notice and ratify, adopt, and consent to the following Resolution, pursuant to Code of Virginia Section 13.1-685 and Article III, Section 3 of the By- Laws of GRTC, to adoption of the following resolution, and that such action be taken without a meeting of the Board of Directors. A RESOLUTION ACCEPTING THE BID OF MB CONTRACTOR, INC., FOR PROVIDING CONSTRUCTION SERVICES FOR THE GREATER ROANOKE TRANSIT COMPANY, D/B/A VALLEY METRO; AWARDING A CONTRACT FOR SUCH SERVICES; AUTHORIZING THE ASSISTANT VICE PRESIDENT OF OPERATIONS OF GRTC AND GENERAL MANAGER TO EXECUTE SUCH CONTRACT; AND AUTHORIZING THE ASSISTANT VICE PRESIDENT OF OPERATIONS OF GRTC AND GENERAL MANAGER TO TAKE SUCH FURTHER ACTIONS AND EXECUTE SUCH FURTHER DOCUMENTS, AS MAY BE NECESSARY TO IMPLEMENT, ADMINISTER, AND ENFORCE SUCH CONTRACT. BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company as follows: 1. The Board of I Directors of the Greater Roanoke Transit Company d/b/a Valley Metro (GRTC) hereby accepts the bid of MB Contractor, Inc., to provide Construction Services for GRTC and hereby makes an award of a Contract to MB Contractor, Inc., for providing such services. The other bids received in response to the invitation for bids for this matter are hereby rejected. 2. The Assistant Vice President of Operations of GRTC and the General Manager of GRTC are hereby authorized on behalf of GRTC to execute a Contract between GRTC and MB 1 Contractor, Inc., for Construction Services for GRTC, upon certain terms and conditions as set forth in the General Manager's letter to this Board dated July 30, 2021. Such Contract shall be substantially similar to one attached to such letter and in a form approved by General Counsel. The Company's Secretary is also authorized to attest any such documents. 3. The Assistant Vice President of Operations of GRTC and the General Manager of GRTC are further authorized to take such further actions and to execute such further documents as may be necessary to implement, administer, and enforce such Contract. Date: t� 2021 - J eph L. C b , Director 2 Date: < 2021 t ' nr �✓�. Dwayne D'Ardenne, Director 4 Date: 50 2021 K ie avis, Director 5 Date: g' Z 2021 Kar4n Michalski-Karney, Director 7 Date: 2021 Vivian Sanche -Jones, Director 3 Date: 2021 H. Robert Light, Director 6 Date: gj 2021 Apw A e Cantrell, Director 8 GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS September 13, 2021 Joseph L. Cobb, President, and Members of the Greater Roanoke Transit Company Board of Directors Dear President Cobb and Members of the Board: The regular meeting of the Greater Roanoke Transit Company Board of Directors will be held on Monday, September 20, 2021, at 12:30 p.m., in the EOC Conference Room, Room 159, first floor, Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., Roanoke, Virginia. Sincerely, Cecelia F. McCoy Secretary PC: Robert S. Cowell, Jr., Vice-President of Operations, GRTC W. Brent Robertson, Assistant City Manager for Community Development Timothy Spencer, General Counsel, GRTC Laura M. Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Troy A. Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS September 20, 2021 12:30 P.M. EOC CONFERENCE ROOM ROOM 159 ACTION AGENDA 1. Call to Order— Roll Call — Director Anne W. Cantrell was absent. 2. Approval of Minutes: Regular meeting of GRTC held on Monday, July 19, 2021. Without objection, the reading of the Minutes were dispensed with and approved. 3. Reports of Officers: a. General Manager: 1. Management Update: • Triennial Review Update • Financial Management Overview (FMO) Closeout • ATU 1493/GRTC Negotiations Update • Transit Marketing Update • TPAC Meeting Update • GRTC Ridership Without objection, the Management Update was received and filed. 2. Authorization to Purchase Replacement STAR Vehicles Adopted Resolution. (6-0) 3. Authorization to Purchase Phase II VMGO Project Adopted Resolution. (6-0) 4. Authorization to Purchase 3 Clean Diesel Transit Buses — Replacement Vehicles Adopted Resolution. (6-0) 5. Authorize AMENDMENT NO. 4 TO FIRST REINSTATED AGREEMENT FOR THE EXCHANGE OF REAL ESTATE Adopted Resolution. (6-0) 6. Authorization to Purchase Construction Administration Adopted Resolution. (6-0) 7. Authorization to Purchase Digital Radio Communication System Adopted Resolution. (6-0) 4. Other Business. None. 5. Next Meeting: Monday, November 15, 2021 at 12:30 p.m., in the EOC Conference Room. 6. Adjournment: 1:20 p.m. VC01140 . iWahrCP Greater Roanoke Transit Company(GRTC) Board of Directors Meeting Management Update September 20, 2021 Planning and Special Projects FY20 Triennial Review—Federal Transit Administration (FTA) In July 2021,the FTA and its consultants conducted a virtual Comprehensive Review or Triennial Review of the GRTC federally funded programs.The Triennial Review is one of FTA's management tools for examining grantee performance and adherence to current FTA requirements and policies. Mandated by Congress in 1982,the Triennial Review occurs once every three years. It examines how recipients of Urbanized Area Formula Program funds meet statutory and administrative requirements.The review currently examines up to 21 areas. In addition to helping evaluate grantees,the review gives FTA an opportunity to provide technical assistance on FTA requirements and aids FTA in reporting to the Transportation Secretary, Congress,other oversight agencies, and the transit community on the Urbanized Area Formula Program. The FTA and the Triennial Review consultants were very complimentary of our efforts to improve,especially in the areas of finance,ADA—General,and overall maintenance.A number of areas had no deficiencies(ND)which is a great accomplishment considering the challenges of the past 18 months or so. GRTC had 16 findings out of a possible 135 potential findings/questions during the review. 88%success rate. Management will begin the process regarding any corrective actions as soon as practical. Financial Management Overview(FMO)Closeout On July 28, 2021,the FTA notified GRTC Management that the FMO and associated findings have been closed. GRTC submitted Corrective Action Plans to the FTA which addressed each deficiency as stated in the final FMO report. ATU 1493/GRTC Negotiations Update On Friday,August 13, 2021 GRTC Management and the ATU were able to reach a tentative agreement for a one year term to expire on June 30, 2022. Negotiations will resume in the summer of 2022. In the tentative agreement were general language updates, a 3%wage increase, and a $600 bonus upon ratification.The Union voted to ratify this agreement on Sunday August 15, 2021. Transit Marketing Update GRTC management will be drafting a transit marketing plan in order to effectively communicate transit service changes, new projects, community engagement opportunities, employment opportunities, and transit service success stories.As GRTC continues to execute its plan for the future of public transportation in the Roanoke Valley, a robust messaging process will be pivotal in the eventual success of each transit service initiative. Greater Roanoke Transit company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com TPAC Meeting Update On August 12, 2021,TPAC held an in-person meeting at the Valley Metro Administrative Facility and virtual meeting via GoToMeeting.A system ridership update,transfer center construction update, and staff recruitment update were the primary topics discussed. Staff also responded to questions from TPAC members. The minutes from the TPAC meeting are attached to this Management Update. GRTC Ridership Update Month 2020 2021 %Change(-/+) January 141,320 82,833* -41% February 159,236 74,879* -53% March 120,273 87,513* -27% April 87,972 87,133* -<1% May 82,419 81,333* -1% June 102,825* 84,803* -17.5% July 90,458* 90,431* -<1% August 88,555* 87,879* -<1% Starline Trolley ridership data included Respectfully S mitted, evi rice G eral Manager Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com Copy: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com 1108 Campbell Ave SE Roanoke, VA 24013 Wes IIey P : 540-982-2222/F : 540 982 2703 Valleymetro.com EVE GREATER ROANOKE TRANSIT COMPANY TRANSIT PASSENGER ADVISORY COMMITTEE (TPAC) DATE: August 12, 2021 TIME: 6:30 P.M. LOCATION: Valley Metro, Maintenance and Administrative Facility 1108 Campbell Avenue, S.E., Roanoke, Virgina 24013 AGENDA 1. WELCOME 2. ROLL CALL 3. GRTC pdates a. Valley Metro, Maintenance and Administrative Facility Tour b. Transfer Center Update c. Tanglewood Mall Service d. Operator Recruitment Update e. Ridership Updates f. Other Updates 4. QUESTIONS/COMMENTS FROM TPAC MEMBERS a. b. S. NEXT MEETING —OCTOBER 14th @ 6:30PM 6. ADJOURN Page 1 1108 Campbell Ave SE Roanoke, VA 24013 va ��� P : 540-982-2222/F : 540 982 2703 Valleymetro.com Roll Call TPAC Member August 12, 2021 Rachel Ruhlen Present Hope Fifer Present-Virtually Steve Grammer Present-Virtually Laura Hartman Present-Virtually Sean McGinnis Present Chris Andrews Monique Janelle Vacant Vacant Page 2 1108 Campbell Ave SE Roanoke, VA 24013 W" 4&V P : 540-982-2222/F : 540 982 2703 Valleymetro.com Transfer Center Updates Kevin Price provided updates about the Campbell Court Transfer Center. Valley Metro transportation service will vacate Campbell Court by the end of January 2022. Page 3 1108 Campbell Ave SE Roanoke, VA 24013 P : 540-982-2222/ F : 540 982 2703 Valleymetro.com TANGLEWOOD MALL SERVICE BUS STOP CLO' SEU.; Tangatwood Mall Rout*51158(Proposed) alt.►.ittr, •• 5i�• � /y, 3 ,. Legend �. ••, ,a Prppated Routes Y1te.l fin. .. Y r t '��• * Sia 4 j, a d., ♦ Ea�rf 4 EFFECTIVE: August '16w 2021 Several bus stops around Tanglewood Mall will be closed effective August 16, 2021 , due to construction. To board the bus, use temporary stops located on Electric Rd. and at Barnes & Noble. If you have any questions, call (540)982-2222 or visit www.valleymetro.com Page 4 1108 Campbell Ave SE Roanoke, VA 24013 P : 540-982-2222/F : 540 982 2703 Valleymetroxom -- -- -, >z Tangelwood Mail z 524 {{{ E�ndof Lime, Route 55/52(Proposed) 55 o •••,. 52 •••� J 55/52 w•+•� 52 � "mit 55/52 •••• ••�•• 52 �• Arrhnl Times(Approx. �.a 1-:42 Legend II-:45 III-•48 Rou,eName �. 52 Tanglewood Stop 52 Mall ti • [—iangelwood oute 51/56(Proposed) En 56 1 TangeM1vood Mall .` 56 \`�\ 51 51 ``\\ \ Legend end �.` Arrival Tomes(Approz. II-:45 Proposed Routes m-:48 Ott Route 56 111111 Route 5l J New Stop Location \ �\\% Closed Stops Page 5 1108 Campbell Ave SE Roanoke, VA 24013 Va fey P : 540-982-2222/F : 540 982 2703 Valleymetro.com RIDERSHIP UPDATES Fixed Route Ridership Month 2020 2021 iff April 87972 87133 - 0.95% May 82419 81333 -1.32% June 102825 84803 -17.53% July 90458 90431 -.03% STAR Ridership Month 12020 2021 % Difference April 3009 5730 47% May 3007 5997 50% June 4623 5827 21% Page 6 1108 Campbell Ave SE Roanoke, VA 24013 WCE 4.- P : 540-982-2222/F : 540 982 2703 Valleymetro.com Operator Recruitment Post Covid Ridership Campaign Survey a. Survey Questions will be emailed to TPAC b. Customers will receive one free trip for completing survey, VIP Pass c. SurJreys can be completed online via Valley Metro Website, or sybmitted to Information Officer Booth at Campbell Court for a free pass Page 7 1108 Campbell Ave SE Roanoke, VA 24013 VcsII@y P : 540-982-2222/F : 540 982 2703 Valleymetro.com 2. DRPT - Transit Recovery Marketing Concepts Rediscover Your Ride—Idea 1 Potential Voiceover/Copy Potential Visuals When work,school,or even getting a haircut can feel like an Potential visuals:Stock footage/images of people on the move mixed adventure,it's nice to know an old friend is there to take the with partner footage. journey with you. Like you,Virginia public transportation has experienced a lot of Potential visuals:Partner or agency footage/images(operators with change in the last year. masks,vehicle cleanings,hand sanitizer stations). And like you,we're ready to see you travel safely and confidently. Potential visuals: Partner or agency footage/images(Contactless fare payments,happy and safely distanced interaction between an operator and passenger). As you revisit old places or try new ones,we know you've got places Potential visuals:Stock footage/images of people inside the office to go and people to see. (everyday adventure);partner or stock footage of people at a public event/space like a concert venue,grocery store,or park. Rediscover your ride at TransitVA.org (In video, have a slate with the tagline and URL). Rediscover Your Ride—Idea 2 Potential Voiceover/Copy Potential Visuals Public transportation has been here for you during Potential visuals: Partner and/or stock footage/images these unprecedented times. of operator/drivers with masks and VA transit vehicles in motion. And we're still here to help you feel confident as Potential visual :Stock footage/images of people on you go b;ck to the office and school. the move (step;ing out their front doors, walking into businesses/coffee shops/schools). As you discover what works for you, Potential visuals:View of search screen, showing some common questions, such as: • Getting to work/school on time • Closest bus/train route to my office • New operating hours • How often does the bus/train run? discover all the ways we're working to make you Potential visuals: Partner or agency footage/images feel comfortable on board. (Contactless fare payments, happy and safely distanced interaction between an operator and passenger). Rediscover your ride at TransitVA.org I (In video, have a slate with the tagline and URL). Page 8 1108 Campbell Ave SE Roanoke, VA 24013 y P : 540-982-2222/F : 540 982 2703 WM Valleymetro.com FjffiW 0 Members of the GRTC Board Joseph L. Cobb 06/30/22 Yes Dwayne D'Ardenne 06/30/22 Yes Karen Michalski-Karney 06/30/22 Yes Anne Cantrell 06/30/22 Yes IH. Robert Light 06/30/22 Yes Vivian Sanchez-Jones 06/30/22 Yes Kathleen Davis 06/30/22 Yes Members of TPAC TPAC Member - . Off for ice Eligible - . . . . Rachel Ruhlen Roanoke Valley Alleghany 6/30/2022 Yes Regional Commission Hope Fifer City of Roanoke 6/30/2022 Yes Steve Grammer STAR passenger/ 6/30/2022 Yes disabled community Laura Hartman City of Roanoke 6/30/2022 Yes Sean McGinnis City of Roanoke 6/30/2022 Yes Chris Andrews Business Community No Monique Janelle City of Roanoke No Vacant Town of Vinton No Vacant City of Salem No Page 9 1108 Campbell Ave SE Roanoke, VA 24013 wcm114--V P : 540-982-2222/F : 540 982 2703 Valleymetro.com INOWN004M I BUDGET GREATER ROANOKE TRANSIT COMPANY COMBINED BUDGET(Valley Metra,Smartway,Trolley,Srturtway Express) FY 22 REVENUES FY 20 ACTUAL FY 21 BUDGET FY 22 BUDGET %INC DECR PASSENGER REVENUES 1,340,643 1616 821 970,093 40% ADVERTISING 120,206 131,000 133,000 0% INTEREST 2,794 1,507 1,507 0% OTHER REVENUES 148,823 $ S7,049 28,111 -51% TOTAL.REVENUES 1612 470 i 37B 11132,711 -37% EXPENSES LABOR 4,040.256 4,156,272 S 4156 272 0% FRINGE BENEFITS 19 2,123 21282,07 2 567 993 13% SERVICES $ 6 3,492 701,890 919,505 31% MATERIALS&SUPPUES 1,2j&461 1,402,915 1429 332 2% UTILITIES 219.258 231,070 S 242,624 S% INSURANCE 244,373 S 260,063 S 264 840 4% MISCELLANEOUS $ 1,908179 $ 1,966,967 2194 616 12% TOTAL EXPENSES 10,3%,142 11001634 11780182 7% DEFICIT (11,693,672) $ i9A93,216J $ J19,647,471) 16% SUBSIDIES FEDERAL 1484 572.294 $ 1998114 249% FEDERAL COVID 5307 S 160 703 6 500 000 3,422,599 -47% FEDERAL COVID 5311-SMAR7WAY $ S87,549 S 900, $ -100% STATE 1171,308 571,712 $ 2,714,063 375% OTHER LOCAL $ 300,623 97,645 410,643 321% NEW RIVER VALLEY 76,601 5 20,270 S 94,705 367% VATECH 130.664 S 49559 $ 233,255 371% CITY OF ROANOKE 1 527 261 481,776 $ 1773 432 268% TOTAL SUBSIDIES S 9044 2 9,193,2S6 $ 10 647 71 16% NET INCOME[LOSS1 350,520 $ 0 Page 10 1108 Campbell Ave SE Roanoke, VA 24013 VCE I ley P : 540-982-2222/F : 540 982 2703 Valleymetro.com TPAC QUESTIONS 1. How was the Zero Fare application received? Did we get the grant? - GRTC was approved for$66,000, Transportation Assistance for needy families (TANF) Grant which will support local social service organizations in the purchase of transit service tickets, passes for qualified clients - We are in the process of applying for the Department of Rail and Public Transportation (DRPT) Transit Ridership incentive Program (TRIP). The Transit Ridership Incentive Program (TRIP) is a statewide grant program dedicated to improving transit's regional connectivity in urban areas with a populatillon in excess of 100,000 and reducing barriers to transit use by supporting low income and zero fare programming. o Program will provide funds towards the designation of a fare-free corridor in the Valley Metro Service area within the Roanoke Valley. For Example Valley Metro is proposing to have the fare-free corridor along the Melrose Avenue Corridor 2. What's the latest on the ridership campaign? -- last time y'all mentioned a survey and ways to incentivize ridership. -We are still working on Post Covid Ridership surveys,we will email sample surveys to TPAC. 3. Are we still low on bus operators? How does that relate to our ability to offer peak service schedules? -Yes we still need 20-25 operators 4. What is the status of the transit station construction schedule? -We plan to vacate Campbell Court by December 2021 5. How soon can we expect the transition to electronic fare cards?This was mentioned as a goal last time but without a timeline attached. - 2022 6. What's the status of our term limits or reappointments as members of this committee? -Valley Metro will recommend all active member be reappointed 7. What's the status of appointing more people to our committee? -Valley Metro will make recommendations new members to be appointed in Jan 2022 8. Will the Transfer Center have solar Panels`? We are considering Solar panels Page 11 1108 Campbell Ave SE Roanoke, VA 24013 I(plleyP : 540-982-22221 F : 540 982 2703 namValleymetro.com TPAC OBSERVATIONS 1. I strongly feel that a complete and current System Map is a transit requirement and important tool, especially if you are new to or considering the bus system for transit. The Individual Schedule Maps which are currently online are great if you already know the Routes. But, without the full System Map, it's hard and time consuming to visualize potential transfer points that are missed on Google Transit for various reasons. There were 2 much better options than Google gave me last night to get from home to the meeting, but I only knew to consider them since I had a good idea of the System Map. 2. At your convenience, can you ex lain in a little more detail how the budget process works? A full discussio can be left until the next meeting, but some brief info would be helpful. 3. There was one thing that came up at the last meeting that we didn't hear about. Last winter when we reviewed the plans for the new transit station, A Committee member had comments about environmental features and I had comments about vigilantly maintaining ADA accessibility during construction. But I would like to know the status of that request 4. Can we postpone the Facility tour for another meeting? Page 12 1108 Campbell Ave SE Roanoke, VA 24013 P : 540-982-2222/F : 540 982 2703 Valleymetro.com CUSTOMER COMPLIMENT (Received via email) To: Reception <conference@valleymetro.com> Subject: Excellent Service! Hello. My name is Xxxxxx and I just want to let you all know how thankful I am that you all have taken the time to hire such amazing staff. Yesterday I was looking for my cousin. He is young and autistic and has many health issues. I could not measure the worry if I had to. He had gotten frustrated and decidd to take an "adventure" as he called it. We searched high and low for him a d could not find him. I was advised that he was seen on a bus so I went the bus station and was helped by your attendant. He advised me of the bus schedule and to expect the last one coming in. The first driver I saw I greeted was the one who's bus said "SALEM". He joked and laughed immediately which was calming although he had no idea what was wrong. Luckily for me he had taken care of my cousin. I showed him the picture and he tol me that he could tell that he had a disability and even when addressing that he was polite and ki d. He let me know that not only had he seen him that he c red for him. Now my cousin is verbal and a sertive bit of course he doesn't always communicate as yound I would. He had previously been to the duck pond and he had enjoyed it so he had asked the driver to take him to the duck pond. The driver let me know that he took him there. After hugging the driver we left to find him. What your driver did not tell us was that not only did he make sure he got where he had asked to go but how kind he was to him and how he catered to his disability. He had so much fun and felt so welcome with your driver that all he is talking about is how much fun he had on his trip and how kind and helpful your driver was to him. Him taking him to that pond saved his life to say the least. He is on a lot of medication due to him having issues with his heart. His small act of kindness made literally may have saved his life because he was able to be located and receive the medication he needs. Your driver is a hero to say the least! Please extend my love to him once more on behalf of my family and I. He made that difference by simply being kind. Page 13 $QB F "I 140V Greater Roanoke Transit Company Board of Directors Meeting Action Item September 20, 2021 The Honorable Joseph L. Cobb, President, and Members of the Board of Directors of Greater Roanoke Transit Company Roanoke, Virginia Dear President Cobb and Members of the Board: Subject: Authorization to Purchase Five (5) Replacement Complimentary Paratransit Vans Background The Greater Roanoke Transit Company (GRTC) will be replacing five (5) paratransit vans that have reached the end of their respective useful lives, as defined by Chapter IV, Section 3f (2) (a) 3 of the Federal Transit Administration's (FTA) Circular 5010.1 E, by exceeding 100,000 miles or 4 years of revenue service. The replacement paratransit vans will have a seating capacity of 7 passengers. The estimated cost for the five (5) paratransit vans is $340,152.25. This vehicle replacement project is being funded by the Federal Transit Administration, Virginia Department of Rail and Public Transportation, and local funds. Recommendation GRTC Board of Directors authorize the purchase of five (5) Complimentary Paratransit Service replacement vans in accordance with Sections 2a and 2e of GRTC November 15, 2010 Board Resolution and FTA/Virginia Public Procurement Act requirements; that either GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations or General Manager (or designee) or any combination of two of the four aforementioned individuals be authorized to execute a purchase contract for said vans. Respec ful ubmitted, ev Price As stant General Manager Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com BOARD OF DIRECTORS OF THE GREATER ROANOKE TRANSIT COMPANY A RESOLUTION authorizing Greater Roanoke Transit Company to execute a purchase contract to purchase five (5) replacement complimentary paratransit vans in compliance with Federal Transit Administration (FTA) Circular 5010.1E; and authorizing the Vice President of Operations and General Manager to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such contract. BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company as follows: 1. GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations, or General Manager, or any combination of two of the four aforementioned individuals are each authorized, for and on behalf of GRTC, to take such actions and execute a purchase contract, in a form approved by General Counsel, to purchase five (5) complimentary paratransit vans referred to in the General Manager's report dated September 20, 2021, to this Board. The estimated cost of the replacement paratransit vans is $340,152.25, and is being funded by the Virginia Department of Rail and Public Transportation, the Federal Transit Administration, and local funds. 2. The Vice President of Operations and General Manager are further authorized to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such purchase contract, with any such documents to be in a form approved by General Counsel. ATTEST: Secretary. Wp 11@'� .M� iVr6*r1CP Greater Roanoke Transit Company Board of Directors Meeting Action Item September 20, 2021 The Honorable Joseph L. Cobb, President, and Members of the Board of Directors of Greater Roanoke Transit Company Roanoke, Virginia Dear President Cobb and Members of the Board: Subject: Authorization to Purchase Equipment and Install for Real-time Transit Passenger Information project (VMGO) — Phase II Background VMGO will provide real-time bus stop departure times via a smartphone, personal computer, and by calling a dedicated landline phone number. The VMGO app for smartphone users can be downloaded at the Google Play store for Android users and App Store (iOS)for Apple users. Digital LED displays with transit bus stop information will be installed at higher volume bus stops. VMGO Phase I was launched for Starline Trolley, Smart Way, and Smart Way Express passengers in September 2019. Phase II will provide real-time transit information for all Valley Metro services (scheduled install in March 2022). Phase II project costs are estimated to be $697,799.00. This project is being funded by the State of Virginia's Smart Scale program. Recommendation GRTC Board of Directors authorize the purchase of Equipment and Install for Real-time Transit Passenger Information project (VMGO)— Phase II in accordance with Sections 2a and 2e of GRTC November 15, 2010 Board Resolution and FTA/Virginia Public Procurement Act requirements; that either GRTC's President, Vice-President of Operations, Assistant Vice- President of Operations or General Manager (or designee) or any combination of two of the four aforementioned individuals be authorized to execute a purchase contract for said project. Resp II ubmitted, evi . Price As stant General Manager Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com A� BOARD OF DIRECTORS OF THE GREATER ROANOKE TRANSIT COMPANY A RESOLUTION authorizing Greater Roanoke Transit Company to execute a purchase contract to purchase and install Real-time Transit Passenger Information Equipment, and authorizing the Vice President of Operations and General Manager to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such contract. BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company as follows: 1. GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations, or General Manager, or any combination of two of the four aforementioned individuals are each authorized, for and on behalf of GRTC, to take such actions and execute a purchase contract, in a form approved by General Counsel, to purchase and install Real-time Transit Passenger Information Equipment referred to in the General Manager's report dated September 20, 2021, to this Board. The estimated cost is $697,799, and is being funded by the State of Virginia's Smart Scale program. 2. The Vice President of Operations and General Manager are further authorized to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such purchase contract, with any such documents to be in a form approved by General Counsel. ATTEST: J-- ylldl Secretary. Greater Roanoke Transit Company Board of Directors Meeting Action Item September 20, 2021 The Honorable Joseph L. Cobb, President, and Members of the Board of Directors of Greater Roanoke Transit Company Roanoke, Virginia Dear President Cobb and Members of the Board: Subject: Authorization to Purchase Three (3) Replacement Low Floor Clean Diesel Transit Buses Background The Greater Roanoke Transit Company (GRTC) will be replacing three (3) urban coaches that have reached the end of their respective useful lives, as defined by Chapter IV, Section 3f(2) (a) 3 of the Federal Transit Administration's (FTA) Circular 5010.1 E, by exceeding 500,000 miles or 12 years of revenue service. The replacement low floor coaches will be 40 feet in length with seating capacity of 35 passengers. The estimated cost for the three (3) clean diesel coaches is $1,680,000. This transit bus replacement project is being funded by the Regional Surface Transportation Program (RSTP) as part of GRTC's Transit Bus Rehabilitation and Replacement Project (80% Federal/20% State). No local matching funds required. Recommendation GRTC Board of Directors authorize the purchase of three (3) Low Floor Clean Diesel replacement buses in accordance with Sections 2a and 2e of GRTC November 15, 2010 Board Resolution and FTA/Virginia Public Procurement Act requirements; that either GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations or General Manager (or designee) or any combination of two of the four aforementioned individuals be authorized to execute a purchase contract for said buses. Respectf I Submitted, Price A sistant General Manager ..a w.a*.«�c.*urar =...z�>srt •.. a yr Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com BOARD OF DIRECTORS OF THE GREATER ROANOKE TRANSIT COMPANY A RESOLUTION authorizing Greater Roanoke Transit Company to execute a purchase contract to purchase three (3) replacement low floor clean diesel buses, in compliance with Federal Transit Administration (FTA) Circular 5010.1E,; and authorizing the Vice President of Operations and General Manager to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such contract. BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company as follows: 1. GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations, or General Manager, or any combination of two of the four aforementioned individuals are each authorized, for and on behalf of GRTC, to take such actions and execute a purchase contract, in a form approved by General Counsel, to purchase three (3) replacement low floor clean diesel buses referred to in the General Manager's report dated September 20, 2021, to this Board. The estimated cost of the replacement low floor transit coach buses is $1,680,000, and is being funded by the Regional Surface Transportation Program (RSTP), with no local matching funds required, as part of GRTC's Transit Bus Rehabilitation and Replacement Project. 2. The Vice President of Operations and General Manager are further authorized to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such purchase contract, with any such documents to be in a form approved by General Counsel. ATTEST: ozu&., Secretar,. Greater Roanoke Transit Company Board of Directors Meeting Action Item September 20, 2021 The Honorable Joseph Cobb, President, and Members of the Board of Directors of Greater Roanoke Transit Company Roanoke,Virginia Dear President Cobb and Members of the Board: Subject: Authorize Amendment No.4 to First Reinstated Agreement for the Exchange of Real Estate between the City of Roanoke,Virginia and Greater Roanoke Transit Company dated September 17, 2019 Background The City and Greater Roanoke Transit Company (GRTC) entered into a First Reinstated Agreement for the Exchange of Real Estate dated September 17, 2019, ( Agreement) following authorization by City Council through the adoption of Ordinance No. 41565-091619. The Agreement authorized the sale and conveyance of four parcels of real property, collectively referred to as the GRTC Relocation Parcels, and described as (i) 0 Salem Avenue,S.W., Roanoke,Virginia, bearing Official Tax Map No. 1010113;and 325 Salem Avenue,S.W., Roanoke, Virginia, bearing Official Tax Map No. 1010115; and (ii) 0 Salem Avenue, S.W., Roanoke, Virginia, bearing Official Tax Map No. 1010121;and 0 Salem Avenue,S.W., Roanoke,Virginia, bearing Official Tax Map No. 1010122; from the City to GRTC, in accordance with the Agreement, in exchange for the transfer of certain real property located in the City of Roanoke, Virginia, at 29 Campbell Avenue S.W., and 30 Salem Avenue S.W., commonly known as Campbell Court and owned by GRTC,from GRTC to the City. Under the terms of the Agreement,the Closing Date is to be no later than September 30, 2021.All Parties have requested an extension of the Closing Date, as defined in the Agreement,to January 31, 2022. Recommendation Authorize the President and General Manager to execute the proposed Amendment No.4 to the Agreement with the City, substantially similar in form to the proposed Amendment No.4 attached to this report,which proposed Amendment amends certain terms of the Agreement to extend the Closing Date to January 31, 2022. Such Amendment No.4 shall be in a form approved by the GRTC General Counsel. +;rA 1 M's4 Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com Respectfully Su mitted, Kev' L. Price G neral Manager Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com BOARD OF DIRECTORS OF THE GREATER ROANOKE TRANSIT COMPANY A RESOLUTION approving the execution, delivery and performance, by the Greater Roanoke Transit Company (GRTC) of an Amendment No. 4 to the First Reinstated Agreement for the Exchange of Real Estate between the City of Roanoke, Virginia and GRTC dated September 17, 2019 ("Agreement") to provide for (i) the sale and transfer of the GRTC Relocation Parcels, as described below, to GRTC from the City of Roanoke, Virginia ("City"), and (ii) the acquisition of Campbell Court, as described below, by the City from GRTC; authorizing the President and General Manager of GRTC to execute the Amendment No. 4; and authorizing the President and/or General Manager to execute such further documents and take such further actions as may be necessary to accomplish the sale of real property and the acquisition of real property. WHEREAS, the Council of the City of Roanoke adopted Ordinance No. 41565-091619, adopted on September 16, 2019, in which Council approved the terms of the Agreement with the City and GRTC; WHEREAS, the City and GRTC executed the Agreement, which was dated September 17, 2019; WHEREAS, the Agreement provides for the transfer of four parcels owned by the City and more particularly described as (i) 0 Salem Avenue, S.W., Roanoke, Virginia, Official Tax Map #1010113; (ii) 325 Salem Avenue, S.W., Roanoke, Virginia, Official Tax Map #1010115; (iii) 0 Salem Avenue, S.W., Roanoke, Virginia, Official Tax Map #1010121; and (iv) 0 Salem Avenue, S.W., Roanoke, Virginia, Official Tax Map #1010122 (collectively, the "GRTC Relocation Parcels") from the City to GRTC in exchange for the transfer of Campbell Court, consisting of 13 parcels within the City, together with improvements thereon, situated at 29 1 Campbell Avenue, S.W., Roanoke, Virginia and 30 Salem Avenue, S.W., Roanoke, Virginia, and bearing Official Tax Map Nos. 1011105, 1011106, 1011107, 1011108, 1011109, 1011110, 1011116, 1011117 1011118, 1011119, 1011120, 1011122, and 1011129 (collectively, "Campbell Court"), from GRTC to the City; WHEREAS, under the terms of the Agreement, the Closing Date is to be no later than September 30, 2021; WHEREAS, all Parties have requested an extension of the Closing Date, as defined in the Agreement; WHEREAS, the City and GRTC desire to amend the Agreement to address these matters in accordance with the terms of this Amendment No. 4; and WHEREAS, GRTC staff recommends that the Board approve Amendment No. 4 to the Agreement, all as further set forth in the General Manager's Report dated September 20, 2021, to this Board. THEREFORE, BE IT RESOLVED by the Board of Directors of GRTC as follows: 1. The Board finds and determines that Amendment No. 4 to the Agreement is in the best interests of GRTC and its stockholder, as set forth in the General Manager's Report dated September 20, 2021, which Amendment No. 4 amends the Agreement approved by City Council by Ordinance No. 41565-091619, adopted on September 16, 2019, and provides for certain undertakings and obligations by the City and GRTC. 2. The Board authorizes the President and/or the General Manager to execute the Amendment No. 4 to the Agreement, to amend certain terms of the Agreement to extend the Closing Date to January 31, 2022, as set forth in the aforementioned General Manager's Report. Amendment No. 4 to the Agreement is to be substantially similar to the Amendment No. 4 attached to the General Manager's Report. 2 3. Further, the Board authorizes the President and/or the General Manager to negotiate and execute such further documents and take such further actions related to this matter and as may be necessary to implement, administer, and enforce the conditions and obligations that must be met by the City and GRTC pursuant to the Agreement and Amendment No. 4. 4. The form of the documents referred to above and in the General Manager's Report are to be approved by GRTC's General Counsel. ATTEST: Secretary. 3 Greater Roanoke Transit Company Board of Directors Meeting Action Item September 20, 2021 The Honorable Joseph Cobb, President, and Members of the Board of Directors of Greater Roanoke Transit Company, Roanoke, Virginia Subject: Construction Administration Contract—New Downtown Transit Center Background Greater Roanoke Transit Company d/b/a Valley Metro (GRTC or Valley Metro) needs an architectural and engineering (A&E) consultant to assist with construction administration for a new transfer facility and associated construction requirements. In order to comply with federal and state procurement requirements, GRTC issued a Request for Qualifications (RFQ)for GRTC to select a top ranked offeror for the design and construction administration of the GRTC transfer facility. October 23, 2019 was the issue date for the RFQ for A&E Services for the Design of the GRTC Transfer Facility, with an opening date of December 3, 2019. After proper advertisement, proposals to provide the requested services were received from four firms on, December 3, 2019, at 2 PM, Hughes Associates Architects and Engineers; Interactive Design, Inc.; Spectrum Design, PC; and 3 North PLLC. The qualifications of the firms were evaluated and all four were selected to be interviewed. A five person panel, consisting of GRTC's General Manager, Kevin Price, GRTC's Assistant General Manager, Ronnie Parker, GRTC's Assistant Director of Transportation, Doug Thompson, GRTC's Director of Building Maintenance, Gary Bannister, and the City of Roanoke Engineer, Luke Pugh, served as the selection committee. Following the interviews, conducted on December 18 and 19, 2019, and January 6, 2020, the firm of Spectrum Design, PC, 10 Church Ave SE, Plaza Suite 1, Roanoke, VA 24011-2104, was selected as being the Offeror whose qualifications and proposed services were deemed the most meritorious to provide the desired A&E services for the Design of the GRTC Transfer Facility. A contract, including a scope of services for this project was executed at a price considered fair and acceptable to GRTC staff. The fee for the required professional services was for a firm fixed cost of $670,975.59 as set forth in the contract for such required services. This fee did not include construction administration as this was to be negotiated once construction bids were received. After proper advertisement, bids to provide the requested construction services were received from four companies on, July 27, 2021, at 2 PM, MB Contractor Inc.; G&H Contracting, Inc.; Charles Perry Partners, Inc.; and W. M. Schlosser Company, Inc. MB Contractor, Inc. was the lowest, responsive bidder at$12,430,000. As construction bids have now been received and approved for contract execution by the 7,>�W—,Kti.� �:� Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com GRTC Board of Directors, a negotiated price for Construction Administration has been received by GRTC's Design Firm, Spectrum Design for$229,443.55. Recommendation GRTC Board of Directors authorize the provision of Construction Administration Services in accordance with Sections 2a and 2e of GRTC November 15, 2010 Board Resolution and FTA/Virginia Public Procurement Act requirements; that either GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations or General Manager(or designee) or any combination of two of the four aforementioned individuals be authorized to execute a purchase contract for said services. Respectfull S mitted, vi . Price Ge ral Manager Copy: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com y BOARD OF DIRECTORS OF THE GREATER ROANOKE TRANSIT COMPANY A RESOLUTION authorizing Greater Roanoke Transit Company to execute a construction administration contract needed to assist with construction administration for a new transfer facility and associated construction requirements; and authorizing the Vice President of Operations and General Manager to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such contract. BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company as follows: 1. GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations, or General Manager, or any combination of two of the four aforementioned individuals are each authorized, for and on behalf of GRTC, to take such actions and execute a construction administration contract, in a form approved by General Counsel, to assist with construction administration for a new transfer facility and associated construction requirements referred to in the General Manager's report dated September 20, 2021, to this Board. The negotiated cost is $229,443.55. 2. The Vice President of Operations and General Manager are further authorized to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such purchase contract, with any such documents to be in a form approved by General Counsel. ATTEST: Secretary. Veal140y �tm� Greater Roanoke Transit Company Board of Directors Meeting Action Item September 20, 2021 The Honorable Joseph Cobb, President, and Members of the Board of Directors of Greater Roanoke Transit Company, Roanoke, Virginia Subject: Purchase of Digital Radio Communication System Background Currently, the Greater Roanoke Transit Company's (GRTC) Low Floor transit buses, trolleys, commuter coaches, and transportation offices are equipped with an analog radio communication system used to maintain contact with fleet vehicles across the entire GRTC service area. The analog communication system, currently shared with other Roanoke City emergency responders, has reached the end of the useful lifespan. Upgrading to a digital communication system GRTC will improve safety and increase communication between dispatchers, street supervisors, and bus operators. GTRC must complete the first phase of transitioning from an analog system to a digital radio system by December 31, 2021. The anticipated total cost to purchase the necessary radio equipment for the transition from analog to digital is estimated to be$125,569. The Department of Rail and Public Transportation (DRPT)will contribute$85,387, or sixty eight percent(68%). Federal Transit Administration (FTA) grant awards will contribute$35,159, or twenty-eight percent(28%). And the remaining $5,023, or 4%will come from GRTC's local funds. Recommendation GRTC Board of Directors authorize the purchase of a Digital Radio Communication System in accordance with Sections 2a and 2e of GRTC November 15, 2010 Board Resolution and FTA/Virginia Public Procurement Act requirements; that either GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations or General Manager(or designee) or any combination of two of the four aforementioned individuals be authorized to execute a purchase contract for said services. Respectf Ily ubmitted, vi . Price Ge ral Manager Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com Copy: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com V BOARD OF DIRECTORS OF THE GREATER ROANOKE TRANSIT COMPANY A RESOLUTION authorizing Greater Roanoke Transit Company to execute a purchase contract to purchase a Digital Radio Communication System; and authorizing the Vice President of Operations and General Manager to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such contract. BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company as follows: 1. GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations,or General Manager,or any combination of two of the four aforementioned individuals are each authorized, for and on behalf of GRTC, to take such actions and execute a purchase contract, in a form approved by General Counsel, to purchase a Digital Radio Communication System referred to in the General Manager's report dated September 20, 2021, to this Board. The estimated cost of the Digital Radio Communication System is $125,569, and is being funded by the Department of Rail and Public Transportation at $85,387, the Federal Transit Administration at $35,159, and $5,023 in local funds. 2. The Vice President of Operations and General Manager are further authorized to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such purchase contract, with any such documents to be in a form approved by General Counsel. ATTEST: Secretary. GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS November 8, 2021 Joseph L. Cobb, President, and Members of the Greater Roanoke Transit Company Board of Directors Dear President Cobb and Members of the Board: The regular meeting of the Greater Roanoke Transit Company Board of Directors will be held on Monday, November 15, 2021, at 12:30 p.m., in the EOC Conference Room, Room 159, first floor, Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., Roanoke, Virginia. Sincerely, C41- ��J. ywe Cecelia F. McCoy Secretary PC: Robert S. Cowell, Jr., Vice-President of Operations, GRTC W. Brent Robertson, Assistant City Manager for Community Development Timothy Spencer, General Counsel, GRTC Laura M. Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Troy A. Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS November 15, 2021 12:30 P.M. EOC CONFERENCE ROOM ROOM 159 ACTION AGENDA 1. Call to Order— Roll Call — Director H. Robert Light was absent. 2. Approval of Minutes: Regular meeting of GRTC held on Monday, September 20, 2021. Without objection,the reading of the Minutes were dispensed with and approved. 3. Reports of Officers: a. General Manager: 1. Management Update: • Downtown Transit Transfer Center Construction -UPDATE • Transit Onboard Passenger Limit Increase • Post-COVID Transit Passenger Survey • TPAC Meeting Update • GRTC Ridership Update Without objection, the Management Update was received and filed. 2. Repeal and Replace the FY 21-22 Meeting Schedule for the Board of Directors of the Greater Roanoke Transit Company adopted June 21, 2021. Adopted Resolution. (6-0) 4. Other Business: Director Kathleen Davis announced her resignation from the Board of Directors due to new employment. 5. Next Meeting: Tuesday, January 18, 2022 at 12:30 p.m., in the EOC Conference Room. 6. Adjourn: 1:08 p.m. Greater Roanoke Transit Company(GRTC) Board of Directors Meeting Management Update November 15, 2021 Planning and Special Projects Downtown Transit Transfer Center Construction- UPDATE Valley Metro's construction firm (MB Construction)was given the official Notice to Proceed on September 21, 2021. Construction activities on the new site began on September 21, 2021.To date, all construction related activities are on schedule with minimal site related issues discovered. Construction is scheduled to be completed in the summer of 2023.Valley Metro staff have begun the necessary preparations regarding the service relocation to the new site.Service relocation is expected to be completed by January 2022. Transit Onboard Passenger Limit Increase Effective Thursday, October 14, 2021,Valley Metro modified the passenger limit on board all Valley Metro transit services to 100%seated capacity.Transit passengers are still required to wear a mask while using public transportation. Post-COVID Transit Passenger Survey GRTC will be conducting a "post-COVID 19" ridership survey in order to gauge the needs of transit passengers in a "post COVID"world.Transit passengers will be able to complete online by scanning a QR code or visiting the Valley Metro website at www.valleymetro.com.Transit passengers may also complete the survey in a written format then turn in the survey at the Campbell Court Transfer Center or the Valley Metro Administrative Building. Survey documents will be available for pick-up on all transit buses,the Campbell Court Transfer Center, and the Valley Metro Administrative Building. TPAC Meeting Update On October 14, 2021,TPAC held a virtual meeting via GoToMeeting.A system ridership update,transfer center construction update, bus stop improvement update, and staff recruitment update were the primary topics discussed. Staff also responded to questions from TPAC members. The minutes from the TPAC meeting are attached to this Management Update. Greater Roanoke Transit Company GRTC Ridership Update Month 2020 2021 %Change(-/+) January 141,320 82,833* -41% February 159,236 74,879* -53% March 120,273 87,513* -27% April 87,972 87,133* -<1% May 82,419 81,333* -1% June 102,825* 84,803* -17.5% July 90,458* 90,431* -<1% August 88,555* 87,879* -<1% September 89,867* 88,971* -1% October 99,908* 91,032* -9% Starline Trolley ridership data included Respectfull Su itted, Kevi . rice General Manager Copy: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company THANK YOU M The Greater Roanoke Transit . Company is conducting a "Post- 0 Covid" ridership survey about transportation available at Valley Metro. • Community engagement will help improve transportation service for all citizens. To begin the survey, : scan the image below or visit www.valleymetro.com. Your information will remain confidential and will only be used for this survey. ' You may submit the survey in person at the Campbell Court f Transfer Center or at the Valley Metro Administrative building.(1108 Campbell A ve., SE.) Thank You in advance for your • participation. By completing the survey, you will be entered in a it drawing for a monthly bus pass. x.Y .�...� O .r. . 1 I.. - ,'. .. O .. j' .!j. r 4. I primarily ride the bus to: a. Work / Employment b. School / College 1vt c. Essential Medical Trips (Example: Medical/Dialysis) Visit www.vmgoapp.com d. Essential Retail Trips (Example: Shopping/Grocery) RIDERSHIP SURVEY 3. The Valley Metro routes that e. Non-Essential Trips I ride most frequently are? Entertainment / Name: Restaurants / Movies (Select all that apply) '1 Email f. Visit Friends or Family Phone: a. 11/12 - Valley View Mall b. 21/22 - Valley Court S. What actions should Valley 1. How many times do you c. 25/26 - Roanoke Regional Metro take to increase ride Valley Metro buses Airport "Post-COVID" ridership? each week? d. 31/32 - Blue Hills a. Improve schedule a. Never frequency e. 35/36 - Vinton b. 1-2 times a week b. Strict face mask f. 41/42 - Southeast c. 3-5 times a week g, 51/52 - Tanglewood Mall requirements for operators d. 5-10 times a week and staff Brambleton & Red h. 61 62 - e. More than 10 times a week c. Encourage customers to Rock i. 65/66 - Carlton & Grandin ' keep wearing face masks 2. I get Valley Metro route d. Improve Technology and updates from: j. 71/72 - Lewis Gale Hospital Trip planning a. Bus Operators k. 75/76 - Veterans Hospital Cleaning b. VMGO App/alerts I. 91/92 - Melrose/Salem e. g disinfectin g c. Valley Metro Website m. Star Line Trolley f. Other d. Social Media n. Smart Way Commuter e. Television/News/Radio f. Call Valley Metro 1108 Campbell Ave SE � Roanoke,VA 24013 Vile@y �s14`_ P : 540-982-2222 t F : 540 982 2703 Valleymetro.com GREATER ROANOKE TRANSIT COMPANY TRANSIT PASSENGER ADVISORY COMMITTEE (TPAC) DATE: October 14, 2021 TIME: 6:30 P.M. LOCATION: Valley Metro, Maintenance and Administrative Facility 1108 Campbell Avenue, S.E., Roanoke, Virgina 24013 AGENDA 1. WELCOME/ROLL CALL 2. GRTC Updates a. GRTC Board Meeting Update September 20th, 2021 b. Transfer Center Update c. Transit Service/Bus Stop Updates i. Passenger Limit Increase ii. Harper Hall iii. Shelter- Salem & 16th Street d. Ridership Updates e. Other Updates i. Operator Recruitment Update ii. Post Covid Ridership Campaign Survey iii. TPAC Member Campaign 3. TPAC MEMBERS -QUESTIONS/COMMENTS a. b. C. 4. NEXT MEETING—November 111h @ 6:30PM 5. ADJOURN Page 1 1108 Campbell Ave SE Roanoke,VA 24013 WA114L-y P : 540-982-2222 1 F : 540 982 2703 Valleymetro.com WELCOME/ROLL CALL OctoberTPAC Member Rachel Ruhlen Present Virtually Hope Trachtenberg- Present Virtually Fifer Steve Grammer Present Virtually Laura Hartman Present Virtually Sean McGinnis Present Virtually Chris Andrews Absent Absent Monique Janelle Vacant Vacant Joseph Cobb GRTC BOD, President Kevin Price GRTC Ron Parker GRTC Page 2 1108 Campbell Ave SE Roanoke,VA 24013 js P : 540-982-22221 F : 540 982 2703 VaIIey Valleymetro.com GRTC BOARD MEETING UPDATE - SEPTEMBER 20 2021 1. Authorization to purchase five (5) Replacement STAR Service Vehicles a. GRTC will be replacing five (5) paratransit vans that have reached of their respective useful lives. 2. Authorization to purchase Phase II VMGO Project a. VMGO will provide real time bus stop departure times via a smartphone, personal computer, and by calling a dedicated land line. Phase II will provide real time transit information for all Valley metro services. Scheduled to be installed March 2022 3. Authorization to purchase three (3) Clean Diesel Transit Buses — Replacement Low Floor 40' Vehicles 4. Authorization to purchase Digital Radio Communication System Page 3 1108 Campbell Ave SE Roanoke,VA 24013 Va„ey P : 540-982-2222/F : 540 982 2703 Valleymetro.com 5. TRANSFER CENTER UPDATES c t 1. Authorize Amendment #4 to First Reinstated Agreement For The Exchange Of Real Estate a. As part of Phase 1, GRTC plans to move to the new site by January 31St, 2022 2. Authorization to purchase Construction Administration a. GRTC needs and architectural and engineering consultant to assist with construction administration for a new transfer facility and associated construction requirements Page 4 1108 Campbell Ave SE Roanoke, VA 24013 P : 540-982-2222/F : 540 982 2703 Valleymetro.com VALLEY METRO ANNOUNCES PASSENGER LIMIT INCREASE Effective Thursday, October 14, 2021, Valley Metro will modify the passenger limit on board all Valley Metro transit services to 100% seated capacity. All Valley Metro passengers are encouraged to plan ahead as the bus may reach full capacity before arriving at your stop. Valley Metro has taken a number of actions to reduce the risk of exposure. In addition to cleaning and sanitizing our buses, welve also installed barriers to provide separation between the operators and customers. Operators and customers are required to use of face coverings or masks while onboard Valley Metro public transportation services. We strongly encourage passengers to follow Centers for Disease Control (CDC) guidelines. including : - Passengers will be asked to exit the bus if they refuse to wear a face mask or covering you are sick, or experiencing cID 19 symptoms avoid public transportation - Transit passengers are encouraged to limit interaction Frith the bus operator - Signage has been placed on all buses to encourage social distancing and behaviors as prescribed by the CDC - Use the front door for entry/use the rear doors for exit - All Valley Metro vehicles are ADA accessible if you have questions, please contact Valley Metro, at 982- 2222. Page 5 1108 Campbell Ave SE Roanoke, VA 24013 P : 540-982-2222/F : 540 982 2703 Valleymetro.com SMART WAY EXPRESS SERVICE - Harper Hall Starting Monday, September 20, 2021, a temporary bus stop has been approved for Harper Hall on West Campus Blvd. Smart Way Express customers may use this stop to access Life Sciences, Litton Reeves, and Washington S . Page 6 1108 Campbell Ave SE Roanoke,VA 24013 va„�y P : 540-982-22221 F : 540 982 2703 Valleymetro.com BUS BUS SHELTER UPDATE - SALEM & 16TH STREET �u s 9,r m Page 7 1108 Campbell Ave SE Roanoke,VA 24013 vA�♦@y P : 540-982-2222 t F : 540 982 2703 Valleymetro.com RIDERSHIP UPDATES n � 5 April 87,972 87,133 - 0.95% May 82,419 81,333 -1.32% June 102,825 84,803 -17.53% July 90,458 90,431 -.03% August 88,555 87,879 -0.76% ---7 September 89,867 88,971 -.01% Month 2020 2021 % Difference April 3,009 5,730 47% May 3,007 5,997 50% June 4,623 5,827 21% July 4,568 5,233 11% August 4,763 6,089 22% Page 8 1108 Campbell Ave SE Roanoke,VA 24013 VaNtey P : 540-982-22221 F : 540 982 2703 Valleymetro.com OTHER UPDATES: Operator Recruitment Valley Metro needs a strong workforce to provide safe, reliable service. Vally Metro would like to hire at least 25 bus operators. We are experiencing turnover due retirement, attrition and a competitive job market. Page 9 1108 Campbell Ave SE Roanoke,VA 24013 WC1111 N P : 540-982-22221 F : 540 982 2703 Valleymetro.com OTHER UPDATES: Post Covid Ridership Campaign Survey 1. Survey Questions will be emailed to the TPAC - Survey presented at TPAC Meeting on 10/14 2. Customers will receive one free trip for completing survey, VIP Pass 3. Surveys can be completed online via Valley Metro Website, or submitted to Information Officer Booth at Campbell Court for a free pass - Survey instructs customers to submit survey at 10 booth to receive free pass Page 10 1108 Campbell Ave SE Roanoke,VA 24013 1/a11E?y P : 540-982-22221 F : 540 982 2703 Valleymetro.com DRAFT, THANK YOUM TI-te Greater Roanoke O u TransitCompany • conducting ridership survey aboutO transportation ch• a the Roanoke valley andC 4? u � surrounding {Community engagement will help improve Q 'C N transportation service for � O To begin the@ survey, scan the image Q. } below /www.vallemeft o, Q U u Your • y M �+ confidential f } Q ll only remaini.• .! • ! A U You ! ?4 in person at the Information Booth ii llQ Court } t0 • ! i V •.• participation. completing i will ve a chance to win a l F eVISA gift cavd. • iii 1 Page 11 1108 Campbell Ave SE Roanoke,VA 24013 rVd��ey P : 540-982-22221 F : 540 982 2703 Valleymetro.com DRAFT, )VI Visit www, RIDERSHIP SURVEY 3. The Valley F ride most fr Name: (Select all thi Email: a. 11112 -Vi Phone: b. 21/22 -Vi 1. Now many times do you c. 25126 - Rs ride Valley Metro buses Airport each week? d. 31132 - BI a. Never e. 35136 - Vi b. 1-2 times a week f. 41/42 - S( c. 3-5 times a week g. 51152-Tc d. 5-10 times a week h. 61162 - B e. More than 10 times a week Rock 2. The best source for Valley J 71/72 -i. 65166 - C C Metro route updates is: a. Bus Operators k. 75176 -Vt b. VMGO App/alerts 1. 91192 - M c. Valley Metro Website m.Star Line d. Social Media n. Smart Wa e. Television/News/Radio C Call Valley Metro Page 12 1108 Campbell Ave SE Roanoke,VA 24013 ya��ey � R P : 540-982-22221 F : 540 982 2703 Valleymetro.com RAFT The Greater Roanoke Company, also known TPAC Member Campaign Metro, is seeking community input about #« # Roanoke valley an• surrounding J� communities. ysN114mv interested,If you are can OAIIIEf participate in making the Valley Metro bus system even better, Transit Pa�Y�seng iR■ Passenger x « # Committee, Advisory Committee complete'. brief«application« #htmil « Application image below device. will The Transit Passenger Advisory ' # # ` ini confidential and will only be used for Committee will provide advice this ,## and recommendations to the on. CRTC Board of Directors on You may also submit the application transit service, facilities, plans person • and policies that are specific to Administrative Building • . -# . t 1108 CRTC services. .#• Roanoke, Thank You advance foryour participation. 0 3 or «•+� ■ ! IA • For more information visit www.vallevmetro.com Page 13 1108 Campbell Ave SE 10, Roanoke,VA 24013 Va114L-y P : 540-982-22221 F : 540 982 2703 Valleymetro.com TPAC QUESTIONS 1. What are TPAC members three top suggestions to improve transit system for disabled passengers? a. Passenger train travel for the disabled community/VM bus schedule b. Extend Hours of service c. Training 2. For the Valley Metro staff, can we review briefly this week the specific services that are currently available to the disabled community and the major challenges or barriers from your perspective to making any changes? a. Reviewed STAR Complementary Paratransit service - Provided by RADAR b. Fixed Route Transit bus service c. Federal/State/Regional planning i. d. Training, includes but is not limited to the following topics: i. Customer Service ii. Defusing Conflict, Conflict resolution 1. Listen First Speak Later, 2. Apologize and Empathize 3. Clarify iii. De-escalation, dealing with Angry customers iv. Servicing Customers with disabilities v. Americans with Disability Act vi. Service Animals vii. Wheelchair/Mobility Device securement Page 14 1108 Campbell Ave SE Roanoke,VA 24013 °h P : 540-982-22221 F : 540 982 2703 Valleymetro.com TPAC OBSERVATIONS 1. Can we Include more TPAC comments in the Report to the GRTC Board? 2. Check Voice announcement pronunciation for HARPER Hall, & Mass TRANSIT a. Harper and Transit have been updated. 3. Are most RADAR customers or customers qualified for Medicare/Medicaid? a. 4. Can we invite Nathan from RADAR/STAR to answer a TPAC Questions? 5. Can STAR service provide same day service? 6. Can a STAR client call and get urgent transportation provided for them a. Customers have called STAR line and did not get an answer? 7. What can the TPAC committee do to help get buy-in and support to improve service for ADA customers. 8. What prevents us from adding a trip to the Amtrak Station for STAR customers? Since the trip is occasional and Page 15 1108 Campbell Ave SE Roanoke,VA 24013 V411ey � P : 540-982-2222/F : 540 982 2703 Valleymetro.com Can you clarify, I believe you said the survey will run early November to late December or am I confusing that with the TPAC application?The dates on the TPAC application say Nov 1—Dec 31, 2021; the deadline should be on the flyer. I recommend the GRTC to extend the application period if there aren't enough applicants to fill all vacancies, appoint applicants mid-term if not all vacancies get filled initially, and if a reserved slot isn't filled but there are otherwise qualified applicants, fill the reserved slot temporarily anyway. Our discussion last night was very good and I feel more confident that we will figure out this committee's role, but neither we nor the GRTC Board are quite sure what it is yet. My understanding of what Kevin said is that the committee can provide insight into implementation, identifying potential unintended consequences or glitches in implementation (such as the VMGO typos Sean noticed). To that end, I have two comments. 1) 1 would like the GRTC Board to consider that as more committee members are added, it is critical that they are frequent (weekly or more often) transit users so they will have the background needed to identify potential unintended consequences and ride frequently enough to notice glitches in implementation. I feel comfortable with the current memberships' composition of Smartway and RADAR users, but we are weak in riders who use the regular service and the Trolley. if not enough applicants have that background, the application period should be extended and additional recruitment strategies used until we have applicants with that background. 2) TPAC agendas should focus more on upcoming implementations and less on decisions that have already been made, while there is still potential to tweak implementation and before final decisions are made. For example, the GRTC Board could have sought our input on the bus & paratransit vehicle purchases, but getting the report after the GRTC Board had already approved the purchases did not give us an opportunity to weigh in. Relevant to the discussion last night that transit users are locked out of Amtrak because they don't have a ride when they get off the train, particularly wheelchair users who don't have private-sector options like Uber: When extended evening hours are implemented, I ask that the GRTC Board consider including an Amtrak-specific service so that if the train is late, passengers aren't stranded. For example, before Amtrak came to Roanoke, there was a Smartway bus that waited in Lynchburg for the train. Recommendation 1P from the Transit Vision Plan is relevant: "Coordinate transit services with Amtrak (Roanoke) Station schedules to increase regional connectivity and the convenience of longer trips". Page 16 1108 Campbell Ave SE Roanoke, VA 24013 P : 540-982-22221 F : 540 982 2703 Valleymetro.com Can we use an image of a regular bus instead of the Trolley?The majority of our riders use the regular bus. I suggest that name, email, & phone comes at the end of the survey. Survey experts (MetroQuest is my source but I've seen this elsewhere) say that people are more likely to provide that information after they've taken the survey than before. It will also help to add "For one free ride pass and a chance to win a $100 VISA gift card, please provide this information" close to the name/email/phone fields. (Require a name for the free ride so you can throw out duplicates if someone submits a survey every day!) It would be helpful to understand what you are hoping to get out of the survey and how the information will be used. Some re-wording suggestions that I think might be more clear- #1: Add an answer option "It varies" #2: 1 get Valley Metro route updates from: (the rider knows about their own experience but maybe not what's best for everyone) Why are you asking this question, will you drop or add route update alert sources based on this survey? Add an "Other" answer option #3:The Valley Metro routes I most frequently ride are: (make this plural,that's less confusing) #4: 1 primarily ride the bus to: (remove 'appointments that are related') I think the word "appointment" is confusing, I don't make an appointment to go to the grocery store. Are the answer options consistent with previous surveys? What do we hope to do with this information? Depending on what we hope to do with it, consider these simpler answer options that align a little better with travel demand model categories: a. Work or School b. Essential non-work trips (such as medical appointments or groceries) Page 17 1108 Campbell Ave SE Roanoke,VA 24013 rV=1140y P : 540-982-22221 F : 540 882 2703 Valleymetro.com c. Non-essential trips (such as social or entertainment) #5: What actions should Valley Metro take... (remove 'additional'—this brochure does not describe what action VM is taking, so how to riders know what is additional?) I'm not sure about the answer options for this question. Will the input received inform decision making, or have these decisions already been made? CAN we improve schedule frequency? What does that mean exactly, does it mean restore peak service or restore peak with the changes proposed in the TDP? What does "Improve Technology and Trip planning" mean (and why are Technology and Trip capitalized)? B, C, and E all seem to be about the same thing (disease prevention). Consider making this an open-ended question without any answer options. Page 18 BOARD OF DIRECTORS OF GREATER ROANOKE TRANSIT COMPANY A RESOLUTION ESTABLISHING A SPECIFIC MEETING SCHEDULE FOR THE BOARD OF DIRECTORS OF THE GREATER ROANOKE TRANSIT COMPANY (GRTC). WHEREAS, at the Board's June 21, 2021, meeting, a specific meeting schedule for the 2022 Fiscal Year was adopted; and WHEREAS, the City will be closed in observance of Juneteenth on Monday, June 20, 2022, and the meeting of the Board of Directors of Greater Roanoke Transit Company will be held on Tuesday, June 21, 2022. THEREFORE, BE IT RESOLVED by the Board of Directors of GRTC as follows: 1. That the Board of Directors approves the meeting schedule as set forth below. All meetings are set to start at 12:30 p.m. and will be held in the Emergency Operations Center (EOC) Conference Room which is located on the first floor of the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., Roanoke, Virginia 24011, unless a different location is designated by the President or Secretary of the Board. The meeting for Tuesday, June 21, 2022, will be held at 1:45 p.m. in the City Council Conference Room, Room 451, on the fourth floor of the Noel C. Taylor Municipal Building, 215 Church Avenue, SW, Roanoke, Virginia 24011. In accordance with Article III, Section 4 of the GRTC By-Laws, the following meeting dates for the GRTC Board are approved for the 2022 Fiscal Year: July 19, 2021 (Monday, 12:30 p.m. —EOC) September 20, 2021 (Monday, 12:30 p.m. —EOC) November 15, 2021 (Monday, 12:30 p.m. —EOC) January 18, 2022 (Tuesday, 12:30 p.m. —EOC) March 21, 2022 (Monday, 12:30 p.m. —EOC) May 16, 2022 (Monday, 12:30 p.m. —EOC) June 21, 2022 (Tuesday, 1:45 p.m. — City Council Conference Room, Room 451). 1 2. The GRTC Board can hold additional meetings on an as-needed basis in accordance with the GRTC By-Laws. 3. The schedule of meetings for the GRTC Board for subsequent fiscal years may be set annually by the Board at the June Board meeting, or at any other Board meeting as the Board may determine to be appropriate. ATTEST: Date: �)n"rxkjh, 1,5, Oa l Ozct� �• Cecelia F. McCoy, Secretary 2 Daniel L.Crandall' Peter A.Katt D.Adam McKelvey' William C.Pattisall*- Telephone: Cranbalt Q_ '7r� att 540- acsim00 John F.Pyle V� ;rti j.l David J.Crandall Facsimile: Lawrence Crandall P 11 III Attorneys &Counselors at Law 540-345-3527 366 Ei n Avenue,S.W.,Roanoke,Virginia 24016 info@crandalllaw.com Stephen C.Huff aadmitted in Washington,DC lo so admitted in west Virgin also admitted in Noah Carolina December 20, 2021 RA: Tim Spencer, City Attorney Via Certified Mail The C're:-ter Roanoke Tra s:t Company Return Receipt Requested d/b/a Valley Metro 7017 2620 0000 9740 0364 215 Church Avenue, S.W., Room 464 Roanoke, Virginia 24011 Re: Our Client: Rose McNair Notice Pursuant to Va Code Ann. Section 15.2-209 Dear Mr. Spencer: Pursuant to Section 15.2-209 et sea., of the 1950 Code of Virginia, as amended, notice is hereby given that: 1) Claimant in this cause: Rose McNair 2) Date & Time of Accident: November 11, 2021 3) Nature of Claim: Compensation for personal injuries sustained by Rose McNair, including but not limited to sprain of ligaments of cervical spine; Left hip and knee; lumbosacral strain due to a motor vehicle accident caused by the negligence of a Valley Metro bus Driver. The nature of this claim may include compensation for the following: bodily injuries, physical pain and mental anguish, disfigurement or deformity, inconvenience, medical expenses, lost earnings and/or lessening of earning capacity and interest form the date of incident. 4) Precise Location: West Campbell Ave. and 2nd Street, City of Roanoke, Virginia Thank you for your time and attention to this notice. This office will await a response from you. Sincerely yours, CRANDALL & KATT Attorneys& Counselors at Law 1/4�Icl David J. Crandall,Esquire DJC/tjh cc: Cecelia F. McCoy, Secretary GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS January 10, 2022 Joseph L. Cobb, President, and Members of the Greater Roanoke Transit Company Board of Directors Dear President Cobb and Members of the Board: The regular meeting of the Greater Roanoke Transit Company Board of Directors will be held on Tuesday, January 18, 2022, at 12:30 p.m., in the EOC Conference Room, Room 159, first floor, Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., Roanoke, Virginia. Sincerely, ozue� Cecelia F. McCoy Secretary PC: Robert S. Cowell, Jr., Vice-President of Operations, GRTC W. Brent Robertson, Assistant City Manager for Community Development Timothy Spencer, General Counsel, GRTC Laura M. Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Troy A. Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS Tuesday, January 18, 2022 12:30 P.M. EOC CONFERENCE ROOM ROOM 159 AGENDA 1. Call to Order— Roll Call: Directors Anne Cantrell and Dwayne D'Ardenne was absent. President Cobb received notification that Director Karen Michalski-Karney was unable to attend today's Board of Directors Meeting due to inclement weather and requested approval to allow remote participation by electronic communication means. President Cobb made a motion to allow Ms. Michalski-Karney to participate by phone. The motion was seconded by Vice-President Sanchez- Jones and was unanimously approved by the Board. 2. Approval of Minutes: Regular meeting of GRTC held on Monday, November 15, 2021. Without objection,the reading of the Minutes were dispensed with and approved. 3. Reports of Officers: a. Secretary: 1. A communication advising of the resignation of Kathleen "Katie" Davis as a City Staff Representative of the Greater Roanoke Transit Company, Board of Directors, effective November 30, 2021. Without objection, the resignation from Ms. Davis was accepted and communication was received and filed. A new director will be considered at the March 21, 2022 meeting. b. General Manager: 1. Management Update: • Downtown Transit Transfer Center Construction — Update • Transit Marketing Plan Review • "Post COVID" Survey Results — Preliminary • TPAC Meeting Update • GRTC Ridership Update Without objection, the Management Update was received and filed. 2. Financial Reports/Audit Update Without objection, the Financial Reports/Audit Update was received and filed. 3. Authorization to Purchase Three All Electric Transit Buses. Adopted Resolution. (4-0) 4. Authorization to File for Federal Transit Administration (FTA) Operating/Capital Financial Assistance and Commonwealth of Virginia Operating/Capital Assistance for Fiscal Year 2022 — 2023. Adopted Resolution. (4-0) 5. Authorize Amendment No. 5 to First Reinstated Agreementforthe Exchange of Real Estate between the City of Roanoke, Virginia and Greater Roanoke Transit Company dated September 17, 2019. Adopted Resolution. (4-0) 4. Other Business: The General Manager thanked the City of Roanoke, specifically Director Dwayne D'Ardenne, Manager of Transportation, for snow removal efforts during the recent snow event. Mr. Light has identified a TPAC person of interest from the City of Salem. General Manager will receive information. President Cobb recommended an on-sight visit to the new downtown Transit Transfer Center that is under construction; before or following the next GRTC Board of Directors meeting on March 21, 2022. 5. Next Meeting: Monday, March 21, 2022 at 12:30 p.m., in the EOC Conference Room. 6. Adjourn: 1:24 p.m. NOTIFICATION OFDIRI CTOR'S INABII_,ITY TO ATTEND BOARD OF DIRECTORS' MEF TING ON TUESDAY, JANUARY 18, 2022 AND RFQUES'T FOR APPROVAI. TO ALLOW REMOTE PARTICIPATION BY ELECTRONIC COMMUNICATION MEANS Pursuant to the policy adopted by the Greater Roanoke Transit Company (GRTC) Board of Directors polio- (Policy). I, Karen Michalski-Karney, hereby notify Joseph Cobb, President of the GR`I'C Board of Directors, that I am unable to attend meeting of the GRTC Board of Directors set for January 18. 2022, at 12:30 p.m. because of the COVID - 19 and the current weather conditions. I further rLquest that the Board of Directors allow me to participate at this meeting, including any closed meeting, remotely through the use of electronic communication means in accordance with the Policy. Meeting virtually is permitted since the Governor has instituted a State of Emergency. Dated this 18th day of January, 2022. h.aren Michalski-Karney Member, Board of Directors (seal) Moved:_Cabb______ Seconded:qa-nehe-z-Jones PASSED:__4_0 GRTC Board Resignation 11/29/2021 08:54 AM Katie Davis to: Joseph Cobb Susie McCoy Katie Davis/Employees/City_of_Roanoke Joseph Cobb/Employees/City_of_Roanoke@City_of_Roanoke Susie McCoy/Employees/City_of_Roanoke@Cityof_Roanoke J Davis Katie GRTC Board Resignation Mr. Cobb, Good morning. This email serves as my official notice of resignation as a member of the Greater Roanoke Transit Company Board of Directors, effective the end of November 2021. It has been a pleasure to serve on the Board with you and all the other members, and I wish you all the best going forward. On a personal note, I hope you have a wonderful holiday season,and that our paths cross again in the future! Thank you, Katie Davis Senior Budget Analyst Department of Finance, Management& Budget Division City of Roanoke 215 Church Ave SW Roanoke,VA 24011 P: (540)853-1621 F: (540)853-2773 E: katie.davis@roanokeva.gov V=11+0V Greater Roanoke Transit Company(GRTC) Board of Directors Meeting Management Update January 18, 2022 Planning and Special Projects Downtown Transit Transfer Center Construction—UPDATE GRTC management is pleased to report that the construction of the new downtown transit center remains on schedule with no unexpected delays.The temporary transit operations trailers have been delivered to the site and are ready for transit operations to begin.Valley Metro will be conducting on-site transit vehicle maneuver testing to determine the safest and most efficient way to deliver a pleasant transit passenger experience while in the temporary configuration. Updated transit route maps,frequently asked question sheets, and general transit information points of emphasis are currently being developed. Transit Marketing Plan GRTC has developed a Marketing Plan for 2022. Prepared by 5 Points Creative, GRTC's Marketing Plan will serve as guide in to order re-introduce Valley Metro to the community, provide information about exciting new projects such as the VMGO Expansion, New Transit Transfer Center, and all-electric buses added to the fleet. Valley Metro provides an essential service not only to the Roanoke Valley, but also to the New River Valley and Virginia Tech,Amtrak connections to the Northeast Regional terminating in Boston, Massachusetts.The Marketing Plan is included in the GRTC Board Packet for review and comment. Post-COVID Transit Passenger Survey—Results—Preliminary Valley Metro conducted a "Post-COVID"Transit Passenger Survey.A summary of the responses is included with the GRTC Board Packet. Of the 23 responses received, passengers seem to be satisfied with the service and looking forward to the completion of the new downtown transit transfer center. TPAC Meeting Update On November 11, 2021,TPAC held a virtual meeting via GoToMeeting.A system ridership update,transfer center construction update, bus stop improvement update, and staff recruitment update were the primary topics discussed. Staff also responded to questions from TPAC members. Greater Roanoke Transit Company GRTC Ridership Update Month 2020 2021 %Change(-/+) January 141,320 82,833* -41% February 159,236 74,879* -53% March 120,273 87,513* -27% April 87.972 87,133* -<l% May 82,419 81,333* -1% June 102,825* 84,803* -17.5% July 90,458* 90,431* -<l% August 88,555* 87,879* -<l% September 89,867* 88,971* -1% October 99,908* 91,032* -9% November 83,792 88,832* +6% December 89,238* 91,133* +2.1% Starline Trolley ridership data included Respectfull ubmitted, fKeL. e nager Copy: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company POST COVID SURVEY RESULTS (23 SURVEYS) Question 1 HOW MANY TIMES DO YOU RIDE VALLEY METRO BUSES EACH WEEK? a. Never 0 X X X X X b. 1-2 times a week 5 X X c. 3-5 times a week 4 X X d. 5-10 times a week 11 X X X X X X X X X X X X X e. More than 10 times a week 3 X 19MM, IN 1911.11M NINE a. Bus Operators 9 X X X X X X X X X b. VMGO App/alerts 2 X X c. Valley Metro Website 9 X X X X X X X X X d. Social Media 6 X X X X X X X X X X e. Television/News/Radio 5 X X f. Call Valley Metro 5 X X X X Question#3-THE VALLEY METRO ROUTES THAT I RIDE THE MOST ARE: X X X L. 11/12-Valley View Mall 8 X X X X X b. 21/22-Valley Court 7 X X X X X X X X X c. 25/26-Roanoke Regional Airport 2 d. 31/32-Blue Hills 0 X X X X X X X X X 10 X e. 35/36-Vinton X X f. 41/42-Southeast 5 X X X g. 51/52-Tanglewood Mall 8 X X X X X X X X h. 61/62—Brambleton &Red Rock 2 X X i. 65/66—Carlton &Grandin 2 X X j. 71/72-Lewis Gale Hospital 0 k. 75/76-Veterans Hospital 2 X X I. X X 91/92-Melrose/Salem 7 X X X X X m. Star Line Trolley 11` X X X X X X X X X X X n. Smart Way Commuter 2 X X t. ., � �. _, x � �_ . a. Work/ Employment 13 X X X XX X X X X X X X X b. Scheduled Appointments/Medical/Dialysis 4 X X X X c. School/College 2 X X d. Retail/Shopping/Grocery Store 7 X X X X X X X e. Entertainment/Restaurants/Movies 4 X X X X f. Visit Friends or Family 7 X X X X X X X Question#5-WHAT ACTIONS SHOULD VALLEY METRO TAKE TO INCREASE POST COVID RIDERSHIP? a. Improve schedule frequency 2 X X b. Strict face mask requirements for operators an 10 X X X X X X X X X X C. Encourage customers to keep wearing face ma 18 X X X X X X X X X X X X X X X X X X d. Improve Technology and Trip planning 1 X e. Cleaning disinfecting 12 X X X X X X X X X X X X OTHER COMMENTS: Get New Bus Station I Appreciate The DriveRs And Staff Commuters Need To Wear Masks Or Not Be Allowed On The Bus Passengers Need To Wear Masks Disabled People Up Front Seem Not To Get Enough Help Buses Need To Have The Floors Swept Men Wear There Masks-Below There Nose, Might As Well Not Wearing It Below There Nose Get New Bus Station Built Quick Need New Bus Station, Get Things Right Look To See New Bus Station Soon New Bus Station Please Thank You For Helping Me Get Around Town Help Handicapped More,Shelters Benches At Busier Bus Stops Some Get Tired,Cleaning Disinfecting At Night I Don't Know The Masks Are Upsetting My Airspace Improve Google Maps Or Make Your Own Thing It's Vary Hard To Adjust To Your Specific Needs And To Chose A Bus Stop To Get Picked Up From,Create A Noti We Need More Frequent And Later Busses. I Can Understand Budget Issues At The Beginning Of Covid, But Half Hour Busses All Day Would Space Out Riders Ar _ legend RC1lIteS �1 6 Route 11/16 Timepoints 16 Stop Information ONew Stop O1 5th NB at Harrison O 5th NB at Gilmer 4\0 0 Salem WB at 5th Hershberger& rnf, • Stop No Longer Served on These Routes OOrdway '1,q G • Harrison at 2nd(stop removed) 16 • Wells at Jefferson(now served by 21,25,&SW) w N Cn� 16 O /,0 • Williamson at Wells(now served by 22&26) /. Walmart ` 16 • Campbell Court(Transfer Center moved) "11 Greenland& O 10th Arrrlreh,� 10 Time Points(Closest Route Number Indicates Direction) 0 Route Timetable (Monday-Saturday) " u16 i *Indicates scheduled departure times �7�y 3rd Street O O O O O 11 4 5 9 - Station ORugby& 10th 5:45 AM 5:55 AM 6:05 AM �h 6:15 AM 6:25 AM 6:35 AM 6:45 AM 6:55 AM 7:05 AM w o� O 7:15 AM 7:25 AM 7:35 AM 7:45 AM 7:55 AM 8:05 AM ^ 8:15 AM 8:25 AM 8:35 AM 8:45 AM 8:55 AM 9:05 AM 9:15 AM 9:25 AM 9:35 AM 9:45 AM 9:55 AM 10:05 AM �oDOg'eft 10:15 AM 10:25 AM 10:35 AM 10:45 AM 10:55 AM 11:05 AM 11:15 AM 11:25 AM 11:35 AM 11:45 AM 11:55 AM 12:05 PM 12:15 PM 12:25 PM 12:35 PM 12:45 PM 12:55 PM 1:05 PM 1 1:15 PM 1:25 PM 1:35 PM 1:45 PM 1:55 PM 2:05 PM w 2:15 PM 2:25 PM 2:35 PM 2:45 PM 2:55 PM 3:05 PM 2 3:15 PM 3:25 PM 3:35 PM 3:45 PM 3:55 PM 4:05 PM 4:15 PM 4:25 PM 4:35 PM 4:45 PM 4:55 PM 5:05 PM 11 5:15 PM 5:25 PM 5:35 PM 5:45 PM 5:55 PM 6:05 PM OGainsboro PM 7:05 PM & 6:15 PM 6:25 PM 6:35 PM 6:45 PM 6:55 Loudon v0„4ry 7:15 PM 7:25 PM 7:35 PM 7:45 PM 7:55 PM 8:05 PM 3 0 0 8:15 PM 8:25 PM 8:35 PM 8:45 PM _ 3rd Street Stat/on iWIM4WIC F _.—i Routes 12/151 Legend G' 0 Route 15/12 Timepoints Stop Information � `�rh°��� "�'�,t�°°�'• Hoback 15 Ph' r�i New Stop ® 15 „.> ,� 15 5th NB at Harrison a 12 3 Salem EB at Gilmer F�o O5th SB at Gilmer(new stop) 16 ~� Stop No Longer Served on These Routes OGreenland& N C,®� O ��dy� Maycrest • Harrison at 2nd(stop removed) r, Walmart • Wells at Jefferson(now served by 21,25,&SW) • Williamson at Wells(now served by 22&26) '11 15 • Campbell Court(Transfer Station moved) �trrclr.. 1O Time Points(Closest Route Number Indicates Direction) O Andrews& 19th Route Timetable (Monday-Saturday) *Indicates scheduled departure times I c�Jry y�+n i 3rd Street 12 Station O O O O O I ORugby& 5:45 AM S:55 AM 6:05 AM 10th 6:15 AM 6:25 AM 6:35 AM 6:45 AM 6:55 AM 7:0S AM 7:15 AM 7:25 AM 7:35 AM 7AS AM 7:55 AM 8:05 AM Chi 8:15 AM 8:25 AM 8:35 AM 8:45 AM 8:55 AM 9:05 AM 9:15 AM 9:25 AM 9:35 AM 9:45 AM 9:S5 AM 10:05 AM }yc�owefj 10:15 AM 10:25 AM 10:35 AM 10:45 AM 10:55 AM 11:05 AM 11:15 AM 11:25 AM 11:35 AM 11:45 AM 11:55 AM 12:05 PM 12:15 PM 12:25 PM 12:35 PM 12:45 PM 12:55 PM1:05 PM 15 1:15 PM 1:25 PM 1:35 PM 1:45 PM 1:55 PM 2:05 PM 1 fi 2:15 PM 2:25 PM 2:35 PM 2:45 PM 2:55 PM 3:05 PM ;n • 3:1S PM 3:25 PM 3:35 PM 3:45 PM 3:55 PM 4:05 PM 5th&Gilmer 5 2 4:15 PM 4:25 PM 4:35 PM 4:45 PM 4:55 PM 5:05 PM 5:15 PM 5:25 PM 5:35 PM 5:45 PM 5:55 PM 6:05 PM 12 • 6:15 PM 6:25 PM 6:35 PM 6:45 PM 6:55 PM 7:05 PM 1 • 7:15 PM 7:25 PM 7:35 PM 7:45 PM 7:55 PM 8:05 PM ��„�� 8:15 PM 8:25 PM 8:35 PM 8:45 PM 3 .__ 3rd Street Station OTime Points(Closest Route Number Indicates Direction) [Routes 21122 FRoute Timetable (Monday-Saturday) .Towne square *Indicates scheduled departure times 22m 3rd Street 1 2 O 3 O 4 O 5 O 22 Williamson 8 Station O rrt t °t O Oaklawn 5:45 AM 5:55 AM 6:05 AM Virginia Career O � 21 6:15 AM 6:25 AM 6:35 AM 6:45 AM 6:55 AM 7:05 AM Works Center 7:15 AM 7:25 AM 7:35 AM 7:45 AM 7:55 AM 8:05 AM 8:15 AM 8:25 AM 8:35 AM 8:45 AM 8:55 AM 9:05 AM 9:15 AM 9:25 AM 9:35 AM 9:45 AM 9:55 AM 10:05 AM Ly 10:15 AM 10:25 AM 10:35 AM 10:45 AM 10:55 AM 11:05 AM 11:15 AM 11:25 AM 11:35 AM 11:45 AM 11:55 AM 12:05 PM A 12:15 PM 12:25 PM 12:35 PM 12:45 PM 12:55 PM 1:05 PM sa 1:15 PM 1:25 PM 1:35 PM 1:45 PM 1:55 PM 2:05 PM N 2:15 PM 2:25 PM 2:35 PM 2:45 PM 2:55 PM 3:05 PM Williamson& 3:15 PM 3:25 PM 3:35 PM 3:45 PM 3:55 PM 4:05 PM O 10th 4:15 PM 4:25 PM 4:35 PM 4:45 PM 4:55 PM 5:05 PM 5:15 PM 5:25 PM 5:35 PM 5:45 PM 5:55 PM 6:05 PM 6:15 PM 6:25 PM 6:35 PM 6:45 PM 6:55 PM 7:05 PM Williamson&O Chatham 4 7:15 PM 7:25 PM 7:35 PM 7:45 PM 7:55 PM 8:05 PM Legend 8:15 PM 8:25 PM 8:35 PM 8:45 PM ORoute 21/22 Timepoints Stop Information O New Stop 22 O Amtrak Station(22) • Stop No Longer Served on These Routes 2nd NB at Salem(stop removed) 2nd SB at Campbell(stop removed) Berglund Center O 21 21 Wells ryrZr 22 3rd Street Station ■ 1 IF= 40y M ` Route$ 2526 I Time Points(Closest Route Number Indicates Direction) Roanoke- - Route Timetable (Monday-Saturday) Blacksburg O Airport& Airport Williamson 26 Indicates scheduled departure times -Towne ,rare O 3rd Street 26 CIDStation O O O O D F e 5:45 AM 5:55 AM 6:05 AM Preston& 6:15 AM 6:25 AM 6:35 AM 6:45 AM 6:55 AM 7:05 AM Plantation® 7:15 AM 7:25 AM 7:35 AM 7:45 AM 7:55 AM 8:05 AM 25 8:15 AM 8:25 AM 8:35 AM 8:45 AM 8:55 AM 9:0S AM 9:15 AM 9:25 AM 9:35 AM 9:45 AM 9:55 AM 10:05 AM 10:15 AM 10:25 AM 10:35 AM 10:45 AM 10:55 AM 11:05 AM O1 Hollins& 11:15 AM 11:25 AM 11:35 AM 11:45 AM 11:55 AM 12:05 PM Plantation 12:15 PM 12:25 PM 12:35 PM 12:45 PM 12:55 PM 1:05 PM N 1:15 PM 1:25 PM 1:35 PM 1:45 PM 1:55 PM 2:05 PM 2:15 PM 2:25 PM 2:35 PM 2:45 PM 2:55 PM 3:05 PM 3:15 PM 3:25 PM 3:35 PM 3:45 PM 3:55 PM 4:05 PM 4:15 PM 4:25 PM 4:35 PM 4:45 PM 4:55 PM 5:05 PM 26` 5:15 PM 5:25 PM 5:35 PM 5:45 PM 5:55 PM 6:05 PM 6:15 PM 6:25 PM 6:35 PM 6:45 PM 6:55 PM 7:05 PM Legend 7:15 PM 7:25 PM 7:35 PM 7:45 PM 7:55 PM 8:05 PM c� 8:15 PM 8:25 PM 8:35 PM 8:45 PM Route 25/26 Timepoints � ..v . :n Stop Information 0New Stop e {1.> Amtrak Station(26) Stop No Longer Served on These Routes 2nd NB at Salem(stop removed) 8i14 2nd SB at Campbell(stop removed) Orange Kimball&McDowell O 4 25 21 Wells 25 3rd Street Station ■ 26 to to Ln to to u'i Ln u'i r to to Lnul w a v � v v v v v v to to to D D >D >D 3 N rD # Q " (� l0 DO V 01 :3 1 N N N N N N N N N O N N N N elf U1 w In In w w w U1 N N N w U1 U1 w * C W i v v v v v v v v Ln in w D D D D Q m 0 \ rD w ''• (y OD V Ol U7 A W N F� N I--� N l0 00 V Ol rt r•F s W W W W W W W W N Ft O W W W W N O Ln Ln Ln w V1 U1 U1 UI W W W O Q v v u+v, in >D >D >D > C% D N � � C (D a rD c Z 00 V O1 V1 A WNN lD 00 V Q1 U1 C A A A A A A A N O A A A A A d 3 In U1 In Ln U1 In Ln U1 A A A In U1 w In w r v v v v v v v Ln u, u, D D D D D O 3 rD CL Q rt � n• � r UI Ul l.n V1 U•i U1 Ll N O UI Ul U1 Ul lJ1 rD U1 Ln U1 w w U1 U1 U1 w U1 w U1 U1 Ln U1 rt r+ v v v v v v v w Ln to D D D D D3 C p N A CL ' rD ¢ O 0o V 01 In A W N LD 0o V m � N N O O O O O O ' 0 0 0 0 0 0 0 0 0 0 in Ln Ln to v v v v v v W Ln D D D D > > 3 O d 3 N 7 rp O f m� 01 N w Z 7 N W 8th 90 � E 4 i O O N W N ao aL S G} W CD �; N 2 e °'�s �tivis n 1 N L fD C � r+ m w ( O0QrQ (D • s p O � �. ;a d 3 D kn , rD .. 3 o m 3 0 w O m o OR F ° � w o 1 <� 1 A eye m N 7 fCD G = m 2. CL 3 Routes 35/36 Legend 0 Time Points(Closest Route Number Indicates Direction) O Route 35/36 Timepoints .._.__. _��.�.._._..�__ Stop Information Route Timetable (Monday-Saturday) O New stop *Indicates scheduled departure times ; O Amtrak Station t 3rd Street 1 O O q 5 Q Stop No Longer Served Station ®Campbell Court i 5:45 AM 5:55 AM 6:05 AM 6:15 AM 6:25 AM 6:35 AM 6:45 AM 6:55 AM 7:05 AM 7:15 AM 7:25 AM 7:35 AM 7:45 AM 7:55 AM 8:05 AM 8:15 AM 8:25 AM 8:35 AM 8:45 AM 8:55 AM 9:05 AM 9:15 AM 9:25 AM 9:35 AM 9:45 AM 9:55 AM 10:05 AM 10:15 AM 10:25 AM 10:35 AM 10:45 AM 10:55 AM 11:05 AM 11:15 AM 11:25 AM 11:35 AM 11:45 AM 11:55 AM 12:05 PM 12:15 PM 12:25 PM 12:35 PM 12:45 PM 12:55 PM 1:05 PM 1:15 PM 1:25 PM 1:35 PM 1:45 PM 1:55 PM 2:05 PM 2:15 PM 2:25 PM 2:35 PM 2:45 PM 2:55 PM 3:05 PM 3:15 PM 3:25 PM 3:35 PM 3:45 PM 3:55 PM 4:05 PM 4:15 PM 4:25 PM 4:35 PM 4:45 PM 4:55 PM 5:05 PM 5:15 PM 5:25 PM 5:35 PM 5:45 PM 5:55 PM 6:05 PM 6:15 PM 6:25 PM 6:35 PM 6:45 PM 6:55 PM 7:05 PM 36 7:15 PM 7:25 PM 7:35 PM 7:45 PM 7:55 PM 8:05 PM Municintoe washfr�9t®n 8:15 PM 8:25 PM 8:35 PM 8:45 PM Building D 2 Washington& Pine 35 �s� mss, s 3rd Street Station ,�r� 35 Tazewll& 36 Dale Ave 7th (�5 Walmart �� 316 35 _- 50ttitt Clearview O Manor N ,- ., Route 411421 N 42 �e�wood 3rd Street Station C c,. m 2 14th& etlr 41 o 3a ° O 11th& Kenwood 3 Highland 42 Carillion Roanoke41 +g Ehn Memorial Hospital 42 42 0 s 1O Time Point (Closest Route Number indicates Direction) O stn& 41 Industry Route Timetable (Monday-Saturday) ; 9th& River *Indicates scheduled departure times O 3rd Street O O O O O Station t' _fx 5:45 AM 5:55 AM 6:05 AM 41 � k 6:15 AM 6:25 AM 6:35 AM 6:45 AM 6:55 AM 7:05 AM 7:15 AM 7:25 AM 7:3S AM 7AS AM 7:55 AM 8:05 AM �'4 41 8:15 AM 8:25 AM 8:35 AM 8:45 AM 8:55 AM 9:05 AM 9:15 AM 9:25 AM 9:35 AM 9:45 AM 9:55 AM 10:05 AM 10:15 AM 10:25 AM 10:35 AM 10:45 AM 10:55 AM 11:05 AM 11:15 AM 11:25 AM 11:35 AM 11:45 AM 11:55 AM 12:05 PM j 12:15 PM 12:25 PM 12:35 PM 12:45 PM 12:55 PM 1:05 PM 1:15 PM1:25 PM 1:35 PM 1:45 PM 1:55 PM 2:05 PM 2:15 PM 2:25 PM 2:35 PM 2:45 PM 2:55 PM 3:05 PM 3:15 PM 3:25 PM 3:35 PM 3:45 PM 3:55 PM 4:05 PM 4:15 PM 4:25 PM 4:35 PM 4:45 PM 4:55 PM 5:05 PMS 5:15 PM 5:25 PM 5:35 PM SAS PM 5:55 PM 6:05 PM j 6:15 PM 6:25 PM 6:3S PM 6AS PM 6:5S PM 7:05 PM 7:15 PM 7:25 PM 7:35 PM 7:45 PM 7:55 PM 8:05 PM I� 8:15 PM 8:25 PM 8:35 PM 8AS PM A Legend Route 41/42 Timepoints to of Stop Information of New Stop ••;i ,1 ;=Amtrak Station(42) Stop No Longer Served on These Routes Campbell Court(Transfer Center moved) „40V �i --- Deviation-41 only(9:15am,12:15pm,2:15pm, ��, �,, 4:15pm,6:15pm) ...__ Routes 51/561 OTime Points (Closest Route Number Indicates Direction) 3rd Street Station Route Timetable (Monday-Saturday) *Indicates scheduled departure times 0 3rd Street Station O OO 3 4 5 O O 3 5:45 AM 5:55 AM 6:05 AM OFranklin& 6:15 AM 6:25 AM 6:35 AM 6:45 AM 6:55 AM 7:05 AM Elm 7:15 AM 7:25 AM 7:35 AM 7:45 AM 7:55 AM 8:05 AM 8:15 AM 8:25 AM 8:35 AM 8:45 AM 8:55 AM 9:05 AM51 Y 9:15 AM 9:25 AM 9:35 AM 9:45 AM 9:55 AM 10:05 AM � i 10:15 AM 10:25 AM 10:35 AM 10:45 AM 10:55 AM 11:05 AM LL 11:15 AM 11:25 AM 11:35 AM 11:45 AM 11:55 AM 12:05 PM 12:15 PM 12:25 PM 12:35 PM 12:45 PM 12:55 PM 1:05 PM 4l. 1:15 PM 1:25 PM 1:35 PM 1:45 PM 1:55 PM 2:05 PM 2:15 PM 2:25 PM 2:35 PM 2:45 PM 2:55 PM 3:05 PM 3:15 PM 3:25 PM 3:35 PM 3:45 PM 3:55 PM 4:05 PM 4:15 PM 4:25 PM 4:35 PM 4:45 PM 4:55 PM 5:05 PM 5:15 PM 5:25 PM 5:35 PM 5:45 PM 5:55 PM 6:05 PM $ s°56 6:15 PM 6:25 PM 6:35 PM 6:45 PM 6:55 PM 7:05 PM 4 % 4 7:15 PM 7:25 PM 7:35 PM 7:45 PM 7:55 PM 8:05 PM Towers O McClanahan& Mall 8:15 PM 8:25 PM 8:35 PM 8:45 PM Stephensoo n ' ` 51 arc/dn�h Goxon,a do 4�a 56 Legend ORoute 51/56 Timepoints Tanglewood Stop Information O 2 South Roanoke • 3 Nursing Home Stop No Longer Served on These Routes • 2nd at Campbell(stop removed) 51 • 2nd at Church(stop removed) 4 56 • 2nd at Franklin(stop removed) N VO ley -d1W 4 rr Routes 51152 & 55/56 w 3rd Street Station OTime Points(Closest Route Number Indicates Direction) Route Timetable (Monday-Saturday) s *Indicates scheduled departure times 55 3rd Street O O O 4 5 2 3 , Station O O �r 5:45 AM 5:55 AM 6:05 AM _c 6:15 AM 6:25 AM 6:35 AM 6:45 AM 6:55 AM 7:05 AM I Jeffersc c m 7:15 AM 7:25 AM 7:35 AM 7:45 AM 7:55 AM 8:05 AM u`. & 8:15 AM 8:25 AM 8:35 AM 8:45 AM 8:55 AM 9:05 AM Walnu 9:15 AM 9:25 AM 9:35 AM 9:45 AM 9:55 AM 10:05 AM 51 I' 0 10:15 AM 10:25 AM 10:35 AM 10:45 AM 10:55 AM 11:05 AM 11:15 AM 11:25 AM 11:35 AM 11:45 AM 11:55 AM 12:05 PM �r 12:15 PM 12:25 PM 12:35 PM 12:45 PM 12:55 PM 1:05 PM 1:15 PM 1:25 PM 1:35 PM 1:45 PM 1:55 PM 2:05 PM 2:15 PM 2:25 PM 2:35 PM 2:45 PM 2:55 PM 3:05 PM 55 3:15 PM 3:25 PM 3:35 PM 3:45 PM 3:55 PM 4:05 PM Towers 4:15 PM 4:25 PM 4:35 PM 4:45 PM 4:55 PM 5:05 PM Mall 5:15 PM 5:25 PM 5:35 PM 5:45 PM 5:55 PM 6:05 PM 6:15 PM 6:25 PM 6:35 PM 6:45 PM 6:55 PM 7:05 PM 7:15 PM 7:25 PM 7:35 PM 7:45 PM 7:55 PM 8:05 PM 8:15 PM 8:25 PM 8:35 PM 8:45 PM �4D \\\ G0\0 52 Broadway& McClanahan Legend ORoute 52/55 Timepoints Stop Information ONew Stop 55 0 Amtrak Station 9 0 Stop No Longer Served on These Routes Tanglewood \ ' Kroger O 2nd at Campbell(stop removed) O ® 2nd at Church(stop removed) Winding Way 2 �� Drive ® 2nd at Franklin(stop removed) 52 i Nfey Routes 61/62 N OTime Points(Closest Route Number Indicates Direction) 3rd Street Station Route Timetable (Monday-Saturday) I Legend *Indicates scheduled departure times k_ Route 61/62 Timepoints t 61 0 3rd Street O O O O O I Stop Information Station Stop No Longer Served on These Routes • • 2nd at Church(stop removed) Franklin$ ��' 5:45 AM 5:55 AM 6:05 AM 6:15 AM 6:25 AM 6:35 AM 6:45 AM 6:55 AM 7:05 AM • 2nd at Franklin(stop removed) Elm f�Prrr 5 7:15 AM 7:25 AM 7:35 AM 7:45 AM 7:55 AM 8:05 AM • Campbell Court(Transfer Center moved) 8:15 AM 8:25 AM 8:35 AM 8:45 AM 8:55 AM 9:05 AM 62 9:15 AM 9:25 AM 9:35 AM 9:45 AM 9:55 AM 10:05 AM 10:15 AM 10:25 AM 10:35 AM 10:45 AM 10:55 AM 11:05 AM 11:15 AM 11:25 AM 11:35 AM 11:45 AM 11:55 AM 12:05 PM 12:15 PM 12:25 PM 12:35 PM 12:45 PM 12:55 PM 1:05 PM 1:15 PM 1:25 PM 1:35 PM 1:45 PM 1:55 PM 2:05 PM 2:15 PM 2:25 PM 2:35 PM 2:45 PM 2:55 PM 3:05 PM j 3:15 PM 3:25 PM 3:35 PM 3:45 PM 3:55 PM 4:05 PM 4:15 PM 4:25 PM 4:35 PM 4:45 PM 4:55 PM 5:05 PM 15:15 PM 5:25 PM 5:35 PM 5:45 PM 5:55 PM 6:05 PM 6:15 PM 6:25 PM 6:35 PM 6:45 PM 6:55 PM 7:05 PM 3 7:15 PM 7:25 PM 7:35 PM 7:45 PM 7 55 PM 8:05 PM i 61 8:15 PM 8:25 PM 8:35 PM r 8:45 PM 62 4O �� 10 Towers Shopping Center Brambleton$ 2 Overland ) 6241MV .i� Red Rock3 Routes 65/66 Legend OTime Points(Closest Route Number Indicates Direction) O Route 65/66Timepoints Stop Information .m..,w Route Timetable (Monday-Saturday) •Stop No Longer Served on These Routes *Indicates scheduled departure times • 6th at Campbell(stop removed) • Campbell at 5th(now served by 72) 3rd StreetO O O O O I • Campbell at 3rd(stop removed) Station 5:45 AM 5:55 AM 6:05 AM 6:15 AM 6:25 AM 6:35 AM 6:45 AM 6:55 AM 7:05 AM 7:15 AM 7:25 AM 7:35 AM 7:45 AM 7:55 AM 8:05 AM 8:15 AM 8:25 AM 8:35 AM 8:45 AM 8:55 AM 9:05 AM 9:15 AM 9:25 AM 9:35 AM 9:45 AM 9:55 AM 10:05 AM 10:15 AM 10:25 AM 10:35 AM 10:45 AM 10:55 AM 11:05 AM 11:15 AM 11:25 AM 11:35 AM 11:45 AM 11:55 AM 12:05 PM 12:15 PM 12:25 PM 12:35 PM 12:45 PM 12:55 PM 1:05 PM 66 65 3rd Street Station 1:15 PM 1:25 PM 1:35 PM 1:45 PM 1:55 PM 2:05 PM 2:15 PM 2:25 PM 2:35 PM 2:45 PM 2:55 PM 3:05 PM pdttergon 14th& Patterson 6th&Caell O 66 —JJ' • 3:15 PM 3:25 PM 3:35 PM 3:45 PM 3:55 PM 4:OS PM 1 mpb • • 4:15 PM 4:25 PM 4:35 PM 4:45 PM 4:55 PM S:OS PM S 5:1S PM 5:25 PM S:35 PM 5:45 PM 5:55 PM 6:05 PM S{f 6:1S PM 6:25 PM 6:35 PM 6:45 PM 6:55 PM 7:05 PM 7:15 PM 7:25 PM 7:35 PM 7:45 PM 7:55 PM 8:05 PM tAeMorial 8:15 PM 8:25 PM 8:35 PM 8:45 PM Denniston& — _ Hampton O 65 1d 65 r . c� OPatrick Henry High School 66 r.._: arnr n........:_ i,. �...._o.._.,an e.... �,.�a,.:ti..a.,_.. .....isi._ nic..:.�.._.........,.....:. Time Points(Closest Route Number Indicates Direction) N Route Timetable (Monday-Saturday) *Indicates scheduled departure times 1 3rd Street O O O O O Station 5:45 AM 5:55 AM 6:05 AM Legend 6:15 AM 6:25 AM 6:35 AM 6:4S AM 6:55 AM 7:05 AM 7:15 AM 7:25 AM 7:35 AM 7:45 AM 7:55 AM 8:05 AM Route 71/72 Timepoints 8:15 AM 8:25 AM 8:35 AM 8:45 AM 8:55 AM 9:05 AM 9:15 AM 9:25 AM 9:35 AM 9:45 AM 9:5S AM 10:05 AM < Stop Information 10:15 AM 10:25 AM 10:35 AM 10:45 AM 10:55 AM 11:05 AM Stop No Longer Served on These Routes11:15 AM 11:25 AM 11:35 AM 11:45 AM 11:55 AM 12:05 PM I 12:15 PM 12:25 PM 12:35 PM 12:45 PM 12:55 PM 1:05 PM • Campbell at 3rd(stop removed) 1:15 PM 1:25 PM 1:35 PM 1:45 PM 1:55 PM 2:05 PM i 2nd at Campbell(stop removed) 2:15 PM 2:25 PM 2:35 PM 2:45 PM 2:55 PM 3:05 PM •Campbell Court(Transfer Center moved) 3:15 PM 3:2S PM 3:35 PM 3:45 PM 3:55 PM 4:05 PM 4:15 PM 4:25 PM 4:35 PM 4:45 PM 4:55 PM 5:05 PM 5:15 PM 5:25 PM 5:35 PM 5:45 PM 5:55 PM 6:05 PM 6:15 PM 6:25 PM 6:35 PM 6:45 PM 6:55 PM 7:05 PM 7:15 PM 7:25 PM 7:35 PM 7:45 PM 7:55 PM 8:05 PM 8:15 PM 8:25 PM 8:35 PM 8:45 PM 3rd Street Station Patterson Fauquier& Memorial& 72 - -F Denniston 4 2 Cambridge O O 8th& 71 Patterson Braeburn 71 �a�i?° Brandon @ e-° car 72 72 V' Shell Station O 2 LewisGale Hospital Time Points(Closest Route Number Indicates Direction) Route Timetable (Monday-Saturday) N *Indicates scheduled departure times 3rd Street O O O O O ! 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Blacksburg Municipal The Roanoke • • Building Campbell Courtto the new 3rd Street Station. VT Corporate The Smart Way Bus will now stop at the Roanoke Research Center Amtrak Station before arriving at 3rd Street Station. Laurel Street Free parking is available at the Exit 118 and Exit 140 Park & Rides Exit 118 Exit 140 Park & Ride Park& Ride L `� �� Roanoke-Blacksburg $4- Regular Regional Airport $2 - Reduced* $120 - Unlimited Monthly $6O - Reduced Monthly* Hotel Roanoke / Children 5 and younger are free Higher Ed Center *Reduced fare is available to Medicare Amtrak Station cardholders, persons age 65 and older, and disabled persons with proper identification 3rd Street obtained from Valley Metro Station VaMNU ?:99KKR�Uo@Z� Blacksburg Transit: Exit 118, Laurel St., Radford Transit: Squires Student Center Corporate Research Center, Squires Student Center, Blacksburg Municipal Building VA Breeze: Exit 118, Exit 140 Greyhound: 3rd Street Station Valley Metro: 3rd Street Station, Airport THE R Smart WayExpress WAY Life Sciences IMPORTANT NOTICE Building SMART WAY EXPRESS ROUTE notice)(effective until further Burruss Hall Construction - • West Campus • of been • _ • to the Life Drive Sciences Building parking lot. Temporary stops have been added on West Integrated Life • Drive • Sciences (CRC) at Burruss Hall. VCOM Exit 118 $4 - Regular Park& Ride 2 - Reduced* 120 - Unlimited Monthly 160 - Reduced Monthly* Children 5 and younger are free *Reduced fare is available to Medicare cardholders, persons age 65 and older, and disabled persons with proper identification obtained from Valley Metro VTC V411 140V 7h-F- Std 2U?-F- WCONfey .49011, THE VALLEY'S TROLLEY NETb OR< 3rd Street Station 1 3rd Street Station 1 Market IVIQ4VqCx Building O Jefferson & Kirk ► 16 Campbell OJefferson & Bullitt (The Patrick Henry) 2 15 OJefferson & Mountain V, 14 O Jefferson & Highland Franklin 6 Jefferson &Williamson 3 13 O Jefferson & Reserve . Elm 8 Crystal Spring & McClanahan 4 Roanoke 12 Community OCarilion Roanoke Memorial Hospital 5 10 Carilion Clinic - Riverside 11 Jefferson &Walnut 220 11 12 Radford University Carilion 6 13 Jefferson & Bullitt (Main Library) 14 Jefferson & Luck 15 Church & Market 10 7 16 Downtown Market Monday - Friday 7 AM - 7 PM 9 Roanoke Memorial Trolley leaves 3rd Street Station 8 Every 15 minutes ♦ 7 AM - 10 AM McClanahan ♦ 2 PM - 6:45 PM Every 10 minutes ♦ 10 AM - 2 PM Jefferson _ N Valley Metro System Map von0 Roanoke-Blacksburg Reglonel Airport ■ Folio,, Valley coun ■Preston Park ■Blue Hills Dd�e Valley view Mall Downtown Salam■ . Wal-Man ^"` s a Downtown■ �y rAnton Salem VA y Metlicalcenter see Downtown N en ■Lake Drive Plaza LawisGale■ Hospital Downtown Roanoke ■Mernngside Patrick Henry Park High School Towers Shop / Legend Center DA l6 93 + 1 Q ■Roanoke Memor al `XP 11/12 See individual route Hosp lel 15/16 maps for L a : 21/22 bus schedule inJ c 25/26 t s, 3rd Street ► ' 35/36 Station ► �'�• 41/42 • � 66 65 51/52 Salem Ave Salem Ave • 55/56 61 55 •r• - 61/62 —&-o-'aaaa 1 It 6 ► T 91oWoatl •^�' 65/66 71/72 Campbell Ave st Asz.„.,,,,.. mall 75/76 : Campbell Ave ••� ,..� 85/86 .....- • • 91/92 ..... Deviation U 56 �» ■Garda,,city ■ Point of Interest Rec Canter V=1140' . a 1*16, mwwp rAwRoanoke, Virginia 2022 MARKETING PLAN PREPARED BY: CREATIVE 'a TABLE OF CONTENTS 1 MARKET OVERVIEW 7 PERSONAS 13 KEY MESSAGING 22 RUBLIC RELATIONS STRATEGY 24 CONTENT MARKETING 26 SOCIAL MEDIA STRATEGY r' MARKET OVERVIEW EXECUTIVE SUMMARY Valley Metro: The Greater Roanoke Transit Company is the public transportation provider for the Roanoke Valley. Although Valley Metro is the only bus company serving the Roanoke area, it faced challenges following the spoils of the COVID-19 pandemic. Riders became frightened by shared spaces and environmental uncertainties. Overall ridership dropped by a steep —40% due to business shutdowns, strict social distancing enforcement, and work-from-home trends. However, as we approach 2022 with vaccination distributions, Roanoke Valley has reopened its businesses and gradually returned to hosting in-person events. Valley Metro mirrors Roanoke's resiliency and would benefit from professional guidance and direction to rebuild the trust and appreciation of specific targeted markets. The purpose of this document is to outline a marketing strategy to increase ridership, create market awareness and gain a renewed appreciation within the community through key messaging. SERVICES Valley Metro offers the following services: Fixed Routes: Valley Metro has a series of fixed-route bus lines which all end at Campbell Court in Downtown Roanoke. Campbell Court is the current home base for all fixed-route bus lines that depart toward alternate endpoints. Fixed-route busses depart from 5:45am to 8:45pm, Monday through Saturday. The basic cash fare is $1.75 for passengers ($0.85 for Medicare card holders, seniors, Valley Metro Photo IDs, and those with disabilities). The Star Line Trolley: Valley Metro's Star Line Trolley connects Downtown Roanoke with the Carilion Roanoke Memorial Hospital via Jefferson Street. The Trolley operates every fifteen minutes from 7:OOam to 7:OOpm, Monday through Friday. The Trolley provides free, convenient transportation to Downtown attractions including The Taubman Museum of Art and Center in the Square. It is popular among Virginia Tech Carilion School of Medicine and Jefferson College of Health Sciences students. Smart Way Bus & Smart Way Express: Valley Metro's Smart Way busses are regional and link the Roanoke Valley to the New River Valley. The Smart Way Bus service currently departs at Campbell Court and ends at Virginia Tech Squires Student Center in Blacksburg. Fare is $4.00 each way. Free parking is available at Exits 118 and 140 Park and Ride. The Smart Way also connects to Blacksburg Transit, Greyhound, Radford Transit, VA Breeze, and Roanoke-Blacksburg Regional Airport. Specialized Transit: Specialized Transit Arranged Rides (STAR) is an ADA compliant paratransit service provided by RADAR. It provides travel throughout Roanoke, Salem, and Vinton for those with special needs and disabilities. To ride Specialized Transit, passengers must complete an eligibility application with verification from a familiar witness. Once approved, riders call STAR directly to arrange trips. STAR operates Monday through Saturday, 5:45am to 8:45pm with a fare of $3.50. Additional Fare Information: Free transfers are offered to riders using more than one bus. Transfer slips expire thirty minutes after the bus reaches its stop. Riders who are Medicare card holders, persons aged 65 or older, and/or with disabilities must apply for a Valley Metro Photo ID at Valley Metro's administrative office to access discounts. Photo IDs cost $5.00 for an original and $10.00 for a replacement. OBJECTIVES The objectives of this marketing strategy are to center key messaging around the following announcements: o Develop clear and memorable communication about Valley Metro's upcoming Transfer Center move and construction, VMGO transit app, and electric bus integration. o Increase brand awareness and education regarding service offerings. o Increase overall ridership across Valley Metro's public bus services. GOALS TO CONSIDER The following resources will be beneficial to track the success of this marketing strategy. o VMGO App Downloads & Analytics o Website Traffic o Social Following & Engagement o Media Mentions o Farebox Reports CORE STRATEGY The marketing strategy is designed to reestablish and strengthen the brand awareness of Valley Metro: The Greater Roanoke Transit Company. The services Valley Metro provides are of value and importance to Roanoke Valley. To establish a reputation as the trusted transportation option, Valley Metro must continue to deliver safe, equitable, and reliable services. A mix of traditional and digital media can be utilized to inform Greater Roanoke residents about its upcoming announcements. Messaging and marketing initiatives will promote Valley Metro and the value it brings to Roanoke's community. Targeted audiences will receive messages to evoke positive reactions, a better appreciation of the brand, and community goodwill. UNIQUE SELLING PROPOSITION Valley Metro is an equitable transportation option: o Affordable to the youth population (ages 10 to 17) who cannot work or drive. o Helpful to limited-income riders. o Fitting for riders who are smart with their spending. Valley Metro provides a safe transportation experience: o Bus Operators are required to provide a high school diploma or equivalent, a current driver's license and specific commercial licenses, in addition to the ability to pass and maintain the Department of Transportation physical. o Drivers have access to panic buttons that are linked to fleet tracking software. o Operators are trained to assist passengers with route and schedule information, as well as in accordance with ADA requirements. o Bus operators serve as Valley Metro's primary contact with the public and are expected to uphold professional appearances and behavior with friendly customer service. o Security cameras on busses monitor rider behavior and ensure safety. o In a continuing effort to block the transmission of COVID-19, all operators and riders are required to wear face coverings when aboard Valley Metro's busses. Valley Metro offers experiential traveling with updated amenities: o The addition of bike racks located on the front of local busses encourage community fitness and provide riders with sheltered travel. o The introduction of Valley Metro's electric busses will provide an environmentally friendly public transportation option producing significantly less carbon emissions on Roanoke's roads. o TV monitors throughout the Star Line Trolley display local weather updates and travel information to riders. o The upcoming VMGO app will serve as a communication portal directly to riders showcasing schedule changes and fixed route information. MARKET ANALYSIS Target Audience This marketing strategy intends to communicate to the following targeted segments: Community Leaders o Those voices of influence over the community o Politicians, employers, and educators o Social media influencers "On The Fence" Riders o People who are hesitant to use public transportation o People who are concerned about shared spaces o Car owners and work-from-home residents Occasional Riders o People who decide to take the bus when it is appropriate for them o People who are easily discouraged by route changes o Out-of-state travelers or single-car households who have dependents Frequent Riders o Auto-less households o Depend on Valley Metro's services for transportation o Service employees on their way to work o Valley Metro's services are a necessity SWOT ANALYSIS Strengths o Equitable way to travel o 46 years of business with a recognizable name o Strong infrastructure o Connects the city and region Weaknesses o Lack of shelter for waiting riders o Routes are affected by external influences o Limited channels to inform riders about Valley Metro o Outdated website Opportunities o Entering the electric vehicle market o Expanding the bus routes to better serve the market o VMGO App introduction o New transfer center construction o Improvement of the brand image Threats o Alternate transportation options o Pandemic spurred car buying o Environmental influences: local events, weather, or car accidents o Construction delays o Bad press from community 2 PERSONAS MARK WINTHROP Community Leader Real Quotes Goals/Challenges "I encourage the people of Roanoke City to enjoy the o Has influence over view from Valley Metro's community services." o Interested in city development Background / "Valley Metro is important to o Looking for innovative Demographics our community's success, ways to improve the city and here's why..." 0 50-60 o Recruits employees o Executive "Valley Metro is improving its and new residents o Family services and here's how..." Marketing Messaging o Vehicle-Owner o Well connected Technology/Social Media o Involved in nonprofits o How people in the o Facebook community get o Linkedln around o Email o Pulse of the city o Team runs social o Is a valuable aspect media of Roanoke HEATHER GREY "On the Fence" Rider Real Quotes Goals/Challenges "I hesitate to use public o Hesitant to use transportation because of public transportation health and safety concerns, o Drives her own but I'm willing to try Valley vehicle Metro's services during my o Does not know what Background / next trip." services Valley Metro Demographics offers "In addition to getting where o 35-45 I'm going, I am looking for Marketing Messaging o Real Estate an experience to remember o Dance Mom throughout the ride." o Valley Metro's staff is customer focused o Three kids o Higher income "I'm testing Valley Metro providing guidance o Two car household services to make sure and quick assistance my children get to their o Valley Metro is the destination safely and "pulse" of Roanoke's on time" community o Valley Metro is Technology/Social Media forward thinking o Valley Metro is a o Uses Smartphone safe way for your for calls children to travel o Can text and email around the community o Likes Facebook and Twitter RICK ROLAN Occasional Rider F+ Real Quotes Goals/Challenges "I only use the bus when my roommate can't pick me up, o Looks for convenience but sometimes I enjoy my and cost independence on the bus." o Relies on friends/family for travel Background ! "I'm trying to be smart 0 Is resourceful and Demographics quick-thinking about my purchases to save o Cares about a up for my own place." 0 20-30 brand's values o Lives with a roommate "If I take the Trolley o Single car household downtown, I'll be able to Marketing Messaging o Parents help with his enjoy lunch without paying Phone bill for an Uber.° o Valley Metro will get you o Lower-middle class where you need to go Technology/Social Media 0 The VMGO App will improve the way you o Well versed in travel technology o Electric bus integrations o Facebook, Instagram will be better for the o Will text for environment Permission to call ( BOBBY PLANT Frequent Rider 'a ` Goals/Challenges Real Quotes "Until I get my own car, o Utilizes student I have to ride the bus discounts -mit 11 l because I have no other o Looks for affordable choice." options o Relies on Valley Background/ "Valley Metro's electric Metro's services Demographics busses are one step closer to saving our planet's Marketing Messaging o 16-22 future." o VMGO app and o Student The VMGO a will make Transfer Center " o Part-time worker pp o Has younger siblings planning my trip to school move are important o Rides the bus to easier." upgrades o Electric bus fleet will campus "I am able catch up on my be just as efficient homework riding home on and better for the the Smart Way Bus" environment o Valley Metro is Technology/Social Media forward-thinking integrating new o Facebook/Instagram/ technology and TikTok quick to adapt o Listens to podcasts to environmental on the bus influences o Watches YouTube on the bus o Keeps up with trends COMMUNICATION OBJECTIVE The communication objective is to increase brand awareness and establish a greater appreciation for Valley Metro throughout Roanoke. Showcasing the Transfer Center move, the launch of the VMGO app, and the addition of electric busses will be at the forefront of this strategy. Valley Metro's messaging will be developed on the following ideologies: Strengthening Relationships: Marketing is used to foster, build, and strengthen relationships with a target audience over time while staying mindful of how to build rider loyalty. An emphasis on "why" Valley Metro is the answer to meet the needs of the people will be needed in capturing new relationships. The primary use of content will be to engage with their target audience segments and build trust. Maintaining Brand Awareness: Creating relevant information, relatable branding, and "who" Valley Metro is, beyond the logo, will be important to build brand awareness within the target audiences. Valley Metro will focus on delivering premium content, explore new opportunities, and build engaging communities. TONE OF VOICE The tone Valley Metro uses to communicate with its audience will impact rider comfort levels and understanding of Valley Metro's brand. This is why it is important to use a consistent tone of voice throughout all messaging to establish trust with a target audience. This marketing strategy strives to position Valley Metro as professional, forward-thinking, equitable, versatile, technologically advanced, and a significant member of the community. Additionally, Valley Metro will seek to create a tone of voice that is friendly, safe, and welcoming. 3 KEY MESSAGES KEY MESSAGES iMESSAGES COMMUNITY "ON THE LEADERS FENCE" OCCASIONAL RIDERS Talley - Valley Metro's staff is customer- focused providing guidance, quick- assistance, and safety measures X X X Valley Metro is forward-thinking integrating new technology and quick to adapt to environmental X X X influences Valley Metro is the 'pulse' of Roanoke's community bringing together neighbors and out-of- X X X town visitors Valley Metro's services provide an equitable and smart way to travel X X X Valley Metro's Transfer Center Move o Is moving to a bigger, brighter facility located in the heart of Downtown Roanoke o Will provide updated technology and communication outlets with X X X X passengers o Will ease the boarding experience and connect tourists to the community o "We're not leaving, we're improving" :r COMMUNITY • • • LEADERS Valley Metro's VMGO App o Will provide real-time bus stop departure times via a Smartphone, personal computer, and by calling a dedicated landline phone number o Will provide real-time transit X X X X information for the Smart Way, Smart Way Express, and Star Line Star Line Trolley o Locations along routes will trigger promotional content for businesses (Kroger) Valley Metro's Electric Bus Integration o Will cut the production of toxic carbons and will run on battery power o Will communicate VM's efforts for a greener future X X X X o Removes up to 15 cars on the road that are contributing to global warming I i i MESSAGE DELIVERY & KPI'S CHANNEL DELIVERY KPI'S Website Visits, Bounce Rates, Returning vs. New Visitors TV Advertising Impressions, Gross Rating Points Print Advertising Impressions, Calls Outdoor Advertising Impressions, Daily Effective Circulation Social Media Clicks, Engagements, Followers MARKETING CHANNELS Marketing channels will be strategically utilized to communicate to Valley Metro's targeted segments. These channels are divided into three categories: Digital, Advertising, and Communications. A combination of these channels will strengthen brand awareness and aid in mass communication. Guiding audiences to the website and app will allow us to measure the success of campaigns. DIGITAL Website: Having a strong online presence is vital for Valley Metro to successfully communicate with its audiences. The website is a tool for users to discover Valley Metro's services, route schedules, and news updates. A website with difficult navigation, outdated information, or unfitting copy can damage the credibility of a brand and leave visitors wary. It is the first opportunity to relinquish the concerns of occasional and on-the-fence riders. Visual storytelling with high-resolution photos and videos will further establish brand credibility. to ..? Plan a Trip Service Status r Delays NO Act ve Aterts O © 003 © OO i © 04"' . PI•enetl.8ti11on•9tlPM• ,.., ��N}.. �Qq •• O ® D V V No MitltlaY Service O 9 tlrxia� CONNECT SEARCH _4 RESIDENTS BUSINESS GOVERNMENT FAJRF�!�?UNTY SERVICES 9 Felrtax Co e m O Nrt Ti Poe patlestriem .{rv90*nCere e a Ria Sahry Mont Fairfax Connector 170y CONTACT INFORMATION: Our coli center iz open SAMIOpM M-F,'%AM 9pM � `old t i ' Sat-Sun �'103-334'1]0011T/7.11 1I G3 la�rea,Fonnxt«�rtexcp�tYswx v q esaPo apse,simile Aoo,Fx+a Woos 1/ran.onnaw. °i The Metropolitan Transportation Authority (MTA) of New York City has a strong landing page. Trip planning software is immediately visible for travelers to utilize. Additional information is provided from the "hamburger" drop down menu and ribbon. High resolution photography encapsulates a modern look and feel (view more at new.mta.info). Fairfax County's website also utilizes high resolution photography for visual storytelling. It also addresses Covid-19 in a subtle golden bar above the ribbon linked with more information and updates (view more at fairfaxcounty.gov). Google Ads: Reach internet users at the top of their search results when searching for related keywords. Average CPC of $2. Monthly expense of $1,500 to $2,000 o Targeted Ads: Static or animated ads reach internet users based on their physical location and demographic and or behavioral segment. Examples of possible targets for Valley Metro's campaigns include household incomes below $45k, ages 25 to 35, and service workers. Estimated $11 CPM. o Re-targeting Ads: Static, display, or video ads are shown to internet users who have previously visited your website within a certain amount of time. Estimated $10 to $12 CPM for display and $28 to $34 for video. o Digital Video Ads: Video ads reach internet users based on their physical location, demographic, and/or behavioral segment. Examples of possible targets include household incomes above 80k, ages 50 to 60, and executives. Estimated $32 to $34 CPM. Social Media: Social media is a networking tool that connects followers to a brand personality. Like customer-focused "brand personas", a brand's "personality" has human characteristics that represent a company. Although social media is not ideal for posting real time schedule changes, it can be a platform to share news with specific audiences (like the electric bus integration). Duolingo is an American language-learning website and mobile app. The company name has gone viral on social media (1.6 million followers on TikTok) due to its satirical video content. Although learning a new language may not be applicable to everyone, audiences are quickly recognizing Duolingo's name based on their viral social media content and humorous brand culture. Valley Metro's social media presence can improve to boost Positive engagement and achieve a similar status. This concept is further explained in the social media strategy portion of this document. Content Marketing: Content marketing consists of producing sharable content digitally. This can include newsletters, photos, video logs, and articles. Producing original content assists with brand credibility and can get people talking positively about Valley Metro's services. AdAge is a global media brand that publishes news, analysis, and data on marketing and media. Readers can subscribe to AdAge's newsletters for updates in the advertising world. These newsletters often feature digital content made by advertising agencies with the intention of being viewed and shared. Whether or not digital newsletters are for Valley Metro can be determined, but sharable video content about the center move, VMGO app, and electric bus integration can move quickly across the internet to get the word out. ADVERTISING Television: TV is the strongest platform to create brand recognition and awareness. This is achieved through a series of 30, 15, and 10-second commercials scheduled at specific times on a variety of channels. Whether a commercial's purpose is to announce company growth or highlight brand attributes, it will successfully communicate a memorable message to Valley Metro's audience. Television is also impactful through its ability to engage with audience through emotional connections. Consider brands such as Facebook, Google, and Amazon. These brands are top contenders in global brand recognition due to their investments in TV advertising. Many of Google and Facebook's messaging centers around connecting users with people online from around the world. Amazon's services include online purchasing and streaming movies, but its commercials focus on the people who utilize those services. Commercials that are written with the human experience in mind helps audience members understand a brand's values. Valley Metro can also achieve this through TV advertising. Radio: Radio advertising is highly recommended for regional promotion because of its similar ability to reach targeted audiences for brand retention. Running radio ads will further promote Valley Metro's improvements (such as the VMGO app and electric bus integration) while strengthening brand recognition. Stations to consider are WFXR, NPR, and WAR. Print: Print publications put Valley Metro's name in the hands of the targeted audience. Selecting local magazines, like the Valley Business Front and Virginia Business Magazine, helps with announcing Valley Metro's upcoming growth opportunities (like the Transfer Center move, VMGO App, and electric bus integration). Outdoor Advertising: Outdoor advertising is a medium that will increase Valley Metro's recognition throughout the community. Examples of outdoor advertising can include billboards, transit ads (bus interiors and wraps), and signage. The combination of visuals, headlines, subheads, and brief call-to-actions can strengthen a target audience's brand recognition. It is an opportunity to project Valley Metro's strengths and develop a positive association with the brand over time. Outdoor advertising could be particularly helpful with promoting the Transfer Center move and the VMGO app. WP I r COMMUNICATIONS Press Conferences: Events are effective ways to interact with the press and community leaders. Press conferences for the new Transfer Center and VMGO App launch will provide an opportunity for Valley Metro to share precise information to create buzz among news outlets and viewers. Influencers play an important role during press conferences to communicate Valley Metro's growth. TV and radio personalities will bring their followers' attention with them. The same goes for social media influencers. Valley Metro can share statements that address its upgrades (such as the transfer center move and technological advances) and answer questions the public may have. Having voices (like President Kevin Price) available to speak about Valley Metro's improvements puts a face to the company's name which will help strengthen Roanoke's relationship with the brand. Speakers are encouraged to consider public speaking coaching beforehand in preparation for the event(s). Press Releases: Press releases will allow you to build credibility with journalists and potential riders over time. The focus will be to publicize important information about the company and spread it to the masses. Staying in contact with outlets like the Roanoke Times and TV stations will help achieve this. Community Events: Because the Roanoke Valley is a tight-knit community, it is common for local businesses to connect in events. Valley Metro can form a strong presence at community events (such as Roanoke's Go Outside Festival) to distribute helpful information regarding the Transfer Center move, the app launch, and the electric bus integration. 4 PUBLIC RELATIONS STRATEGY GOALS o Number of people in attendance o Press pickups from local media o Website traffic o Social media engagements from Public Relations efforts OBJECTIVES o Highlight the importance and innovative features offered by the new Valley Metro Transfer Center. o Convey the importance of implementing electric vehicles into the community. o Introducing an app to improve the overall trip planning experience. TARGET AUDIENCE Valley Metro's Public Relations target audience is a collection of community leaders, Politicians, dignitaries, and business owners. Its focus is on people who can have an impact on the city of Roanoke. This target audience receives their information from a variety of different media outlets. They are consumers of local news television (WDBJ7, WSLS, & WFXR), radio stations (WFIR & NPR), and they consume local business specific information from Virginia Business, Valley Business Front, and the Roanoke Times. CONTENT MARKETING PURPOSE Content Marketing can be in the form of a video, article, newsletter, and sharable image. The most effective, engaging marketing comes from creating informative, memorable, and shareable content across multiple platforms. Creating and providing interesting content is essential to capturing attention, building top-of-mind awareness, and ultimately leading to loyal customers. OBJECTIVES & MEASUREMENTS The objective for content marketing is to center around Valley Metro's upcoming announcements. The new Transfer Center architecture will be light, spacious and efficient. The electric bus fleet will diminish toxic fumes in our environment. The VMGO the overall trip planning experience. These announcements are angles for content creators to immerse themselves into the Valley Metro traveling experience. APPROACH Examples of content creation are the following: Company and Employee Highlights: Behind-the-Scenes tours highlighting unique or custom approach to project Meet The Team, employees at work, get to know Valley Metro's drivers and management, celebrations, view the personality of the company through the employees. Service Offering: Showcase what Valley Metro has to offer. Share multiple routes and options to get where you want to go. User generated content to give a first-person perspective. Video Influencers: Having organic content created by the people who use your service is a strong tool to help market your brand. Vlogs and social media posts highlighting the user experience will spark interest for the target audiences. 6 SOCIAL MEDIA STRATEGY OBJECTIVES & MEASUREMENTS The objective of this social media strategy is to build upon brand awareness and strengthen community engagement digitally. This is an opportunity to interact with Valley Metro's current riders and future followers. Engagement can be measured through social media analytics. BUILD LONG-TERM CONNECTIONS Social media is not a channel for hard-selling messaging. It is primarily about engaging the audience: driving conversations, building long-term connections, and creating and retaining brand ambassadors. Through Valley Metro's social media communities, it will amplify relevant conversations and build trust — both of which are essential for success in today's competitive market. Valley Metro will use its social media platforms to post and share content, along with engaging in conversation with followers. FOLLOWERS BASED ON PERSONA PROFILES While maintaining a focus on core customers, Valley Metro will look for opportunities to grow the follower count on each of its social media accounts. Valley Metro will focus on demographics that align with its persona profiles and with business colleagues. EXPLORING NEW OPPORTUNITIES Valley Metro currently has a Facebook page with 355 likes and 352 followers. It is currently used for company announcements and service changes. Although it's informative, it could be utilized further with community groups, event invites, and improved sharable content. Other social media platforms to consider are Twitter and Instagram. Both platforms can foster community engagement, promote content, and help aid brand credibility for Valley Metro. CUSTOMER JOURNEY MAPPING It is essential to understand how each channel works and to use a mix of paid, owned, and earned media throughout a marketing strategy. A customer journey map outlines the steps customers go through when purchasing a product or service. It tracks the customer as they move through the awareness, consideration, and decision stages. The biggest benefit of creating customer journey maps is the insight offered about brand recognition. Once ignited, positive brand recognition can lead to an increase in ridership. Customer journeys are not linear and must be thought of as a cohesive experience, offering touch points throughout the journey. A variety of channels (outdoor, signage, digital etc.) guide customers along their journey: AWARENESS CONSIDERATION INTENT DECISION LOYALTY i ■Pald Owned Media j ■Earned Media CExperience � I N i C Repaat C tsi •!Custom., N Pur:.h.se O . v no. !!■ • E oval ®� Cusaxner • Ucmardgeneration - >,�, and purenase intent ■ ! u(:u;it9lTltlf ......ruNm. n✓,..ax-me wr. Time .. CREATIVE 5PointsCreativexom BRUCE C. BRYAN Advertising Czar bruce@5pointscreative.com 540.986.8766 BRIANA SEPULVEDA GRAYSON ODHAM Detail Wrangler I Word Slinger Secret Agent briana@5pointscreative.com grayson@5pointscreative.com 540.904.1229 ext. 1 540.494.0191 1108 Campbell Ave SE Roanoke, VA 24013 y P : 540-982-2222 / F : 540 982 2703 Valleymetro.com GREATER ROANOKE TRANSIT COMPANY TRANSIT PASSENGER ADVISORY COMMITTEE (TPAC) DATE: November 11, 2021 TIME: 6:30 P.M. LOCATION: Valley Metro, Maintenance and Administrative Facility 1108 Campbell Avenue, S.E., Roanoke, Virgina 24013 AGENDA 1. WELCOME/ROLL CALL 2. GRTC Updates a. Transfer Facility Updates b. Ridership Updates c. Other Updates i. Post Covid Ridership Campaign Survey ii. TPAC Member Campaign iii. Customer Compliment 3. TPAC MEMBERS - QUESTIONS/COMMENTS a. b. C. 4. NEXT MEETING —February 10,2022 @ 6:30PM S. ADJOURN Page 1 1108 Campbell Ave SE Va�fe'y P : 540-982-2222/ F Roanoke,540 982 2703 Valleymetro.com WELCOME/ROLL CALL MemberTPAC November Rachel Ruhlen Present Virtually Hope Trachtenberg- Present Virtually Fifer Steve Grammer Present Virtually Laura Hartman Present Virtually Sean McGinnis Present Virtually Chris Andrews Absent Monique Janelle Absent Vacant Vacant Kevin Price GRTC Ron Parker GRTC Page 2 1108 Campbell Ave SE VQ„! Roanoke, VA 24013 y P : 540-982-2222 / F : 540 982 2703 MOWValleymetro.com TRANSFER CENTER FACILITY UPDATES SM VO 1. The transfer facility construction has started at the 300 block of Salem and 3rd St. Phase 0 begin September 24. This project is estimated to take 24 months of construction. 2. The new facility will aim to modernize the riders' experience with real-time transit information displayed throughout the center and new ways to buy passes and tickets using Ticket vending Machines, and we are looking into mobile ticketing. 3. Valley Metro plans to begin VMGO "Phase II" in Feb-March. The real time information package will be tested and made public, Summer/Fall 2022. 4. GRTC Board meeting is coming up on Monday the 15th. Materials for the board (including minutes from TPAC meetings) will be available on the website soon. Page 3 1108 Campbell Ave SE Va1�ey 13 P : 540-982-2222/ F Roanoke,540 982 2703 Valleymetro.com RIDERSHIP UPDATES Fixed Route Ridership Month 2020 2021 % Diff April 87,972 87,133 - 0.95% May 82,419 81,333 -1.32% June 102,825 84,803 -17.53% July 90,458 90,431 -.03% August 88,555 87,879 -0.76% September 89,867 88,971 -.01% October 99,908 91,032 -9% STAR Ridership Month 2020 2021 % Difference April 3,009 5,730 47% May 3,007 5,997 50% June 4,623 5,827 21% July 4,568 5,233 11% August 1 4,763 6,089 22 Page 4 1108 Campbell Ave SE Vla��@y 13 P : 540-982-2222/ F Roanoke,540 982 2703 Valleymetro.com OTHER UPDATES: Post Covid Ridership Campaign Survey 1. Survey will be presented to the GRTC Board on 11/15 2. Customers will receive one free trip for completing survey, VIP Pass 3. Surveys can be completed online via Valley Metro Website, or submitted to Information Officer Booth at Campbell Court for a free pass 4. Launching Nov 16. Survey can be taken online or turned in at Campbell Court. Flyers on buses will have the survey link with QR code. Any last requests for changes from the TPAC Committee are needed by Monday. OTHER UPDATES: TPAC Membership Campaign J , Available electronically online, https://valleymetro.com/post covid survey 2. Hard copies available in Campbell Court at the Information Officer Booth, and Valley Metro Administrative facility 3. Palm Cards available in buses with information rack. Page 5 1108 Campbell Ave SE Va��ey 13 P : 540-982-2222/ F Roanoke,540 982 2703 Valleymetro.com 2022 - TPAC MEETING SCHEDULE February 10 August 11 April 14 October 13 June 9 November 10 Customer Service Compliment To whom it may concern. I made a call today to Valley Metro, and I just felt it necessary to tell you that the entire experience was EXCELLENT. I had an employee who did not know anything about taking buses...but-it looked like that would be his only viable way to get to work. So.. to help him.. I called Valley Metro..and pressed for the operator. I'm sorry I cannot remember her name.. but I do remember she is From Hartford CT...and has been in Roanoke since 2004. This wonderful person took time to help me determine what bus stop was nearest my employee, even knew approx.. how long it would take Him to walk to the bus stop... and which bus to take once he gets to Campbell court... that would get him to Elizabeth Arden on time. Plenty of people I'm sure, contact you with complaints... I'm sure it's rare that anyone call McDonalds Corporate office to let them know they 'enjoyed' their hamburgers. But.. it's important....especially these days...when workers are in high demand...yet..noone 'wants' to go to work.. that we recognize those who Deliver quality service. But..l would like to reach out to you and let you know.. it's the first time in a while... where I expected quality service... And I ACTUALLY got it! Thankyou! Page 6 1108 Campbell Ave SE V41�@y 13 P : 540-982-2222/ F Roanoke,540 982 2703 Valleymetro.com TPAC OBSERVATIONS - A representative from RADAR, has been invited to the TPAC meeting on February 10th at 6:30. - TPAC Member should send questions to VM Staff before the meeting TPAC MEMBER COMMENTS Valley Metro has hired a new Director of Planning who will be starting soon. He will help with mapping, data analysis, planning, data collection, etc. Paratransit scheduling in Google maps is being piloted in Vermont. Virginia Department of Rail and Public Transit will be offering a new funding stream specifically to fund a Mobility Manager, who can help customers find out what they're eligible to ride, help them schedule those rides, train people how to ride the bus. The GRTC TRIP application for zero-fare zones has been submitted, waiting to hear funding decisions. Sean McGinnis is analyzing the cost and emissions of electric vs. clean diesel for Valley Metro. He is working on greenhouse gas inventory and how long it would take us to have electric buses be cost effective. He will have a report ready for February. But that report will be just about emissions and some cost dimensions, not other logistics (like how long it takes to charge and whether it works logistically). Valley Metro is considering onsite charging in the new station, There is a new SmartWay bus that is the third vehicle purchased from a SMART SCALE grant several years ago. Its purchase was delayed because of supply shortages. It has USB ports. Hope asks about evening service of the SmartWay for people from Roanoke who might want to attend events. Ronnie says that existed but ridership was low so they cut back. Last SmartWay is halfway through the evening. Hope asked about combining event tickets with SmartWay rides to manage parking. Ronnie said Virginia Tech has been investing in parking decks and technology to manage that parking. Laura asked how transit demand is assessed. Kevin said it's assessed through surveys or if another agency sees there is a need. Ronnie added that there are not event-related spikes in ridership when events happen during SmartWay service hours. Hope suggested surveying potential users. Page 7 1108 Campbell Ave SE vp114m Roanoke, VA 24013 y P : 540-982-2222/ F : 540 982 2703 &1pe4hr,coValleymetro.com Why is there no spike in SmartWay use on game days, from Roanoke residents traveling to Tech? Discussion of the need for marketing; but perhaps it's really about price and convenience. Surveying current users could be done on the bus and through VMGO. Rachel suggests.Human Transit by Jarrett Walker. Laura suggests a book club. Sean requested SmartWay ridership numbers in the ridership report. Ronnie mentioned that SmartWay numbers are much much higher than last year when Virginia Tech campus was closed. Sean suggested comparing it to previous years. Hope's slogan: "Why fuss? Take the bus!"TM Steve asked everyone to ride public transportation with a wheelchair and let him know what our experience with that is. Sean requested that Kevin assign us a section of the Transit Plan to review so we can study the Transit Plan. Valley Metro will email that to us. Hope asked for GRTC to provide feedback to TPAC on how productive we have been and what is our purpose as citizen members. Kevin commented that there has been a lot of input from TPAC that has been used by Valley Metro, for example the survey input provided. Hope asked that TPAC be informed about new features, events, promotions in between meetings as they come up. Laura asked what Valley Metro office staffing is like. Planner; finance (3), procurement (2), HR (2). 11 total in office. Page 8 1108 Campbell Ave SE VQ11ey Roanoke, VA 24013 P : 540-982-2222/ F : 540 982 2703 Valleymetro.com TPAC QUESTIONS/COMMENTS 1. Can we include Smart Way Ridership numbers in the TPAC ridership report? a. Valley Metro will include Smart Way Ridership in the February report 2. Can Valley Metro assign a portion of the Transit development plan for TPAC members to review before the next meeting? a. Valley Metro staff will share task before the February meeting 3. When will GRTC board meeting agendas be available? a. TPAC and GRTC Agendas are posted on the Valley Metro planning webpage Page 9 V=114ey Aw� Greater Roanoke Transit Company Board of Directors Meeting Action Item January 18, 2022 The Honorable Joseph L. Cobb, President, and Members of the Board of Directors of Greater Roanoke Transit Company Roanoke, Virginia Dear President Cobb and Members of the Board: Subject: Authorization to Purchase Three (3) Replacement Low Floor All-Electric Transit Buses Background The Greater Roanoke Transit Company (GRTC)will be replacing three (3) diesel urban coaches that have reached the end of their respective useful lives, as defined by Chapter IV, Section 3f (2) (a) 3 of the Federal Transit Administration's (FTA) Circular 5010.1 E, by exceeding 500,000 miles or 12 years of revenue service. The replacement low floor coaches will be 40 feet in length with seating capacity of 35 passengers. The estimated cost for the three (3) all-electric coaches is $2,760,000. This transit bus replacement project is being funded by the Regional Surface Transportation Program (RSTP) as part of GRTC's Transit Bus Rehabilitation and Replacement Project (80% Federal/20% State/VW Settlement Funds). No local matching funds required. Recommendation GRTC Board of Directors authorize the purchase of three (3) Low Floor All-Electric replacement buses in accordance with Sections 2a and 2e of GRTC November 15, 2010 Board Resolution and FTA/Virginia Public Procurement Act requirements; that either GRTC's President, Vice- President of Operations, Assistant Vice-President of Operations or General Manager (or designee) or any combination of two of the four aforementioned individuals be authorized to execute a purchase contract for said buses. Respectfull ubmitted, Ki Price As tant General Manager Greater Roanoke Transit company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com BOARD OF DIRECTORS OF THE GREATER ROANOKE TRANSIT COMPANY A RESOLUTION authorizing Greater Roanoke Transit Company's President, Vice- President of Operations, Assistant Vice-President of Operations or General Manager or any combination of two of the four aforementioned individuals to execute a purchase contract in a form approved by General Counsel, needed to purchase three (3) Low Floor All-Electric replacement buses in compliance with Federal Transit Administration (FTA) Circular 5010.1E, in an amount not to exceed the available grant funds and in accordance with FTA and Virginia Public Procurement Act regulations; and authorizing the Vice-President of Operations and General Manager to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such contract. BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company as follows: 1. GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations, or General Manager, or any combination of two of the four aforementioned individuals are each authorized, for and on behalf of GRTC, to take such actions and execute a purchase contract, in a form approved by General Counsel, to purchase three (3) Low Floor All- Electric replacement buses in accordance with Section 2A and 2E of GRTC November 15, 2010 Board Resolution and FTA/Virginia Public Procurement Act requirements referred to in the General Manager's report dated January 18, 2022, to this Board. GRTC has the necessary funds available by grant funds in the amount of$2,760,000 to procure the replacement buses, with no local matching funds required. The sources of funds include funds by the RSTP and the Virginia Department of Rail and Public Transportation as part of GRTC's Transit Bus Rehabilitation and Replacement Project. 2. The Vice President of Operations and General Manager are further authorized to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such purchase contract, with any such documents to be in a form approved by General Counsel. ATTEST: Secretary. 2 Greater Roanoke Transit Company Board of Directors Meeting Action Item January 18, 2022 Greater Roanoke Transit Company (GRTC) Board President and Members of the GRTC Board Roanoke, Virginia Dear President Cobb and Members of the Board: Subject: Authorization to File for Federal Transit Administration Operating and Capital Financial Assistance, and Commonwealth of Virginia Operating and Capital Financial Assistance for Fiscal Year (FY) 2022 - 2023. Background Financial assistance has been provided to Greater Roanoke Transit Company (GRTC) by the Federal Transit Administration (FTA) and the Commonwealth of Virginia Department of Rail and Public Transportation (VDRPT) during previous fiscal years for certain operating and capital expenses. Under FTA regulations, GRTC is eligible for federal operating funds, which cannot exceed 50% of its proposed operating deficit. In FY 2022 - 2023 GRTC will apply for the maximum amount allowed in federal operating and capital financial assistance. The deadline for filing the applications for the above referenced assistance for FY 2022 - 2023 is February 1, 2022. Recommendation Authorize the General Manager or Assistant General Manager to file applications requesting the maximum operating and capital financial assistance from FTA and VDRPT for FY 2022 - 2023 4'1 ccept d execute the necessary grant agreements in a form approved by General . y Submitted, Price Manager Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com J BOARD OF DIRECTORS OF THE GRETER ROANOKE TRANSIT COMPANY A RESOLUTION authorizing the filing of applications with the Federal Transit Administration ("FTA") and the Commonwealth of Virginia Department of Rail and Public Transportation("DRPT"), for Fiscal Year 2022-2023. WHEREAS, the Federal Transit Administrator has been delegated authority to award Federal operating and capital financial assistance for the Fiscal Year 2022-2023; WHEREAS, the grant or cooperative agreement for Federal financial assistance will impose certain obligations upon the Greater Roanoke Transit Company ("GRTC") and cannot exceed 50% of its proposed operating deficit; and WHEREAS, for the Fiscal Year 2022-2023, GRTC will apply for the maximum amount allowed in federal operating and capital financial assistance. THEREFORE, BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company as follows: 1. The Board of Directors of GRTC designates that GRTC's General Manager and/or Assistant General Manager are each authorized to execute and file an application for Federal operating and capital financial assistance on behalf of GRTC with FTA and DRPT for the Fiscal Year 2022-2023 authorized by 49 U.S.C. Chapter 53, and/or authorized by any other Federal statutes administered by the FTA, including, but not limited to, applicable section of 23 U.S.C. Chapter 23. GRTC is the Designated Recipient as defined by 49 U.S.C. Sec.5302(3). 2. GRTC's General Manager and/or Assistant General Manager are each designated and authorized to execute and file with it application(s) the annual certification and assurance and other documents FTA and DRPT require before awarding a Federal assistance grant or cooperative agreement. 3. GRTC's General Manager and/or Assistant General Manager are each designated and authorized to execute grant and cooperative agreement with FTA and DRPT on behalf of GRTC, in a form approved by General Counsel, all as more particularly set forth in the report of the General Manager to this Board dated January 18, 2022. The Company's Secretary is also authorized to attest any such document. CERTIFICATE AUTHORIZING RESOLUTION The undersigned duly qualified Secretary, acting on behalf of GRTC, certified that the foregoing is a true correct copy of a resolution adopted at a legally convened meeting of the Board of Directors of the Greater Roanoke Transit Company("GRTC")held on January 18,2022. ATTEST: Secretary. - Vsa���y► Ada r*10MENIMI Greater Roanoke Transit Company Board of Directors Meeting Action Item January 18, 2022 The Honorable Joseph Cobb, President, and Members of the Board of Directors of Greater Roanoke Transit Company Roanoke,Virginia Dear President Cobb and Members of the Board: Subject: Authorize Amendment No. 5 to First Reinstated Agreement for the Exchange of Real Estate between the City of Roanoke,Virginia and Greater Roanoke Transit Company dated September 17, 2019 Background The City and Greater Roanoke Transit Company (GRTC) entered into a First Reinstated Agreement for the Exchange of Real Estate dated September 17, 2019, ( Agreement) following authorization by City Council through the adoption of Ordinance No. 41565-091619. The Agreement authorized the sale and conveyance of four parcels of real property, collectively referred to as the GRTC Relocation Parcels, and described as (i) 0 Salem Avenue,S.W.,Roanoke,Virginia,bearing Official Tax Map No. 1010113;and 325 Salem Avenue,S.W., Roanoke, Virginia, bearing Official Tax Map No. 1010115; and (ii) 0 Salem Avenue, S.W., Roanoke, Virginia, bearing Official Tax Map No. 1010121;and 0 Salem Avenue,S.W., Roanoke,Virginia, bearing Official Tax Map No. 1010122; from the City to GRTC, in accordance with the Agreement, in exchange for the transfer of certain real property located in the City of Roanoke, Virginia, at 29 Campbell Avenue S.W., and 30 Salem Avenue S.W., commonly known as Campbell Court and owned by GRTC,from GRTC to the City. Under the terms of the Agreement,the Closing Date is to be no later than January 31, 2022. Due to additional approvals required by the FTA,all Parties have requested an extension of the Closing Date,as defined in the Agreement,to February 28,2022. Recommendation Authorize the President and General Manager to execute the proposed Amendment No. 5 to the Agreement with the City, substantially similar in form to the proposed Amendment No. 5 attached to this report,which proposed Amendment amends certain terms of the Agreement to extend the Closing Date to February 28, 2022. Such Amendment No. 5 shall be in a form approved by the GRTC General Counsel. Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com j spectfully S mitted, 5 feral enager Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www.valleymetro.com 7 BOARD OF DIRECTORS OF THE GREATER ROANOKE TRANSIT COMPANY A RESOLUTION approving the execution, delivery and performance by the Greater Roanoke Transit Company (GRTC) of an Amendment No. 5 to the First Reinstated Agreement for the Exchange of Real Estate between the City of Roanoke Virginia and GRTC dated September 17, 2019 ("Agreement") to provide for (i) the sale and transfer of the GRTC Relocation Parcels as described below, to Greater Roanoke Transit Company ("GRTC") from the City of Roanoke, Virginia ("City") and (ii)the acquisition of Campbell Court, as described below by the City from GRTC; authorizing the President and General Manager of GRTC to execute the Amendment No. 5 to the First Reinstated Agreement for the Exchange of Real Estate between the City and GRTC; and authorizing the President and/or General Manager to execute such further documents and take such further actions as may be necessary to accomplish the sale of real property and the acquisition of real property. WHEREAS, the Council of the City of Roanoke adopted Ordinance No. 41565-091619, adopted on September 16, 2019, in which Council approved the terms of the Agreement with the City and GRTC; WHEREAS, the City and GRTC executed the Agreement, which was dated September 17, 2019; WHEREAS, the Agreement provides for the transfer of four parcels owned by the City and more particularly described as (i) 0 Salem Avenue, S.W., Roanoke, Virginia, Official Tax Map 41010113; (ii) 325 Salem Avenue, S.W., Roanoke, Virginia, Official Tax Map #1010115; (iii) 0 Salem Avenue, S.W., Roanoke, Virginia, Official Tax Map 41010121; and (iv) 0 Salem Avenue, S.W., Roanoke, Virginia, Official Tax Map 41010122 (collectively, the "GRTC Relocation Parcels") from the City to GRTC in exchange for the transfer of Campbell Court, consisting of 13 parcels within the City, together with improvements thereon, situated at 29 1 Campbell Avenue, S.W., Roanoke, Virginia and 30 Salem Avenue, S.W., Roanoke, Virginia, and bearing Official Tax Map Nos. 1011105, 1011106, 1011107, 1011108, 1011109, 1011110, 1011116, 1011117 1011118, 1011119, 1011120, 1011122, and 1011129 (collectively, "Campbell Court"), from GRTC to the City; WHEREAS, under the terms of the Agreement, the Closing Date is to be no later than January 31, 2022; WHEREAS, all Parties have requested an extension of the Closing Date, as defined in the Agreement; WHEREAS, the City and GRTC desire to amend the Agreement to address these matters in accordance with the terms of this Amendment No. 5; and WHEREAS, GRTC staff recommends that the Board approve Amendment No. 5 to the Agreement, all as further set forth in the General Manager's Report dated January 18, 2022, to this Board. THEREFORE, BE IT RESOLVED by the Board of Directors of GRTC as follows: 1. The Board finds and determines that Amendment No. 5 to the Agreement is in the best interests of GRTC and its stockholder, as set forth in the General Manager's Report dated January 18, 2022, which Amendment No. 5 amends the Agreement approved by City Council by Ordinance No. 41565-091619, adopted on September 16, 2019, and provides for certain undertakings and obligations by the City and GRTC. 2. The Board authorizes the President and/or the General Manager to execute the Amendment No. 5 to the Agreement, to amend certain terms of the Agreement to extend the Closing Date to February 28, 2022, to allow for additional time for the Parties to obtain their respective Approvals, as set forth in the aforementioned General Manager's Report. Amendment 2 No. 5 to the Agreement is to be substantially similar to the Amendment No. 5 attached to the General Manager's Report. 3. Further, the Board authorizes the President and/or the General Manager to negotiate and execute such further documents and take such further actions related to this matter and as may be necessary to implement, administer, and enforce the conditions and obligations that must be met by the City and GRTC pursuant to the Agreement and Amendment No. 5. 4. The form of the documents referred to above and in the General Manager's Report are to be approved by GRTC's General Counsel. ATTEST: Secretary. 3 GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS March 16, 2022 Joseph L. Cobb, President, and Members of the Greater Roanoke Transit Company Board of Directors Dear President Cobb and Members of the Board: The regular meeting of the Greater Roanoke Transit Company Board of Directors will be held on Monday, March 21, 2022, at 12:30 p.m. The meeting will be held at the Third Street Station, 325 Salem Avenue, S. W., at 12:30 p.m., for a tour of the new Downtown Transit Transfer Center construction site; thereafter, the meeting will continue at 1:00 p.m. in the EOC Conference Room, Room 159, first floor, Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., Roanoke, Virginia. Sincerely, ort_,� Cecelia F. McCoy Secretary PC: Robert S. Cowell, Jr., Vice-President of Operations, GRTC W. Brent Robertson, Assistant City Manager for Community Development Timothy Spencer, General Counsel, GRTC Laura M. Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Troy A. Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS Monday, March 21, 2022 ACTION AGENDA THE MEETING WILL BE HELD AT THE THIRD STREET STATION, 325 SALEM AVENUE, S.W., ON MONDAY, MARCH 21 AT 12:30 P.M., FOR A TOUR OF THE NEW DOWNTOWN TRANSIT TRANSFER CENTER CONSTRUCTION SITE; THEREAFTER, THE MEETING WILL CONTINUE AT 1:00 P.M. IN THE EOC CONFERENCE ROOM, ROOM 159, FIRST FLOOR, NOEL C. TAYLOR MUNICIPAL BUILDING, 215 CHURCH AVENUE, S. W., ROANOKE, VIRGINIA. • DOWNTOWN TRANSIT TRANSFER CENTER TOUR—THIRD STREET STATION. The following individuals were present: ➢ Board Representatives ■ President Joseph L. Cobb ■ Vice-President Vivian Sanchez-Jones ■ Karen Michalski-Karney ■ Paul Workman ■ D'Wayne D'Ardenne ■ Robert Light ■ Nathan McClung ➢ Staff Representatives ■ Timothy Spencer ■ Laura Carini ■ Ron Parker ■ Kevin Price, General Manager ■ Bob Cowell ■ Brent Robertson ➢ Project Administrators ■ Jackie Mayrosh, Project Manager, Spectrum ■ Nathan Harper, Spectrum 1. Call to Order— Roll Call —All Present. 2. Approval of Minutes: Regular meeting of GRTC held on Tuesday, January 18, 2022. Without objection,the reading of the Minutes were dispensed with and approved. 3. Reports of Officers: a. Secretary: 1. A communication advising of the resignation of Anne W. Cantrell as a Town of Vinton representative to the Greater Roanoke Transit Company, Board of Directors, effective February 17, 2022. Without objection,the resignation from Ms. Cantrell was accepted and communication was received and filed. 2. Election of Vacancy on Board of Directors to replace Kathleen"Katie" Davis. Paul Workman was appointed as Director of the Greater Roanoke Transit Company to fill the unexpired term of Kathleen "Katie" Davis ending June 30, 2022. 3. Election of Vacancy on Board of Directors to replace Anne W. Cantrell. Nathan McClung was appointed as Director of the Greater Roanoke Transit Company, Town of Vinton representative, to fill the unexpired term of Anne W. Cantrell ending June 30, 2022. b. General Manager: 1. Management Update: a. TPAC Meeting Update b. GRTC Ridership Update 2. Financial Reports/Audit Update Without objection, the Management Update was received and filed. 4. Annual External Audit Presentation (via telephone communication). Without objection, the Annual External Audit Presentation was received and filed. 5. Authorization to Purchase Four Replacement Over The Road Coaches. Adopted Resolution. (5-0). 6. Appointment of two members of the Board and two officers of the Company to serve as the Fiscal Year 2022-2023 Budget Review Committee to review the proposed budget. President Joseph L. Cobb and newly appointed Director Paul Workman were appointed as Board Representatives to serve on the Fiscal Year 2022-2023 Budget Review Committee. Assistant Vice-President of Operations Brent Robertson and Treasurer Amelia Merchant were appointed as Officer Representatives to serve on the Fiscal Year 2022-2023 Budget Review Committee. 7. Other Business: None. 8. Next Meeting: Monday, May 16, 2022 at 12:30 p.m., in the EOC Conference Room. 9. Adjourned — 1:36 p.m. Page 1 of 1 CAUTION:This email originated from outside your organization. Exercise caution when opening attachments or on clicking links from unknown senders. [EXTERNAL] Resignation GRTC Anne Cantrell to: joseph.cobb@roanokeva.gov 02/17/2022 04:37 PM Cc: "Susie.McCoy@roanokeva.gov", "Susan Johnson" Hide Details From: "Anne Cantrell" <ACANTRELL@vintonva.gov> To: "joseph.cobb@roanokeva.gov" <joseph.cobb@roanokeva.gov> Cc: "Susie.McCoy@roanokeva.gov" <Susie.McCoy@roanokeva.gov>, "Susan Johnson" <SJOHNSON@vintonva.gov> 1 Attachment IMAGE.BMP Resignation Letter GRTC.pdf Good Afternoon President Cobb, It's with bittersweet emotions that I send you the attached letter resigning my position with the GRTC Board. It's been a great opportunity to serve with you and represent the citizens of Vinton. However, I'm also looking forward to this rare opportunity to return to my hometown and get closer to family as we are expecting our second child. I've confirmed with Susan Johnson (Town Clerk/Executive Assistant to the Town Manager) that the Town of Vinton plans to recommend Nathan McClung to fill my unexpired term at the Vinton Town Council Meeting on March 1, 2022. 1 know he will be a great representative of Vinton and an invaluable asset with his planning expertise. Sincerely, Anne W. Cantrell, CPA Treasurer/Finance Director Treasurer/Finance Director Email: acantrelLNnton a.gov Phone: 540-983-0608 1 Fax: 540-985-3105 'I NT(:N 311 S. Pollard Street,Vinton,VA 24179 v"V'-xt.uintonva.gov file:///C:/17sers/cfmccoy/AppData/Local/Temp/notes56C3C9/—webO784.htm 2/17/2022 Town of Vinton 311 S. Pollard Street Vinton,VA 24179 Phone(540) 983-0607 Fax(540) 983-0626 Vl,N: i TON SusanJohnson Executive Assistant/Town Clerk March 2, 2022 Ms. Susie McCoy, Clerk City of Roanoke 215 Church Avenue, SW Noel C. Taylor Municipal Building Suite 456 Roanoke, VA 24011-1536 RE: Greater Roanoke Transit Company Board Appointment Dear Ms. McCoy: This letter is written to confirm that Nathan McClung, Assistant Planning & Zoning Director, was appointed by Town Council at their March 1, 2022 meeting as our GRTC Board Member to completed the unexpired term of Anne W. Cantrell ending June 30, 2022. If you have any questions, please contact me. Very truly yours, Susan N. Johnson /snj ec: Nathan McClung GREATER ROANOKE TRANSIT COMPANY March 21, 2022 Paul Workman Budget Manager Roanoke, Virginia Dear Mr. Workman: At the regular meeting of the Greater Roanoke Transit Company held on Monday, March 21, 2022, you were appointed as a City Staff representative member of the Greater Roanoke Transit Company Board of Directors to fill the unexpired term of office of Kathleen "Katie" Davis, ending June 30, 2022. Enclosed you will find a Certificate of your appointment and two copies of an Oath or Affirmation of Office which must be administered bV the Clerk of the Circuit Court of the City of Roanoke located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were appointed. For recordkeeping purposes, complete the online application at www.roanokeya.gov. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your appointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, Cecelia F. McCoy Secretary Enclosure Paul Workman March 21, 2022 Page 2 pc: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant Vice-President of Operations Timothy Spencer, General Counsel Laura Carini, Assistant General Counsel Amelia C. Merchant, Treasurer COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Regular meeting of the Greater Roanoke Transit Company, which was held on the twenty-first day of March 2022, PAUL WORKMAN was appointed as a City Staff representative member to fill the unexpired term of office of Kathleen "Katie" Davis, ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twenty-first day of March 2022. Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Paul Workman, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a (City Staff representative) member of the Greater Roanoke Transit Company Board of Directors to fill the unexpired term of office of Kathleen "Katie" Davis, ending June 30, 2022, according to the best of my ability. (So help me God) .7 PAUL WORKMAN The foregoing oath of office was taken, sworn to, and subscribed before me by Paul Workman this 28 day of G 2022. Brenda S. Hamilton, Clerk of the Circuit Court By �� , Clerk GREATER ROANOKE TRANSIT COMPANY March 21, 2022 Nathan McClung Assistant Planning & Zoning Director Roanoke, Virginia Dear Mr. McClung: At the regular meeting of the Greater Roanoke Transit Company held on Monday, March 21, 2022, you were appointed as a Town of Vinton representative member of the Greater Roanoke Transit Company Board of Directors to fill the unexpired term of office of Anne Cantrell, ending June 30, 2022. Enclosed you will find a Certificate of your appointment and two copies of an Oath or Affirmation of Office which must be administered by the Clerk of the Circuit Court of the City of Roanoke located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were appointed. For recordkeeping purposes, complete the online application at www.roanokeva.aov. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your appointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, Cecelia F. McCoy Secretary Enclosure Nathan McClung March 21, 2022 Page 2 pc: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant Vice-President of Operations Timothy Spencer, General Counsel Laura Carini, Assistant General Counsel Amelia C. Merchant, Treasurer COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Regular meeting of the Greater Roanoke Transit Company, which was held on the twenty-first day of March 2022, NATHAN MCCLUNG was appointed as a Town of Vinton representative member to fill the unexpired term of office of ANNE CANTRELL, ending June 30, 2022. Given under my hand and the Seal of the Greater Roanoke Transit Company this twenty-first day of March 2022. Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Nathan McClung, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a (Town of Vinton representative) member of the Greater Roanoke Transit Company Board of Directors to fill the unexpired term of office of Anne Cantrell, ending June 30, 2022, according to the best of my ability. (So help me God) NATHAN MCCLUNG The foregoing oath of office was taken, sworn to, and subscribed before me by Nathan McClung this day of 2022• Brenda S. Hamilton, Clerk of the Circuit Court By u cJ, Clerk Greater Roanoke Transit Company(GRTC) Board of Directors Meeting Management Update March 21, 2022 Planning and Special Projects TPAC Meeting Update On February 10, 2022,TPAC held a virtual meeting via GoToMeeting. A system ridership update,transfer center construction update, bus stop improvement update, and staff recruitment update were the primary topics discussed. Staff also responded to questions from TPAC members. Minutes were included in the GRTC Board Packet GRTC Ridership Update Month 2020 2021 %Change(-/+) January 141,320 82,833* -41% February 159,236 74,879* -53% March 120,273 87,513* -27% April 87,972 87,133* -<1% May 82,419 81,333* -1% June 102,825* 84,803* -17.5% July 90,458* 90,431* -<l% August 88,555* 87,879* -<1% September 89,867* 88,971* -1% Greater Roanoke Transit Company October 99,908* 91,032* -9/ November 83,792 88,832* +6% December 89,238* 91,133* +2.1% Month 2021 2022 %Change January 82,833* 77,062* -7% February 74,879* 83,397* +11.4% * Starline Trolley ridership data included Respectfully Sub fitted, Kevin Price Gen al Manager Copy: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company February 10, 2022—6:30pm Transit Passenger Advisory Committee (TPAC)Virtual meeting 1. Welcome/Roll Call Present: Rachel Ruhlen, Hope Trachtenberg-Fifer, Laura Hartman,Sean McGinnis,Stephen Grammer Staff: William Long, Kevin Price Guest: Nathan Sanford (RADAR) 2.Valley Metro Updates a.STAR service—Guest:Nathan Sanford, Executive Director of RADAR Nathan Sanford answered questions from the TPAC Members. • RADAR doesn't offer same-day service. It accepts reservations between 8am and 5pm. It stops booking reservations for the next day at 5pm.Same-day service would require additional technology and funding. RADAR uses software that calculates the most efficient schedule. In- services buses don't sit unused for long periods. • Operating beyond the current hours(including making connection to Amtrak)would require funding and buy-in from stakeholders. • RADAR books reservations using six phone lines (STAR and other services).Calls can occasionally hit capacity.Within the next two years, RADAR hopes to have an (online and mobile) app capable of making reservations.This app may also allow pre-payment of fares(rather than paying upon boarding). • Taxi vouchers would be considered a new service.That would have funding implications. • It is important to remember that RADAR operates a handful of independent services. For Valley Metro,that is ADA complementary paratransit(known as STAR). • A mobility manager is a one-call resource for a region's transportation services.This region doesn't have one. RADAR can usually point a caller to the correct service.The funding for mobility managers is very competitive and Roanoke is the smallest "large urban"area in the state. • There are 75 to 200 trips per day. b.Transfer Facility Updates A diagram of the temporary station (Phase 1)was shown. Operations will run out of three trailers during construction:Staff trailer, restrooms&tickets,facilities.StarLine Trolley will stop on 3rd Street. • The trailers are accessible and have restrooms. • Construction is expected to be complete by Fall 2023. Route changes were presented.Some routes will not change.The biggest change is the 41/42 routes, which will no longer go through downtown and will now serve new stops on Elm Ave. c.Other Updates i. Ridership Ridership updates were shared. Fixed-route ridership remained level. STAR and Smart Way ridership increased ridership. ii. Post-COVID Survey Results There were 23 responses. Most respondents: • ride 5-10 times per week, • ride to/from work, • get information from bus drivers and the Valley Metro website, and • ride to/from Vinton or the trolley. iii.TPAC Member Campaign • Salem will be recommending a member from Salem. • The GRTC board is reaching out to Vinton. • There will be a campaign to get the word out better to fill the committee. 3.TPAC members—Questions/Comments a. Bus Riders of Roanoke Advocacy Group(BRRAG) Laura Hartman announced a citizen-led group created to promote the bus and raise awareness of the bus.The first meeting was held last week. Monthly meetings will be the first Friday at 5:30pm. Information can be found on Facebook. b. Discussion of Comprehensive Operational Analysis-Chapter 2 This chapter focuses on the crowding issues at Campbell Court. Of four options,Option 3: moving the transfer station was adopted. New station is being called 3rd Street Station because there are plans for other stations eventually. • As COVID changes settle, there are considerations for new routes (such as the Brandon Avenue Connector,the first that doesn't come downtown)will be next. Many other medium-term changes will involve other jurisdictions. c. Other Laura Hartman: Roanoke College students are interested in Salem Circulator. • That is called Route 93 in the COA. For that to happen, Routes 91/92 have to be extended to Richfield, which is in the County.This change needs the County's permission.A letter from the student government to TPAC and GRTC board would be considered. LauraHartman :There are two stops without signs near Roanoke College (East Main WB at College and College SB at Calhoun). • Valley Metro will look into it and follow up. Sean: Understood that STAR service had to be complementary, is the Smart Way an exception? • Yes, Smart Way is a different funding source.The 5311 funding is strictly intercity commuter and does not have associated complementary paratransit.Where a train stops and bus picks up is proving the case for railway extension. Before Amtrak came to Roanoke, the Smart Way Connector assisted in proving that Roanoke could support passsenger rail. Now Amtrak comes to Roanoke. Rachel:Ask Blue Ridge Independent Living Center to review the temporary transit station for accessibility. 4. Next meeting April 14 at 6:30pm (virtual) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) FINANCIAL REPORT June 30, 2021 GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke, Virginia) Table of Contents Page(s) Financial Section Independent Auditor's Report Basic Financial Statements: 1 -3 Statements of Net Position 4 Statements of Revenues, Expenses, and Changes in Net Position 5 Statements of Cash Flows 6 Notes to Basic Financial Statements 7- 15 Compliance Section Schedule of Expenditures of Federal Awards 17 Notes to Schedule of Expenditures of Federal Awards 18 Independent Auditor's Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards 19-20 Independent Auditor's Report on Compliance for Each Major Program and on Internal Control over Compliance Required by the Uniform Guidance 21 -22 Summary of Compliance Matters 23 Schedule of Findings and Questioned Costs 24-30 Summary Schedule of Prior Audit Findings 31 -33 Report on the Financial Statements(Continued) Opinion In our opinion, the financial statements referred to above present fairly, in all material respects, the respective financial position of the Company, as of June 30, 2021 and 2020, and the respective changes in financial position and cash flows thereof for the years then ended in accordance with accounting principles generally accepted in the United States of America. Correction of Error As described in Note 9 to the financial statements, grant related receivables were adjusted due to an overstatement as of June 30,2020. Our opinion is not modified with respect to that matter. Other Matters Required Supplementary Information Accounting principles generally accepted in the United States of America require that the management's discussion and analysis be presented to supplement the basic financial statements. Such information, although not a part of the basic financial statements, is required by the Governmental Accounting Standards Board, who considers it to be an essential part of financial reporting for placing the basic financial statements in an appropriate operational, economic, or historical context. Management has omitted the management's discussion and analysis. Other Information Our audit was conducted for the purpose of forming an opinion on the financial statements that collectively comprise the Company's basic financial statements. The schedule of expenditures of federal awards is presented for purposes of additional analysis as required by Title 2 U.S. Code of Federal Regulations (CFR) Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance), and is also not a required part of the basic financial statements. The schedule of expenditures of federal awards is the responsibility of management and was derived from and relates directly to the underlying accounting and other records used to prepare the basic financial statements. Such information has been subjected to the auditing procedures applied in the audit of the basic financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the basic financial statements or to the basic financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the schedule of expenditures of federal awards is fairly stated in all material respects in relation to the basic financial statements as a whole. 2 Other Reporting Required by Government Auditing Standards In accordance with Government Auditing Standards, we have also issued our report dated February 9,2022 on our consideration of the Company's internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements and other matters. The purpose of that report is solely to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the Company's internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the Company's internal control over financial reporting and compliance. +Am, 64`0& Y(;;647'0�'r CERTIFIED PUBLIC ACCOUNTANTS Roanoke,Virginia February 9, 2022 3 GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke,Virginia) Statements of Net Position June 30,2021 and 2020 2020 (As restated, see Assets 2021 Note 9) Current assets: $ 877,990 $ 1,212,645 Cash and cash equivalents Due from: 3,202,789 2,252,211 Federal Transit Administration 397,148 760,356 Commonwealth of Virginia _ 40,524 Local governments Accounts receivable 118,620 256,121 Supplies and materials (note 3) 512,702 496,106 51,344 3,602 Other assets Total current assets 5,160,592 5,021,565 Capital assets (note 4): 720,724 720,724 Land Buildings,structures and improvements 11,808,656 11,805,081 23,659,251 20,917,204 Buses 3,202,066 3,235,800 Shop and garage equipment Office equipment and furnishings 1,120,4 1,040,643 Construction in progress 612,49911 214,691 Accumulated depreciation (24,546,502) (23,499,498) Capital assets,net 16,577,150 14,434,645 Total assets 21,737,742 19,456,210 Liabilitie s Current liabilities: Trade accounts payable 1,045,437 2,110,411 Accrued salaries and benefits 298,654 446,461 Other liabilities (note 6) 1,330,234 1,799,882 Total current liabilities 2,674,325 4,356,754 Net Position Investment in capital assets 16,577,150 14,434,645 Unrestricted 2,486,267 664,811 Total net position $ 19,063417 $ 15,099,456 See accompanying notes to the basic financial statements. 4 GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke,Virginia) Statements of Revenues,Expenses, and Changes in Net Position Years ended June 30, 2021 and 2020 2020 (As restated, see 2021 Note 9) Operating revenues: $ 1,0535761 $ 1,340,659 Charges for passenger fares Operating expenses: 4,462,128 3,991,690 Salaries and wages 1,566,050 1,959,655 Fringe benefits (note 5) 648,239 693,492 Services 194,810 219,258 Utilities 248,576 244,373 Insurance 2,180,715 1,908,179 Purchased services and other expenses 1,153,316 1,289,496 Materials and supplies 2,256,169 1,954,556 Depreciation Total operating expenses 12,710,003 12,260,699 Operating loss (11,6565242) (10,920,040) Nonoperating revenues: Noncapital grants or assistance: 7,177,716 4,121,565 Federal Transit Administration 4,355,471 2,681,231 Commonwealth of Virginia _ 1,527,260 City of Roanoke,Virginia City of Salem,Virginia 51,600 155,531 Town of Vinton,Virginia 23,779 79,251 New River Valley Metropolitan Planning Organization 20,270 76,601 Virginia Tech University 49,559 130,664 Carilion Foundation 14,823 43,831 Downtown Roanoke,Inc. 7,443 22,010 Total noncapital revenues 11,700,661 8,837,944 Local share and other revenues: 124,665 120,206 Advertising Rental income (note 7) 61,147 60,112 Parking income 27,360 30,010 Interest income 1,511 2,799 Other 87,395 240,856 Total local share and other revenues 302,078 453,983 Total nonoperating revenues 12 002,739 9,291,927 Income(loss)before capital contributions 346,497 (1,628,113) Capital contributions 3,617,464 2,388,134 Change in net position 3,963,961 760,021 Total net position at beginning of year,restated 15,099,456 14,339,435 Total net position at end of the year $ 19,063,417 $ 15,099,456 See accompanying notes to the basic financial statements. 5 GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke,Virginia) Statements of Cash Flows Years ended June 30, 2021 and 2020 2021 2020 Cash flows from operating activities and local share and other revenues (excluding interest): $ 1,191,262 $ 1,390,609 Cash received from customers (6,175,985) (5,929,346) Cash payments to employees for services ) 4,609,438) Cash payments to suppliers for goods and services (4(169,81 ( ) 1, 212,287 Local share and other revenue received (9,257,203) (7,935,888) Net cash used in operating activities Cash flows fromnoncapitalfinancing activity: 10,219,176 10,385,539 Noncapital grants received Cash flows from capital and related financing activities: (5,850,243) (2,759,313) Acquisition of capital assets Capital contributions 4,552,104 1,393,023 Net cash used in capital and 1298,139) 1,366,290) related financing activities ( � ) Cash flows from investing activity: 11511 2,799 Interest income received Net changes in cash and cash equivalents (334,655) 1,086,160 Cash and cash equivalents at beginning of year 1,212,645 126,485 Cash and cash equivalents at end of year $ 877,990 $ 1,212,645 Reconciliation of operating loss to net cash used in operating activities: 10 920 040 $ (11,656,242) $ (10,920,040) Operating loss Adjustments to reconcile operating loss to net cash used in operating activities: Local share and other net revenue(excluding interest) 300,567 451,184 Depreciation 2,256,169 1,954,556 Changes in assets and liabilities: Decrease in accounts receivable 137,501 49,950 Decrease(increase)in supplies and materials (16,596) 3,562 Decrease(increase)in other assets (47,742) 19,910 Decrease(increase)in trade accounts payable 386,595 (278,112) Increase(decrease)in accrued salaries and benefits (147,807) 21,999 Increase(decrease)in other liabilities (469,648) 761,103 Net cash used in operating activities $ (9,257,203) $ (7,935,888) Supplemental cash flow data Noncash capital and financial activities Capital asset purchases financed with accounts payable $ 90,757 $ 1,542,326 See accompanying notes to the basic financial statements. 6 GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke,Virginia) Notes to Basic Financial Statements June 30, 2021 and 2020 (1) Summary of Significant Accounting Policies (a) Organization and Purpose The Greater Roanoke Transit Company (the "Company") is a private, nonprofit, public service organization wholly owned by the City of Roanoke, Virginia (the "City"). The Company provides a comprehensive range of transportation services for the residents of the greater Roanoke area,including bus service along fixed routes, special services for the disabled, and shuttle buses. Similar to other public transportation systems, government subsidies are required to fund operations. The Company is the recipient of operating and capital grants from federal, state, and local agencies, including the Federal Transit Administration (the "FTA"), the Virginia Department of Rail and Public Transportation(the"DRPT"), and the City. Company policy decisions are made by the Board of Directors, which is comprised of two (2) City Council members, two (2) City employees, and three(3) citizens of the community at large. The Company contracts with First Group America Company (dba First Transit, Inc.) to provide senior management professionals.The remainder of the staff are employees of Southwestern Virginia Transit Management Company,Inc.("SVTMC"),a subsidiary of First Transit,Inc.Bargaining unit employees of SVTMC,which include all bus drivers and mechanics,are under a separate contract ratified by the Amalgamated Transit Union, A.F.L.-C.I.O.-C.L.C., Local Union 1493 ("Union") effective July 1, 2020 and expiring on June 30, 2022. The Company is reported as a discretely presented component unit with the City's reporting entity. (b) Basis of Accounting The accompanying financial statements reflect the transit operations of the Company and are accounted for on the economic resources measurement focus and use the accrual basis of accounting, which is in accordance with accounting principles generally accepted in the United States of America ("GAAP"), as promulgated by the Governmental Accounting Standards Board, and conform with the requirements of the FTA's National Transit Database,as amended.Accordingly,revenues are recorded when earned and expenses are recorded at the time liabilities are incurred, regardless of when the related cash flows take place. Nonexchange transactions, in which the Company receives value without directly giving equal value in exchange, include appropriations from the City, grants, and donations. Revenues from grants and contributions are recognized in the fiscal year in which all eligibility requirements, including time requirements,if any are met. (c) Cash and Cash Equivalents Cash and cash equivalents are considered to be cash on hand and short-term investments with original maturities of three months or less from the date of acquisition. Cash equivalents are stated at cost, which approximates fair value, and consist of money market mutual funds and a pooled repurchase agreement with an original maturity of three months or less collateralized by U.S. government securities. 7 (Continued) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke,Virginia) Notes to Basic Financial Statements June 30, 2021 and 2020 (d) Supplies and Materials Supplies and materials consist of various consumable items which are maintained on a perpetual basis with periodic verification based on physical count. Supplies and materials are valued using a weighted average cost approach. (e) Capital Assets Capital assets are stated at cost less accumulated depreciation computed by the straight-line method over the estimated lives of the respective assets as follows: Buildings, structure, and improvements 2 to 40 years Buses 2 to 12 years Shop and garage equipment 2 to 10 years Office equipment and furnishings 2 to 10 years Contributed and donated capital assets are recorded at acquisition value at the date of receipt.The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets' lives are not capitalized. (� Revenue Recognition Passenger fares and advertising are recorded as revenue at the time of sale.Rental and parking income are recorded on the accrual basis of accounting based upon the date in which services are provided to customers. (g) Accounts Receivable Accounts receivable are recorded at the invoiced amount and do not bear interest. The Company does not record an allowance for existing accounts receivable based on historical experience. Account balances are charged off after all means of collection have been exhausted and the potential for recovery is considered remote. (h) Compensated Absences Company employees are granted vacation leave in varying amounts. In the event of termination, an employee is paid for accumulated vacation in full. Accumulated vacation is recorded as an expense and liability as the benefits accrue to employees. Sick leave is recorded as an expense as the employee utilizes it. In accordance with GAAP, the liability calculations include an accrual at the current rate of pay and ancillary salary-related payments associated with its ultimate liquidation. Compensated absence liabilities are reported as a component of accrued salaries and benefits. 8 (Continued) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke,Virginia) Notes to Basic Financial Statements June 30, 2021 and 2020 (i) Operating Revenues and Expenses Operating revenues consist of charges for passenger fares.Operating expenses include costs of services provided,including personnel costs,purchased services,utilities,materials and supplies,insurance and depreciation. All other revenues and expenses, with the exception of capital contributions, are classified as nonoperating revenues and expenses. (j) Unearned Revenues Unearned revenues represent amounts for which asset recognition criteria have been met,but for which revenue recognition criteria have not been met.Grants and contributions received before the eligibility requirements are met have been recorded as unearned revenues. (k) Deferred Compensation Plan Company employees participate in the Southwestern Virginia Transit Management Company, Inc. Retirement Plan (the "Plan"), which is a deferred compensation plan and trust covering all eligible employees of the Company.Under the terms of the Plan agreement,all full-time employees are required to participate in the Plan upon completion of their probationary employment period, which is 90 days from date of hire for all employees. Southwest Virginia Transit Management Company, Inc. is the Trustee of the Plan,which is administered by the Reliance Trust Company.Participants contribute to the Plan through both mandatory and voluntary payroll deductions. Participants are required to contribute a minimum of 3% of annual compensation. Participants may elect to defer up to 100% of their pretax compensation not to exceed the Internal Revenue Service("IRS") limitations on net contributions. The Company can make contributions at its discretion. The Plan qualifies as a government plan under Section 457 of the Internal Revenue Code. This qualification exempts the Plan from the Employee Retirement Income Security Act and the Department of Labor regulations. Charges to operations under the Plan are based on 3%of union and salary participants' eligible payroll. (l) Net Position Net position represents the difference between assets and liabilities.Net position may be comprised of three components: Investment in Capital Assets — Consists of the historical cost of capital assets net of any accumulated depreciation. Restricted — Consists of assets where limitations are imposed through external restrictions imposed by creditors, grantors, or the laws and regulations of other governments. Unrestricted—All other net position is reported as net invested in this category. (m) Use of Estimates The preparation of financial statements in conformity with GAAP requires management to make estimates and assumptions that affect the reported amounts of assets,liabilities,and net position at the date of the financial statements and the reported amounts of revenues, expenses, and changes in net position during the reporting period. Actual results could differ from these estimates. 9 (Continued) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke,Virginia) Notes to Basic Financial Statements June 30, 2021 and 2020 (2) Cash and Cash Equivalents All cash and cash equivalents are held by financial institutions in the name of the Company.At June 30, 2021 and 2020,all cash and cash equivalents were fully collateralized pursuant to agreements with all participating financial institutions to pledge assets on a pooled basis to secure public deposits according to the Virginia Security for Public Deposits Act Regulations of the Code of Virginia. (3) Supplies and Materials As of June 30, 2021 and 2020, supplies and materials consisted of the following: 2021 2020 Parts $ 474,424 $ 459,813 Diesel fuel 31,009 29,661 Lubricatingoil 7,269 6,632 $ 512,702 $ 496,106 (4) Capital Assets The following is a summary of the changes in capital assets,net for the fiscal years ended June 30, 2021 and 2020: Balances Balances June 30, June 30, 2020 Increases Decreases 2021 Capital assets not being depreciated: Land $ 720,724 $ - $ - $ 720,724 Construction in progress 214,691 712,764 (314,964) 612,491 Other capital assets being depreciated: Building structures and improvements 11,805,081 3,575 - 11,808,656 20,917,204 3,675,198 (933,151) 23,659,251 Buses Shop and garage equipment 3,235,800 242,280 (276,014) 3,202,066 Office equipment and furnishing; 1,040,643 79,821 - 1,120,464 Accumulated depreciation (23,499,498) (2,256,169) 1,209,165 (24,546,502) Net capital assets being depreciated 13,499,230 1,744,705 - 15,243,935 Capital assets,net $ 14,434,645 $ 2,457,469 $ (314,964) $ 16,577,150 10 (Continued) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke,Virginia) Notes to Basic Financial Statements June 30, 2021 and 2020 Balances Balances June 30, June 30, 2019 Increases Decreases 2020 Capital assets not being depreciated: Land $ 720,724 $ - $ $ 720,724 Construction in progress - 214,691 - 214,691 Other capital assets being depreciated: Building,structures and improvements 11,795,786 9,295 - 11,805,081 Buses 18,835,707 2,081,497 - 20,917,204 Shop and garage equipment 3,087,517 148,283 - 3,235,800 Office equipment and furnishings 991,242 49,401 - 1,040,643 Accumulated depreciation (21,544,942) (1,954,556) - (23,499,498) Net capital assets being depreciated 13,165,310 333,920 13,499,230 Capital assets,net $ 13,886,034 $ 548,611 $ $ 14,434,645 (5) Deferred Compensation Plan The Company has a deferred compensation plan(see note 1(k)) covering all hourly and salaried employees. The Company's contributions to the deferred compensation plan were $125,694 in fiscal year 2021 and $142,643 in fiscal year 2020. (6) Other Liabilities Included in other liabilities at June 30, 2021 and 2020,is unearned revenues of$1,329,137 and$1,798,785, respectively. (7) Commitments and Contingent Liabilities Contractual Commitments Under the provisions of a management contract with First Group America Company(dba First Transit,Inc.), which originally became effective on March 1, 2010 and was renewed July 1, 2020, the Company paid a monthly fee of $28,521 and $27,690 for management services for years ended June 30, 2021 and 2020, respectively. Total fees paid for the years ended June 30, 2021 and 2020, were $342,257 and $332,282, respectively. Certain assets acquired with FTA grants must be kept in service for a specified time period as a requirement of the grants.If these assets are removed from service,the Company must reimburse FTA for up to 80%of their fair market value on the date of disposition. Capital assets, net, approximated $16.2 million and $14.4 million for the years ended June 30, 2021 and 2020, respectively, and are subject to these grant requirements. 11 (Continued) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke,Virginia) Notes to Basic Financial Statements June 30, 2021 and 2020 The Company has agreements with the City of Salem,Virginia and Town of Vinton,Virginia to provide bus service to each locality, which may be terminated by either party upon written notice of twelve months and six months, respectively. The localities reimburse the Company for 51% of the net operating costs based upon passenger counts and service miles. The Company is the lessor of space in the Intermodal Transportation Center in downtown Roanoke. Rental income for the years ended June 30, 2021 and 2020, totaled $33,000 and $60,112, respectively. Future minimum rental receipts under leases with original terms in excess of one year are as follows: Year ending June 30: 2022 $ 33,000 The Company is the lessee in an agreement with a tire manufacturer for the rental of bus tires.The agreement became effective beginning December 1,2016 and ends November 30, 2021. It specifies a base rate per tire mile,which adjusts each year. For the years ended June 30, 2021 and 2020,rental expense for tires $59,032 and$70,240,respectively. The Company is party to various supply contracts with vendors for Ultra-Low Sulfur Diesel fuel that require the purchase of certain minimum volumes per year and set a total number of gallons to be purchased during the terms of the contract. These contracts enable the Company to purchase fuel at a fixed-rate price to be used in buses that serve our operating area. The Company's agreements, along with the contract total of gallons to be purchased during the year, is as follows: Minimum Purchases 2022 $ 722,400 $ 722,400 Failure of the Company to meet such annual minimum purchase agreements allows the Company's vendors the option of terminating or not renewing the contracts. Management intends to fully utilize these contracts to ensure fuel for operations is obtained at an efficient market price. Litigation The Company is involved in various legal proceedings from time to time in the normal course of business. In management's opinion,the Company is not currently involved in any legal proceedings which individually or in the aggregate could have a material effect on the financial condition, results of operations, and/or liquidity of the Company. 12 (Continued) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke,Virginia) Notes to Basic Financial Statements June 30,2021 and 2020 (8) Risk Management The Company is exposed to various risks of loss such as theft of,damage to,and destruction of assets,injuries to employees, and natural disasters. The Company carries commercial insurance for their risks. There have been no significant reductions in insurance coverage from coverage in the prior year and settled claims have not exceeded the amount of insurance coverage in any of the past three fiscal years. (9) Prior Period Restatement of Net Position Operating grants as of June 30, 2020 were deemed overstated. The impacts of correcting these errors are summarized below. June 30,2020 as June 30,2020 previously stated Restatement as restated Due from: Federal Transit Administration $ 2,270,485 $ (18,274) $ 2,252,211 Commonwealth of Virginia 948,330 (187,974) 760,356 Unrestricted net position 871,059 (206,248) 664,811 Noncapital grants or assistance: Federal Transit Administration 4,139,839 (18,274) 4,121,565 Commonwealth of Virginia 2,869,205 (187,974) 2,681,231 (10) COVID-19 Impact On January 30, 2020, the World Health Organization ("WHO") announced a global health emergency because of a new strain of coronavirus (the "COVID-19 outbreak") and the risks to the international community as the virus spreads globally beyond its point of origin. In March 2020,the WHO classified the COVID-19 outbreak as a pandemic,based on the rapid increase in exposure globally. The Company's operations are dependent on the ability to assess passenger fees and provide transit services. Additionally, access to grants and contracts from federal and state governments may decrease or may not be available depending on appropriations. The outbreak may have a continued material adverse impact on economic and market conditions,triggering a period of global economic slowdown. 13 (Continued) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke,Virginia) Notes to Basic Financial Statements June 30,2021 and 2020 The full impact of the COVID-19 outbreak continues to evolve as of the date of this report. As such, it is uncertain as to the full magnitude the pandemic will have on the Company's financial condition, liquidity, and future results of operations.Management is actively monitoring the impact of the global situation on its financial condition,liquidity,operations,suppliers,industry,and workforce.Given the daily evolution of the COVID-19 outbreak and the global responses to curb its spread, the Company is not able to estimate the effects of the COVID-19 outbreak on its results of operations, financial condition,or liquidity for fiscal year 2021. The Company has been awarded $3.4 million in American Rescue Plan Act funding to be spent by September 30, 2024 as part of the federal government's response to the pandemic. As of June 30,2021,the Company has used approximately$791,000. (11) Subsequent Event The GRTC bus station is the oldest operating bus station in the Commonwealth. On November 16,2020,the Roanoke City Council voted to build a new bus station downtown along Salem Avenue and Third Street. This is the largest investment in bus transit in the Roanoke Valley in decades. The plan calls for the City to exchange this property with the GRTC for the Campbell Court bus station property. The City will then sell Campbell Court property to a development group Hist:Re Partners,LLC, in exchange for property located on South Jefferson Street owned by Rutherfoord Partners. Hist:Re Partners LLC will subsequently assign its rights and obligations to Rutherfoord Partners, LLC, with the consent of the City.The City will use this property for a future Amtrak passenger facility.The Campbell Court property will be developed into a mixed-use complex on the demolished site of the former bus station. This project will create apartments, office and retail/restaurant space as an investment for economic opportunities in downtown Roanoke. A temporary waiting and ticketing center will be placed at the new bus station location no later than January 31, 2022. Crews will erect two bus terminals, one for GRTC and one for Greyhound, plus two outdoor boarding platforms. The total project cost is approximately $17.3 million. The land cost about $2 million,with the remaining funds covering the cost of the construction for design,project management, and construction support. The project is scheduled to be completed by September 2023. The deadline for closing of the project has been moved from its original date of September 17, 2019 to March 31, 2021 to June 30,2021 and to September 30, 2021. There is also a pending fourth version of this document that will extend this deadline until January 31, 2022. 14 (Continued) GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke,Virginia) Notes to Basic Financial Statements June 30, 2021 and 2020 (12) New Accounting Pronouncements The Governmental Accounting Standards Board(GASB)has issued the following Statements which are not yet effective. The effective dates below are updated based on Statement No. 95, Postponement of the Effective Dates of Certain Authoritative Guidance due to the COVID-19 pandemic. In June 2017, The GASB issued Statement No. 87, Leases. This Statement establishes standards of accounting and financial reporting for leases by lessees and lessors. The requirements of this Statement are effective for fiscal years beginning after June 15, 2021. In May 2019, the GASB issued Statement No. 91, Conduit Debt Obligations. This Statement provides a single method of reporting conduit debt obligations by issuers and eliminates diversity in practice associated with (1) commitments extended by issuers, (2) arrangements associated with conduit debt obligations, and (3)related note disclosures. The requirements of this Statement are effective for reporting periods beginning after December 15, 2021. In January 2020, the GASB issued Statement No. 92, Omnibus. This Statement enhances comparability in accounting and financial reporting and improves the consistency of authoritative literature by addressing practice issues that have been identified during implementation and application of certain GASB Statements. Certain requirements of this Statement are effective immediately and others for reporting periods beginning after June 15,2021. In March 2020, the GASB issued Statement No. 93, Replacement of Interbank Offered Rates. This Statement addresses accounting and financial reporting implications that result from the replacement of an IBOR. The removal of LIBOR as an appropriate benchmark interest rate is effective for reporting periods ending after December 31,2022. All other requirements of this Statement are effective for reporting periods beginning after June 15,2021. In March 2020, the GASB issued Statement No. 94, Public-Private and Public-Public Partnerships and Availability Payment Arrangements. This Statement improves financial reporting by addressing issues related to public-private and public-public partnership arrangements (PPPs). The requirements of this Statement are effective for reporting periods beginning after June 15,2022. In May 2020, the GASB issued Statement No. 96, Subscription-Based Information Technology Arrangements. This Statement provides guidance on the accounting and financial reporting for subscription-based information technology arrangements (SBITAs) for government end users (governments). The requirements of this Statement are effective for reporting periods beginning after June 15,2022. In June 2020, the GASB issued Statement No. 97, Certain Component Unit Criteria, and Accounting and Financial Reporting for Internal Revenue Code Section 457 Deferred Compensation Plans—an Amendment of GASB Statements No. 14 and No. 84, and a Supersession of GASB Statement No. 32. This Statement provides a more consistent financial reporting of defined contribution pension plans, defined contribution OPEB plans, and other employee benefit plans, while mitigating the costs associated with reporting those plans. Certain requirements of this Statement are effective immediately and others for reporting periods beginning after June 15,2021. Management has not determined the effects these new GASB Statements may have on prospective financial statements. 15 COMPLIANCE SECTION GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke,Virginia) Schedule of Expenditures of Federal Awards For the Year Ended June 30, 2021 Federal Grantor/Pass-Through Grantor/ Assistance Listing Program Title or Cluster Title Number Identifying Number Expenditures Department of Transportation Fe de ral Trans it Clus to r Capital Investment Grants 20.500 VA-2020-043-03 $ 3,293,369 COVID-19 Federal Transit Formula Grants -Operating Assistance 20.507 VA-2020-025-00 6,500,000 COVID-19 Operating Assistance 20.507 ARPA 791,102 Bus and Bus Facilities Formula Program 20.526 VA-2018-011-00 67,074 Total Federal Transit Cluster 10,651,545 Total Department of Transportation 10,651,545 Grand Total Federal Financial Assistance $ 10,651,545 See accompanying notes to schedule of expenditures of federal awards. 17 GREATER ROANOKE TRANSIT COMPANY (A Component Unit of the City of Roanoke,Virginia) Notes to Schedule of Expenditures of Federal Awards For the Year Ended June 30,2021 NOTE A—BASIS OF PRESENTATION The accompanying Schedule of Expenditures of Federal Awards (the "Schedule") includes the federal award activity of the Greater Roanoke Transit Company (the "Company")under programs of the federal government for the year ended June 30,2021. The information in the Schedule is presented in accordance with the requirements of Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards(the"Uniform Guidance"). Because the Schedule presents only a selected portion of the operations of the Company, it is not intended to and does not present the financial position, changes in net assets, or cash flows of the Company. NOTE B—SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES Expenditures reported on the Schedule are reported on the accrual basis of accounting. Such expenditures are recognized following the cost principles contained in Subpart E of the Uniform Guidance, wherein certain types of expenditures are not allowable or are limited as to reimbursement. NOTE C—INDIRECT COST RATE The Company has not elected to use the 10% de minimis indirect cost rate allowed under the Uniform Guidance. NOTE D—OUTSTANDING LOAN BALANCES At June 30, 2021,the Company had no outstanding loan balances requiring continuing disclosure. 18 EDWARDS INDEPENDENT AUDITOR'S REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING AND ON COMPLIANCE AND OTHER MATTERS BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS Board of Directors Greater Roanoke Transit Company Roanoke,Virginia We have audited, in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States, the financial statements of the Greater Roanoke Transit Company (the "Company") as of and for the year ended June 30, 2021, and the related notes to the financial statements,which collectively comprise the Company's basic financial statements, and have issued our report thereon dated February 9,2022. Internal Control over Financial Reporting In planning and performing our audit of the financial statements,we considered the Company's internal control over financial reporting (internal control) as a basis for designing the audit procedures that are appropriate in the circumstances for the purpose of expressing our opinion on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the Company's internal control. Accordingly,we do not express an opinion on the effectiveness of the Company's internal control. A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control such that there is a reasonable possibility that a material misstatement of the entity's financial statements will not be prevented, or detected and corrected on a timely basis. A significant deficiency is a deficiency,or a combination of deficiencies,in internal control that is less severe than a material weakness,yet important enough to merit attention by those charged with governance. Our consideration of internal control was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control that might be material weaknesses or significant deficiencies and therefore,material weaknesses or significant deficiencies may exist that have not been identified.We did identify deficiencies in internal control, as described in the accompanying schedule of findings and questioned costs as items 2021-001 and 2021-002 which we consider to be material weaknesses. 19 Your Success is Our Focus 319 McClanahan Street,S.W.•Roanoke,Virginia 24014-7705•540-345-0936•Fax:540-342-6181•www.BEcpas.com Compliance and Other Matters As part of obtaining reasonable assurance about whether the Company's financial statements are free of material misstatement,we performed tests of its compliance with certain provisions of laws,regulations, contracts, and grant agreements,noncompliance with which could have a direct and material effect on the financial statements. However, providing an opinion on compliance with those provisions was not an objective of our audit, and accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are required to be reported under Government Auditing Standards. Company's Response to Findings The Company's responses to the findings identified in our audit are described in the accompanying schedule of findings and questioned costs. The Company's responses were not subjected to the auditing procedures applied in the audit of the financial statements and, accordingly, we express no opinion on them. Purpose of this Report The purpose of this report is solely to describe the scope of our testing of internal control and compliance and the results of that testing,and not to provide an opinion on the effectiveness of the Company's internal control or on compliance. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the Company's internal control and compliance. Accordingly,this communication is not suitable for any other purpose. _ /J CERTIFIED PUBLIC ACCOUNTANTS Roanoke,Virginia February 9, 2022 20 EDWARDS INDEPENDENT AUDITOR'S REPORT ON COMPLIANCE FOR EACH MAJOR PROGRAM AND ON INTERNAL CONTROL OVER COMPLIANCE REQUIRED BY THE UNIFORM GUIDANCE Board of Directors Greater Roanoke Transit Company Roanoke,Virginia Report on Compliance for Each Major Federal Program We have audited the Greater Roanoke Transit Company's(the"Company")compliance with the types of compliance requirements described in the OMB Compliance Supplement that could have a direct and material effect on each of the Company's major federal programs for the year ended June 30, 2021. The Company's major federal programs are identified in the summary of auditor's results section of the accompanying schedule of findings and questioned costs. Management's Responsibility Management is responsible for compliance with federal statutes,regulations,and the terms and conditions of its federal awards applicable to its federal programs. Auditor's Responsibility Our responsibility is to express an opinion on compliance for each of the Company's major federal programs based on our audit of the types of compliance requirements referred to above. We conducted our audit of compliance in accordance with auditing standards generally accepted in the United States of America;the standards applicable to financial audits contained in Government Auditing Standards,issued by the Comptroller General of the United States; and the audit requirements of Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance). Those standards and the Uniform Guidance require that we plan and perform the audit to obtain reasonable assurance about whether noncompliance with the types of compliance requirements referred to above that could have a direct and material effect on a major federal program occurred. An audit includes examining, on a test basis, evidence about the Company's compliance with those requirements and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our qualified opinion on compliance for the major federal program. However, our audit does not provide a legal determination of the Company's compliance. Opinion on Each Major Federal Program In our opinion,the Company,complies,in all material respects,with the types of compliance requirements referred to above that could have a direct and material effect on each of its major federal programs for the year ended June 30, 2021. 21 Your Success is Our Focus 319 McClanahan Street,S.W.•Roanoke,Virginia 24014-7705•540-345-0936•Fax:540-342-6181•www.BEepas.com Report on Internal Control over Compliance Management of the Company is responsible for establishing and maintaining effective internal control over compliance with the types of compliance requirements referred to above.In planning and performing our audit of compliance, we considered the Company's internal control over compliance with the types of requirements that could have a direct and material effect on each major federal program to determine the auditing procedures that are appropriate in the circumstances for the purpose of expressing an opinion on compliance for each major federal program and to test and report on internal control over compliance in accordance with the Uniform Guidance, but not for the purpose of expressing an opinion on the effectiveness of internal control over compliance. Accordingly, we do not express an opinion on the effectiveness of the Company's internal control over compliance. A deficiency in internal control over compliance exists when the design or operation of a control over compliance does not allow management or employees,in the normal course of performing their assigned functions, to prevent, or detect and correct, noncompliance with a type of compliance requirement of a federal program on a timely basis. A material weakness in internal control over compliance is a deficiency, or combination of deficiencies, in internal control over compliance, such that there is a reasonable possibility that material noncompliance with a type of compliance requirement of a federal program will not be prevented, or detected and corrected, on a timely basis. A significant deficiency in internal control over compliance is a deficiency, or a combination of deficiencies,in internal control over compliance with a type of compliance requirement of a federal program that is less severe than a material weakness in internal control over compliance, yet important enough to merit attention by those charged with governance. Our consideration of internal control over compliance was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control over compliance that might be material weaknesses or significant deficiencies. We did not identify any deficiencies in internal control over compliance that we consider to be material weaknesses. However,material weaknesses may exist that have not been identified. The purpose of this report on internal control over compliance is solely to describe the scope of our testing of internal control over compliance and the results of that testing based on the requirements of the Uniform Guidance. Accordingly,this report is not suitable for any other purpose. CERTIFIED PUBLIC ACCOUNTANTS Roanoke,Virginia February 9, 2022 22 GREATER ROANOKE TRANSIT COMPANY SUMMARY OF COMPLIANCE MATTERS June 30,2021 As more fully described in the Independent Auditor's Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards, we performed tests of the Company's compliance with certain provisions of the laws,regulations, contracts,and grants shown below. LOCAL COMPLIANCE MATTERS Company By-Laws COMMONWEALTH OF VIRGINIA COMPLIANCE MATTERS Virginia Public Procurement Act—Prompt Payment Requirement FEDERAL COMPLIANCE MATTERS Compliance Supplement for Single Audits of State and Local Governments Provisions and conditions of agreements related to federal programs selected for testing. 23 GREATER ROANOKE TRANSIT COMPANY SCHEDULE OF FINDINGS AND QUESTIONED COSTS June 30,2021 A. SUMMARY OF AUDITOR'S RESULTS 1. The auditor's report expresses an unmodified opinion on the financial statements. 2. Two material weaknesses relating to the audit of the financial statements were reported in the Independent Auditor's Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards. 3. No instance of noncompliance material to the financial statements was disclosed. 4. No significant deficiencies relating to the audit of the major federal award program were reported in the Independent Auditor's Report on Compliance for Each Major Program and on Internal Control over Compliance Required by the Uniform Guidance. 5. The auditor's report on compliance for the major federal award program expresses an unqualified opinion. 6. The audit disclosed no audit findings relating to the major program. 7. The programs tested as major were: Assistance Listing Name of Program Number Federal Transit Administration Grant Cluster: Capital Investment Grants 20.500 Federal Transit Formula Grants -Operating and Capital Assistance 20.507 Federal Transit COVID-19 Operating Assistance 20.507 Bus and Bus Facilities Program 20.526 American Rescue Plan COVID-19 Operating Assistance 20.507 8. The threshold for distinguishing Type A and B programs was $750,000. 9. The Company was not determined to be a low-risk auditee. 24 (Continued) GREATER ROANOKE TRANSIT COMPANY SCHEDULE OF FINDINGS AND QUESTIONED COSTS June 30,2021 B. FINDINGS—FINANCIAL STATEMENT AUDIT 2021-001: Segregation of Duties and Management Oversight(Material Weakness) Condition: Due to staff turnover, duties handled by the Director of Finance included incompatible duties such as: • Collection of cash,post receipts to general ledger, and prepare bank deposit slips • Preparation of payroll, edit master employee file, and generate payroll checks Criteria: A fundamental concept of internal controls is the separation of duties. No one employee should have access to both physical assets and the related accounting records, or to all phases of a transaction. In addition,all significant transactions and controls should involve reconciliations and supervisory, or management level, reviews of those processes. An effective and timely review process is intended to prevent and detect both fraud and errors. Cause: Turnover in key positions can result in individuals performing duties that are not appropriately segregated. In addition, turnover can also create challenges in the oversight or review function. Effect.• Internal controls are designed to safeguard assets and detect losses from employees dishonesty or error. Recommendation: Steps should be taken to eliminate conflicting duties and implement compensating controls,where possible. 25 (Continued) GREATER ROANOKE TRANSIT COMPANY SCHEDULE OF FINDINGS AND QUESTIONED COSTS June 30,2021 B. FINDINGS—FINANCIAL STATEMENT AUDIT(Continued) 2021-001: Segregation of Duties and Management Oversight(Material Weakness) (Continued) Views of Responsible Officials and Planned Corrective Actions: COLLECTION OF CASH, POSTING RECEIPTS TO GENERAL LEDGER AND PREPARATION OF BANK DEPSOIT SLIPS All deposits are counted and verified by at least two, if not three employees as follows: Cash arrives in several ways: • Sales by information officers(IOs').The IOs'bring their cash and cash box reconciliations at the end of their shift to the Accounting Associate II who counts the deposit and prepares the deposit slip and signs off on the reconciliation and deposit slip. The deposit is verified by either the Accounting Associate I, Accounting Supervisor, or as a last resort, the Director of Finance who also sign off on the reconciliation and deposit slip. The deposit is then placed in a tamper proof bag and marked then logged and put into the safe. • A/R payments received via mail or dropped in person. A/R payments mailed in are recorded by the receptionist on a log and prepares the deposit slip then turned over to the Account Supervisor, or as a last resort, the Director of Finance, who verifies the deposit, make copies of the checks, logs and places the deposit in a tamper proof bag. The deposit is then placed in the safe and the copies are given to Accounting Associate II who records the payments in D365BC • Cash Fares counted in the Money Room.The fares from the buses are dumped into a secure receptacle by maintenance. Twice weekly(usually Mondays and Thursdays)the fares are counted by three Team Members in special no pocket coats in the Money Room.The funds are bagged and tagged and placed in the safe in the Money Room for Loomis to pick up the next day. The count is reported on a reconciliation sheet. The Accounting Supervisor pulls reports from the GFI system for the days counted and compares the totals to the count while preparing the entry to be made in the system for the deposit and signs off.The DOF reviews the entry and reports and signs off.The Accounting Associate I records the deposit. The deposits from the IOs' and the A/R are bagged, totaled, and checked off the aforementioned log for pick up as a second stop by Loomis for deposit at the bank. The Company is striving to establish segregation of duties by filling vacant positions with qualified candidates. Payroll has been outsourced (see below) to alleviate job duties, and our financial software has been updated providing electronic entry approvals. PAYROLL Payroll has been outsourced to ADP. This has allowed for the segregation of duties and increased checks and balances resulting in fewer payroll errors and more efficient use of time. For example, payroll used to take a week to process. Initial changes reduced that to three days. The conversion to ADP had reduced the Director of Finance's time spent on payroll to one day. 26 (Continued) GREATER ROANOKE TRANSIT COMPANY SCHEDULE OF FINDINGS AND QUESTIONED COSTS June 30,2021 B. FINDINGS—FINANCIAL STATEMENT AUDIT(Continued) 2021-001: Segregation of Duties and Management Oversight(Material Weakness) (Continued) Views of Responsible Officials and Planned Corrective Actions: (Continued) PAYROLL (Continued) Beginning in May 2021 GRTC outsourced payroll processing to ADP. At that time Administrative employees previously listed as Salary Non-Exempt were converted to hourly to streamline the recording of time and attendance in the ADP system. Information on each employee, including their rate of pay, deductions, and benefits, direct deposit and W4/VA4 is maintained in ADP. Employee pay rates, deductions,and other information about employees is updated throughout the year when changes are made by HR. HR then supplies Finance with Payroll Change Status Form to use when verifying the changes took affect correctly. The ADP system allows employees to modify their W4/VA4,Direct Deposit information, address, and phone number. As those changes are made, HR receives notification for their files. At hire HR"On Boards" employees through the ADP System.At On Boarding the employee is set up in the system including personal information, emergency contact,full or part time status,hourly/salary,and pay rate by HR.On Boarding requires employee to enter their W4/VA4, direct deposit information and make their benefit elections. HR follows up with the employee if these components are not completed and will, when needed, complete them for the employee All Union hourly employee pay rates are negotiated through their union contract and upon their anniversary date they get set wage increases until they reach a certain point in the anniversary date. The ADP system is set to make those anniversary increases automatically. Processes and Controls—Payroll Approval and Processing: There are two types of employees for which pay is made — salary and hourly. Salary employees include the Management administrative staff for GRTC. Each salary employee is responsible for entering their time into their APD timecard. Each is paid over the standard 40-hour week,but they are responsible for coding any paid time off(PTO), FMLA leave, Holiday, or sick pay. Salary timecards are electronically approved in the ADP system by the employee's supervisor. Hourly employees—consist of three classes — administrative, bus Operators and maintenance employees. The bus Operators have pre-determined runs and are checked-in by a supervisor for each run.Their hours and associated dimensions (bus line and department) are recorded by the Transportation Street Supervisors in the ADP system.The Bus Operators are able to see what hours were recorded on their ADP account via the ADP Workforce Now Application. The hours for the runs are then allocated into time summaries to note the operating line for which they are working for (Fixed Route, Smartway, or Smartway Express). A daily summary is then printed for the hours the bus drivers have worked on shift. This daily summary is accepted by the Transportation Administrator (TA, essentially the department manager) and then further signed off on by the DOT/ ADOT Reviewer. 27 (Continued) GREATER ROANOKE TRANSIT COMPANY SCHEDULE OF FINDINGS AND QUESTIONED COSTS June 30,2021 B. FINDINGS—FINANCIAL STATEMENT AUDIT(Continued) 2021-001: Segregation of Duties and Management Oversight(Material Weakness) (Continued) Views of Responsible Officials and Planned Corrective Actions: (Continued) PAYROLL (Continued) Processes and Controls—Payroll Approval and Processing: (Continued) For the maintenance employees, they have an ADP Timecard and are responsible for clocking in and out of work. The Director of Maintenance reviews the ADP Time cards to ensure that hours shown are accurately reported. After all adjustments are made and the ADP timecards are electronically approved,they are included in the payroll. Directors and their assigned delegates are to have all ADP timecards reviewed by 9:00 AM the Thursday after the pay period ends. The Director of Finance then processes the timecard batch and any additional pay such as uniform allowance as an example.The DOF reviews the payroll register prior to submitting the payroll for processing. ADP drafts the net paychecks, taxes, and garnishments from GRTC's Operating account and remits the payments. Payroll is usually run the Friday after the close of the pay period but no later than the Monday after. All employees are paid through direct deposit. Employees can retrieve their direct deposit advice through the ADP app. They can also monitor their time, PTO, and deductions from the app. If any corrections to payroll are needed,they too are submitted through ADP and processed as above with the net check directly deposited into the employee's account. GRTC remits the HSA and 457 deposits via uploads to the respective web sites. The upload files are reports provided by ADP, reconciled by the DOF, and reviewed and signed off on as "OK to pay On-Line"by the General Manager or Assistant General Manager. Additional pay such as uniform allowance, sell back of excess PTO and special pay or corrections must be manually keyed into a separate payroll batch that is run with the time batch. The Director of Finance receives the requests for such payments from the various department Directors, General Manager and the Assistant General Manager and keys these special items for inclusion in the payroll run. 28 (Continued) GREATER ROANOKE TRANSIT COMPANY SCHEDULE OF FINDINGS AND QUESTIONED COSTS June 30,2021 B. FINDINGS—FINANCIAL STATEMENT AUDIT(Continued) 2021-002: Grant Management and Operating Assistance(Material Weakness) Condition: During 2021, various functions related to financial management were not performed timely resulting in difficulties and delays in completion of the annual audit, including need to prepare material audit adjustments to both the current year financials and a restatement to prior year balances. Criteria: Internal controls related to financial management should be designed to ensure timely reconciliations are performed, including submission of reimbursement requests and reconciling grant and local revenue. Timely and effective reconciliations ensure the financials provided for the annual audit are provided based on the agreed upon schedule with the auditors which allows timely inclusion in the City's financial report as well as to meet federal reporting deadlines. In addition, these reconciliations will ensure that financials do not require adjustments by the auditors. Cause: Turnover in financial positions, increased levels of federal and state grants, and implementation of a new financial software caused significant delays in performance of and reduction in effectiveness of certain financial duties. Effect: Current and prior period audit adjustments were required to prepare the financials in accordance with Generally Accepted Accounting Principles. In addition, there were significant delays in completion of the annual audit. Recommendation: We recommend that the Company establish financial management procedures to ensure that timely reconciliations and submissions of reimbursement requests. We would recommend these procedures be performed monthly and include tracking and reconciling grant activity by type (federal, state, and local). Views of Responsible Officials and Planned Corrective Actions: With phase one and most of phase two (of four) of the financial software implemented we are now able to set and manage workflow in the Finance Department. We are now on track to reconcile accounts and financial statements monthly including the grant receivables. Additionally,the Grant Accounts Receivable Roll Forward has become a living document that is now updated with each draw activity on each grant.It has become automated by formulas to provide maximum information most efficiently. We are on the way to submitting monthly draws that will be included in the monthly close process. Phases three and four of the implementation are integrated budgeting and integrated cash registers. These phases will reduce the journal entries required by allowing budgeting and activity to be recorded at the source. 29 (Continued) GREATER ROANOKE TRANSIT COMPANY SCHEDULE OF FINDINGS AND QUESTIONED COSTS June 30,2021 C. FINDINGS AND QUESTIONED COSTS—MAJOR FEDERAL AWARD PROGRAM AUDIT None noted. 30 GREATER ROANOKE TRANSIT COMPANY SUMMARY SCHEDULE OF PRIOR AUDIT FINDINGS June 30,2021 A. FINDINGS—FINANCIAL STATEMENT AUDIT 2020-001: Segregation of Duties and Management Oversight(Material Weakness) Condition: Due to turnover in the Accounting Supervisor position during the year, duties handled by the Director of Finance included incompatible duties such as: • Preparation of journal entries • Preparation of bank reconciliations • Collect cash,post receipts to general ledger, and prepare bank deposit slips • Prepare payroll, edit master employee file, and sign payroll checks In addition, during the year there was lack of performance of various oversight functions by management including reviews of bank reconciliations and journal entries. Criteria: A fundamental concept of internal controls is the separation of duties. No one employee should have access to both physical assets and the related accounting records, or to all phases of a transaction. In addition,all significant transactions and controls should involve reconciliations and supervisory, or management level, reviews of those processes. An effective and timely review process is intended to prevent and detect both fraud and errors. Cause: Turnover in key positions can result in individuals performing duties that are not appropriately segregated. In addition, turnover can also create challenges in the oversight or review function. Effect.• As noted in later findings,noncompliance occurred in relation to federal compliance due to lack of oversight in the grant functions. Recommendation: Steps should be taken to eliminate conflicting duties and implement compensating controls,where possible. Current Status: Still applicable with regard to payroll and cash receipts.Not applicable for journal entries and bank reconciliations. Views of Responsible Officials and Planned Corrective Actions: See response to finding 2021-001. 31 (Continued) GREATER ROANOKE TRANSIT COMPANY SUMMARY SCHEDULE OF PRIOR AUDIT FINDINGS June 30,2021 A. FINDINGS—FINANCIAL STATEMENT AUDIT (Continued) 2020-002: Virginia Public Procurement Act Prompt Payment Requirement Condition: As discussed in later findings, due to misapplication of grant funds, the Company did not pay a certain vendor for purchases of capital assets on a timely basis. Criteria: Section 2.2-4352 of the Code of Virginia requires that every agency of local government that acquires goods or services shall promptly pay for the completed delivered goods or services by the required payment date. The required payment date shall be either(i)the date on which payment is due under the terms of the contract for the provision of the goods or services or(ii) if a date is not established by contract, not more than forty-five days after goods or services are received or the invoice is rendered. Cause: Due to the misapplication of grants intended to fund capital purchases, insufficient funds were available to pay a certain vendor timely. Effect.• The vendor was aware that the delivered products were acquired with federal grant funds and upon delay of receipt of payment within a reasonable timeframe,the vendor contacted granting agencies. Recommendation: All vendors are to be paid in a timely manner as defined by the Code of Virginia. Current Status: Not applicable. B. FINDINGS AND QUESTIONED COSTS—MAJOR FEDERAL AWARD PROGRAM AUDIT 2020-003: Federal Transit Cluster—CFDA 20.507 and 20.526,Cash Management—Material Noncompliance/Material Weakness Condition: A lack of oversight in the annual grant application process resulted in a vendor not being paid timely. Criteria: All grant activities should include management level oversight to ensure timeliness, accuracy, and compliance with specified grant requirements. 32 (Continued) GREATER ROANOKE TRANSIT COMPANY SUMMARY SCHEDULE OF PRIOR AUDIT FINDINGS June 30,2021 B. FINDINGS AND QUESTIONED COSTS — MAJOR FEDERAL AWARD PROGRAM AUDIT (Continued) 2020-003: Federal Transit Cluster—CFDA 20.507 and 20.526,Cash Management—Material Noncompliance/Material Weakness (Continued) Cause: A capital grant was drawn down for the purchase of buses but was not paid to the vendor timely. Effect.• Vendor was not paid for over six months after receipt of buses. Recommendation: A designated management level individual should have oversight to require timely and accurate grant applications are filed and that drawdowns are accurate. Current Status: None noted. 33 0 EDWARDS REQUIRED COMMUNICATION WITH THOSE CHARGED WITH GOVERNANCE Board of Directors Greater Roanoke Transit Company Roanoke,Virginia We have audited the financial statements of the Greater Roanoke Transit Company, a component unit of the City of Roanoke,Virginia,hereafter referred to as the"Company", for the year ended June 30, 2021. Professional standards require that we provide you with information about our responsibilities under generally accepted auditing standards, Government Auditing Standards, and the Uniform Guidance, as well as certain information related to the planned scope and timing of our audit. We have communicated such information in our letter to you on August 3, 2021. Professional standards also require that we communicate to you the following information related to our audit. Significant Audit Findings Qualitative Aspects of Accounting Practices Management is responsible for the selection and use of appropriate accounting policies. The significant accounting policies used by the Company are described in Note 1 to the financial statements. No new accounting policies were adopted and the application of existing policies was not changed during 2021. We noted no transactions entered into by the Company during the year for which there is a lack of authoritative guidance or consensus. All significant transactions have been recognized in the financial statements in the proper period. Accounting estimates are an integral part of the financial statements prepared by management and are based on management's knowledge and experience about past and current events and assumptions about future events. Certain accounting estimates are particularly sensitive because of their significance to the financial statements and because of the possibility that future events affecting them may differ significantly from those expected. The most sensitive estimates affecting the Company's financial statements were: • The useful lives of capital assets is based on management's knowledge and judgment, which is based on history. • The liability for accrued compensated absences is based on management's estimate of the average wage of employees per employment type. We evaluated the key factors and assumptions used to develop these estimates in determining that they are reasonable in relation to the financial statements taken as a whole. Certain financial statement disclosures are particularly sensitive because of their significance to financial statement users. The most sensitive disclosures affecting the financial statements include those related to: • Capital assets,litigation,prior period restatements, and the impacts of COVID-19. The financial statement disclosures are neutral, consistent, and clear. Your Success is Our Focus 319 McClanahan Street,S.W.•Roanoke,Virginia 24014-7705•540-345-0936•Fax:540-342-6181 •www.BEcpas.com Significant Audit Findings (Continued) Difficulties Encountered in Performing the Audit We encountered no significant difficulties in dealing with management in performing and completing our audit;however,due to turnover during the year at the Company,we experienced significant delays. Corrected and Uncorrected Misstatements Professional standards require us to accumulate all known and likely misstatements identified during the audit, other than those that are clearly trivial, and communicate them to the appropriate level of management. Management has corrected all such misstatements. • $206,000 decrease to beginning net position with a corresponding decrease to prior year revenue for grant reimbursement recorded in a prior period. • $82,000 increase to accrued payroll liability and payroll expense to accrue June payroll. • $96,000 increases to grant accounts receivable and revenue to accrue grant reimbursement. • $290,541 increase to grant accounts receivable and revenue to accrue grant reimbursement. Management has determined that the effects of the following unrecorded misstatements are immaterial, both individually and in the aggregate,to the financial statements taken as a whole. • $33,000 increase to accounts payable and expenses to record June portion of an invoice. Disagreements with Management or For purposes of this letter, a disagreement with management is a financial accounting, reporting, a auditing matter, whether or not resolved to our satisfaction, that could be significant to the financial al statements or the auditor's report. We are pleased to report that no such disagreements arose during the course of our audit. Management Representations We have requested certain representations from management that are included in the management representation letter dated February 9, 2022, a copy of which is attached. Management Consultations with Other Independent Accountants In some cases,management may decide to consult with other accountants about auditing and accounting matters, similar to obtaining a "second opinion" on certain situations. If a consultation involves application of an accounting principle to the Company's financial statements or a determination of the type of auditor's opinion that may be expressed on those statements, our professional standards require the consulting accountant to check with us to determine that the consultant has all the relevant facts. To our knowledge,there were no such consultations with other accountants. Other Audit Findings or Issues We generally discuss a variety of matters, including the application of accounting principles and auditing standards, with management each year prior to retention as the Company's auditors. However, these discussions occurred in the normal course of our professional relationship and our responses were not a condition to our retention. We will also communicate with management in a management letter. Other Matters We were engaged to report on the Schedule of Expenditures of Federal Awards,which accompanies the financial statements but is not RSI. With respect to this supplementary information, we made certain inquiries of management and evaluated the form, content, and methods of preparing the information to determine that the information complies with accounting principles generally accepted in the United States of America,the method of preparing it has not changed from the prior period,and the information is appropriate and complete in relation to our audit of the financial statements. We compared and reconciled the supplementary information to the underlying accounting records used to prepare the financial statements or to the financial statements themselves. Restrictions on Use This information is intended solely for the information and use of the Board of Directors and management of the Company and is not intended to be, and should not be, used by anyone other than these specified parties. +", `5� PA047'dr'( A CERTIFIED PUBLIC ACCOUNTANTS Roanoke,Virginia February 9,2022 Va�1e� February 9,2022 Brown Edwards&Company L.L.P. Certified Public Accountants 319 McClanahan Street S.W. Roanoke,VA 24014 This representation letter is provided in connection with your audit of the financial statements of Greater Roanoke Transit Company, Inc. ("the Company" or"GRTC"), a component unit of the City of Roanoke, Virginia,which comprise the statement of net position as of June 30,2021,and the statements of revenues, expenses, and changes in net position, cash flows for the year then ended, and the related notes to the financial statements, for the purpose of expressing an opinion as to whether the financial statements are presented fairly, in all material respects,in accordance with accounting principles generally accepted in the United States of America(U.S.GAAP). Certain representations in this letter are described as being limited to matters that are material. Items are considered material, regardless of size, if they involve an omission or misstatement of accounting information that,in light of surrounding circumstances,makes it probable that the judgment of a reasonable person relying on the information would be changed or influenced by the omission or misstatement. An omission or misstatement that is monetarily small in amount could be considered material as a result of qualitative factors. We confirm,to the best of our knowledge and belief,as of February 9,2022,the following representations made to you during your audit. Financial Statements I) We have fulfilled our responsibilities,as set out in the terms of the audit engagement letter dated April 9,2021,including our responsibility for the preparation and fair presentation of the financial statements in accordance with U.S. GAAP and for preparation of the supplementary information in accordance with the applicable criteria. 2) The financial statements referred to above are fairly presented in conformity with U.S. GAAP and include all properly classified funds and other financial information of the primary government and all component units required by generally accepted accounting principles to be included in the financial reporting entity. 3) We acknowledge our responsibility for the design,implementation,and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement,whether due to fraud or error. 4) We acknowledge our responsibility for the design,implementation,and maintenance of internal control to prevent and detect fraud. 5) Significant assumptions we used in making accounting estimates, including those measured at fair value,are reasonable. Greater Roanoke Transit Company 6) Related party relationships and transactions, including revenues, expenditures/expenses, loans, transfers, leasing arrangements, and guarantees, and amounts receivable from or payable to related parties have been appropriately accounted for and disclosed in accordance with U.S.GAAP. 7) Adjustments or disclosures have been made for all events, including instances of noncompliance, subsequent to the date of the financial statements that would require adjustment to or disclosure in the financial statements or in the schedule of findings and questioned costs. 8) The effects of the following uncorrected misstatements are immaterial, both individually and in the aggregate,to the financial statements as a whole for each opinion unit. a) A $33,000 increase to accounts payable and expenses to record June portion of an invoice. 9) The effects of all known actual or possible litigation,claims, and assessments have been accounted for and disclosed in accordance with U.S.GAAP. 10) Guarantees, whether written or oral, under which the entity is contingently liable, if any, have been properly recorded or disclosed. 11) We have provided the planning communication letter to all members of those charged with governance as requested. Information Provided 12) We have provided you with: a) Access to all information, of which we are aware, that is relevant to the preparation and fair presentation of the financial statements,such as records,documentation,and other matters and all audit or relevant monitoring reports, if any, received from funding sources. b) Additional information that you have requested from us for the purpose of the audit. c) Unrestricted access to persons within the entity from whom you determined it necessary to obtain audit evidence. d) Minutes of the meetings of GRTC or summaries of actions of recent meetings for which minutes have not yet been prepared. 13) All material transactions have been recorded in the accounting records and are reflected in the financial statements and the schedule of expenditures of federal awards. 14) We have disclosed to you the results of our assessment of the risk that the financial statements may be materially misstated as a result of fraud. 15) We have no knowledge of any fraud or suspected fraud that affects the entity and involves: a) Management, b) Employees who have significant roles in internal control, c) Service organizations used by the entity,or d) Others where the fraud could have a material effect on the financial statements. 16) We have no knowledge of any allegations of fraud or suspected fraud affecting the entity's financial statements communicated by employees,former employees,regulators,or others. 17) We have no knowledge of instances of noncompliance or suspected noncompliance with provisions of laws,regulations,contracts,or grant agreements,or waste or abuse,whose effects should be considered when preparing financial statements. l 8) We have disclosed to you all known actual or possible litigation,claims,and assessments whose effects should be considered when preparing the financial statements. Greater Roanoke Transit Company 19)We have disclosed to you the identity of the entity's related parties and all the related party relationships and transactions of which we are aware. Government—specific 20)There have been no communications from regulatory agencies concerning noncompliance with, or deficiencies in,financial reporting practices. 2 1) We have taken timely and appropriate steps to remedy fraud, noncompliance with provisions of laws, regulations, contracts, and grant agreements, or abuse that we found this year or were discovered by the Federal Transit Authority. 22) We have a process to track the status of audit findings and recommendations. 23) We have identified to you any previous audits,attestation engagements,and other studies related to the audit objectives and whether related recommendations have been implemented. 24) We have provided our views on reported findings, conclusions, and recommendations, as well as our planned corrective actions,for the report. 25) GRTC has no plans or intentions that may materially affect the carrying value or classification of assets, deferred outflows of resources, liabilities,deferred inflows of resources,or net position. 26) We are responsible for compliance with the laws, regulations, and provisions of contracts and grant agreements applicable to us, including tax or debt limits and debt contracts; and legal and contractual provisions for reporting specific activities in separate funds. 27) We have identified and disclosed to you all instances, which have occurred or are likely to have occurred,of fraud and noncompliance with provisions of laws and regulations that we believe have a material effect on the financial statements ta significant to w'th governance�e audit objectives,and any other instances that warrant the attention of those charged 28) We have identified and disclosed to you all instances, which have occurred or are likely to have occurred, of noncompliance with provisions of contracts and grant agreements that we believe have a material effect on the determination of financial statement amounts or other financial data significant to the audit objectives. 29) We have identified and disclosed to you all instances that have occurred or are likely to have occurred, of abuse that could be quantitatively or qualitatively material to the financial statements or other financial data significant to the audit objectives. 30) There are no violations or possible violations of budget ordinances, laws and regulations (including those pertaining to adopting, approving, and amending budgets), provisions of contracts and grant agreements,tax or debt limits,and any related debt covenants whose effects should be considered for disclosure in the financial statements,or as a basis for recording a loss contingency,or for reporting on noncompliance. 31)GRTC has satisfactory title to all owned assets,and there are no liens or encumbrances on such assets nor has any asset been pledged as collateral. 32)GRTC has complied with all aspects of contractual agreements that would have a material effect on the financial statements in the event of noncompliance. 33)Components of net position(net investment in capital assets; restricted; and unrestricted)are properly classified and, if applicable,approved. 34) Investments, derivative instruments, and land and other real estate held by endowments are properly valued. 35) Provisions for uncollectible receivables have been properly identified and recorded. Greater Roanoke Transit Company 36) Special and extraordinary items are appropriately classified and reported, if applicable. 37) Deposits and investment securities and derivative instruments are properly classified as to risk and are properly disclosed. 38) Capital assets, including infrastructure and intangible assets,are properly capitalized, reported, and, if applicable,depreciated. 39) We have not completed the process of evaluating the impact that will result from adopting new Governmental Accounting Standards Board Statements (GASBS) that are not yet effective, as discussed in the notes to financial statements. The entity is therefore unable to disclose the impact that adopting these Statements will have on its financial position and the results of its operations when the Statements are adopted. 40)We have appropriately disclosed GRTC's policy regarding whether to first apply restricted or unrestricted resources when an expense is incurred for purposes for which both restricted and unrestricted net position is available and have determined that net position is properly recognized under the policy. 41) With respect to the supplementary information on which an in-relation-to opinion is issued. a) We acknowledge our responsibility for presenting the supplementary information in accordance with accounting principles generally accepted in the United States of America,and we believe the supplementary information, including its form and content, is fairly presented in accordance with accounting principles generally accepted in the United States of America. The methods of measurement and presentation of the supplementary information have not changed from those used in the prior period, and we have disclosed to you any significant assumptions or interpretations underlying the measurement and presentation of the supplementary information. b) If the supplementary information is not presented with the audited financial statements, we will make the audited financial statements readily available to the intended users of the supplementary information no later than the date we issue the supplementary information and the auditor's report thereon. 42) With respect to federal award programs: a) We are responsible for understanding and complying with and have complied with the requirements of Title 2 U.S.Code of Federal Regulations(CPR)Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance), including requirements relating to preparation of the schedule of expenditures of federal awards. b) We acknowledge our responsibility for preparing and presenting the schedule of expenditures of federal awards(SEFA)and related disclosures in accordance with the requirements of the Uniform Guidance, and we believe the SEFA, including its form and content, is fairly presented in accordance with the Uniform Guidance.The methods of measurement or presentation of the SEFA have not changed from those used in the prior period and we have disclosed to you any significant assumptions and interpretations underlying the measurement or presentation of the SEFA. c) if the SEFA is not presented with the audited financial statements, we will make the audited financial statements readily available to the intended users of the SEFA no later than the date we issue the SEFA and the auditor's report thereon. d) We have identified and disclosed to you all of our government programs and related activities subject to the Uniform Guidance compliance audit, and have included in the SEFA expenditures made during the audit period for all awards provided by federal agencies in the form of federal awards,federal cost-reimbursement contracts, loans, loan guarantees,property(including donated Greater Roanoke Transit Company surplus property),cooperative agreements, interest subsidies, insurance, food commodities,direct appropriations,and other direct assistance. e) We are responsible for understanding and complying with, and have complied with, the requirements of federal statutes,regulations,and the terms and conditions of federal awards related and disclosed to you the uirements of statutes, each, regulations, federal programs he terms and conditions of federal awards that areconsidered to have federal statutes, regulations, and direct and material effect on each major program. f) We are responsible for establishing and maintaining,and have established and maintained,effective internal control over compliance for federal programs that provides reasonable assurance that we are managing our federal awards in compliance with federal statutes,regulations,and the terms and conditions of federal awards that could have a material effect on our federal programs.We believe the internal control system is adequate and is functioning as intended. if any) and any g) We have made availabede al agenall c es or pass through(including ent tis elevant toyfederal pr gams other nd correspondence with f g related activities. h) We have received no requests from a federal agency to audit one or more specific programs as a major program. i) We have complied with the direct and material compliance requirements (except for noncompliance disclosed to you), including when applicable, those set forth in the OMB Compliance Supplement, relating to federal awards and have identified and disclosed to you all amounts questioned and all known noncompliance with the direct and material compliance requirements of federal awards. j) We have disclosed any communications from federal awarding agencies and pass-through entities concerning possible noncompliance with the direct and material compliance requirements, including communications received from the end of the period covered by the compliance audit to the date of the auditor's report. k) We have disclosed to you the findings received and related corrective actions taken for previous audits, attestation engagements, and internal or external monitoring that directly relate to the objectives of the compliance audit, including findings received and corrective actions taken from the end of the period covered by the compliance audit to the date of the auditor's report. 1) Amounts claimed or used for matching were determined in accordance with relevant guidelines in OMB's Uniform Guidance(2 CFR part 200,subpart E)and OMB Circular A-87,Cost Principles for Stale, Local, and Indian Tribal Governments,if applicable. m) We have disclosed to you our interpretation of compliance requirements that may have varying interpretations. n) We have made available to you all documentation related to compliance with the direct and material compliance requirements, including information related to federal program financial reports and claims for advances and reimbursements. o) We have disclosed to you the nature of any subsequent events that provide additional evidence about conditions that existed at the end of the reporting period affecting noncompliance during the reporting period. p) There are no such known instances of noncompliance with direct and material compliance requirements that occurred subsequent to the period covered by the auditor's report. q) No changes have been made in internal control over compliance or other factors that might significantly affect internal control, including any corrective action we have taken regarding Greater Roanoke Transit company significant deficiencies or material weaknesses in internal control over compliance, subsequent to the period covered by the auditor's report. r) Federal program financial reports and claims for advances and reimbursements are supported by the books and records from which the financial statements have been prepared. s) The copies of federal program financial reports provided you are true copies of the reports submitted,or electronically transmitted,to the respective federal agency or pass-through entity,as applicable. t) We have charged costs to federal awards in accordance with applicable cost principles. u) We are responsible for and have accurately prepared the summary schedule of prior audit findings to include all findings required to be included by the Uniform Guidance and we have provided you with all information on the status of the follow-up on prior audit findings by federal awarding agencies and pass-through entities,including all management decisions. v) We are responsible for and have ensured the reporting package does not contain protected personally identifiable information. w) We are responsible for and have accurately prepared the auditee section of the Data Collection Form as required by the Uniform Guidance. x) We are responsible for taking corrective action on each audit finding of the compliance audit and have developed a corrective action plan that meets the requirements of the Uniform Guidance. y) We have disclosed to you all contracts or other agreements with service organizations,and we have disclosed to you all communications from the service organizations relating to noncompliance at the service organizations, if applicable. 43)Other than as disclosed in the notes to the financial statements, no other impacts from the COVID-19 outbreak are necessary to be reflected in those financial statements. 44) Disclosures included in the financial statements regarding the relevant significant financial reporting impacts from enactment of the CARES Act accurately reflect management's full consideration of such impacts. 45) We reaffirm the represe ations made to you in our letter dated February 26,2021 regarding your audit for the fiscal y une 30,2020. Signature: Title: Kevin is eneral r Signature: Title: Wendy s, irector of Finance Greater Roanoke Transit Company GREATER ROANOKE TRANSIT COMPANY COMMENTS ON INTERNAL CONTROL AND OTHER SUGGESTIONS FOR YOUR CONSIDERATION June 30, 2021 CONTENTS Page INDEPENDENT AUDITOR'S REPORT ONCOMMENTS AND SUGGESTIONS ............................................................................... 1 COMMENTS AND SUGGESTIONS RESULTING FROM THE CURRENT YEAR AUDIT .......................................................... 3 SUMMARY OF PRIOR YEAR COMMENTS ANDOTHER SUGGESTIONS ............................................................................................... 4 ACCOUNTING AND OTHER MATTERS................................................................................ 9 EDWARDS INDEPENDENT AUDITOR'S REPORT ON COMMENTS AND SUGGESTIONS Board of Directors Greater Roanoke Transit Company Roanoke,Virginia In planning and performing our audit of the financial statements of the Greater Roanoke Transit Company (the "Company") as of and for the year ended June 30, 2021, in accordance with auditing standards generally accepted in the United States of America, we considered its internal control over financial reporting (internal control) as a basis for designing audit procedures that are appropriate in the circumstances for the purpose of expressing our opinion on the financial statements and to comply with any other applicable standards,such as Government Auditing Standards and the regulations set forth in the Uniform Guidance, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. Accordingly, we do not express an opinion on the effectiveness of the entity's internal control. Our consideration of internal control was for the limited purpose described in the first paragraph and was not designed to identify all deficiencies in internal control that might be material weaknesses or significant deficiencies and, therefore, material weaknesses or significant deficiencies may exist that were not identified. In addition, because of inherent limitations in internal control, including the possibility of management override of controls, misstatements due to error or fraud may occur and not be detected by such controls. A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control such that there is a reasonable possibility that a material misstatement of the entity's financial statements will not be prevented, or detected and corrected on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance. Certain material weaknesses were identified during our procedures that are included in the Independent Auditor's Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards and the Independent Auditor's Report on Compliance for Each Major Program and on Internal Control over Compliance Required by the Uniform Guidance which should be read in conjunction with this report. Additionally, during our audit, we have become aware of certain other matters that provide opportunities for improving your financial reporting system and/or operating efficiency. Such comments and suggestions regarding these matters, if any, are also included in the attached report,but are not designated as a material weakness or significant deficiency. Since our audit is not designed to include a detail review of all systems and procedures, these comments should not be considered as being all-inclusive of areas where improvements might be achieved. We also have included information on accounting and other matters that we believe is important enough to merit consideration by management and those charged with governance. It is our hope that our suggestions will be taken in the constructive light in which they are offered. Your Success is Our Focus 319 McClanahan Street,S.W.•Roanoke,Virginia 24014-7705•540-345-0936•Fax:540-342-6181•www.BEcpas.com We have already discussed these comments and suggestions with management, and we will be pleased to discuss them in further detail at your convenience, to perform any additional study of these matters, or to assist you in implementing the recommendations. The entity's responses to our recommendations are included in this report. The responses were not subjected to the auditing procedures applied in the audit of the financial statements and, accordingly, we express no opinion on them. This communication is intended solely for the information and use of the Greater Roanoke Transit Company,management, and the appropriate state and federal regulatory agencies and is not intended to be, and should not be,used by anyone other than these specified parties. G CERTIFIED PUBLIC ACCOUNTANTS Roanoke,Virginia February 9,2022 2 COMMENTS AND SUGGESTIONS RESULTING FROM THE CURRENT YEAR AUDIT GRANT MANAGEMENT AND OPERATING ASSISTANCE (MATERIAL WEAKNESS) During 2021, various functions related to financial management were not performed timely resulting in difficulties and delays in completion of the annual audit, including need to prepare material audit adjustments to both the current year financials and a restatement to prior year balances. Internal controls related to financial management should be designed to ensure timely reconciliations are performed, including submission of reimbursement requests and reconciling grant and local revenue. Timely and effective reconciliations ensure the financials provided for the annual audit are provided based on the agreed upon schedule with the auditors which allows timely inclusion in the City's financial report as well as to meet federal reporting deadlines. In addition, these reconciliations will ensure that financials do not require adjustments by the auditors. Turnover in financial positions, increased levels of federal and state grants, and implementation of a new financial software caused significant delays in performance and reduction in effectiveness of certain financial duties. We recommend that the Company establish financial management procedures to ensure that timely reconciliations and submissions of reimbursement requests. We would recommend these procedures be performed monthly and include tracking and reconciling grant activity by type(federal, state, and local). Management Response: With phase one and most ofphase two (of four) of the financial software implemented we are now able to set and manage workflow in the Finance Department. We are now on track to reconcile accounts and financial statements monthly including the grant receivables. Additionally, the Grant Accounts Receivable Roll Forward has become a living document that is now updated with each draw activity on each grant. It has become automated by formulas to provide maximum information most efficiently. We are on the way to submitting monthly draws that will be included in the monthly close process. Phases three and four of the implementation are integrated budgeting and integrated cash registers. These phases will reduce the journal entries required by allowing budgeting and activity to be recorded at the source. ACCRUED PAID TIME OFF During our audit of the client's accrued paid time off(PTO) balances for administrators and operators, we noted an inconsistency between employee handbooks and operators' union contract. Neither the administrators' employee handbook nor the operators' employee handbook included a clause on maximum hours allowed to carry forward to the next year. The operators' union contract, however, includes a clause that states employees can carryforward a maximum of 192 hours. We noted in our testing of PTO balances that one operator exceeded the bargain contract and several administrators are carrying unusually high balances. We recommend updating the administrators' and operators' handbooks to include a maximum carryforward clause. We also recommend enforcing a payout policy for any excess balances each year. Management Response: GRTC agrees with this finding and has begun corrective action. 3 SUMMARY OF PRIOR YEAR COMMENTS AND OTHER SUGGESTIONS SEGREGATION OF DUTIES AND MANAGEMENT OVERSIGHT(MATERIAL WEAKNESS) One of the more important aspects of any internal control structure is the segregation of duties. In an ideal system of internal controls, no individual would perform more than one duty in connection with any transaction or series of transactions. In particular, no one individual should have access to both physical assets and the related accounting records. Such access may allow errors or irregularities to occur and either not be detected or concealed. Due to turnover in the Accounting Supervisor position during the year, duties handled by the Director of Finance included incompatible duties such as: 1. Preparation of journal entries. 2. Preparation of bank reconciliations. 3. Director of Finance and Accounting Supervisor have the ability to collect cash, post receipts to general ledger, and prepare bank deposit slips. 4. Director of Finance has the ability to process payroll, edit master employee files, and generate payroll checks. When walking through relevant controls over these functions,we also noted the following matters: We noted instances where there was no evidence of formal review of journal entries prepared. We recommend that management consider processes that would ensure that all entries be presented for review and such review documented. Approval should be documented through a signature and date on the specific journal entry. Current Status:No longer applicable. During our review of bank reconciliations, we noted that there is no formal documented review of bank reconciliations. As it currently stands, once the bank reconciliation is prepared by the Director of Finance, it is provided to the General Manager. While this may have happened there was no documentation of review of the bank reconciliation. We recommend that the preparer and reviewer initial and date the reconciliation. Current Status: No longer applicable. During our review of the segregation of duties, we noted that the Director of Finance and the Accounting manager both collect cash,post receipts to general ledger, and prepare bank deposit slips. Current Status: Still applicable. During our review of the segregation of duties,we noted that the Director of Finance and the Accounting manager both have the ability to process payroll, edit master employee files, and generate payroll checks. Current Status: Still applicable. 4 SUMMARY OF PRIOR YEAR COMMENTS AND OTHER SUGGESTIONS (Continued) SEGREGATION OF DUTIES AND MANAGEMENT OVERSIGHT (MATERIAL WEAKNESS) (CONTINUED) Management Response: Collection of Cash,Posting Receipts to General Ledger and Preparation Of Bank Depsoit Slips All deposits are counted and verified by at least two, if not three employees as follows: Cash arrives in several ways: • Sales by information officers (IOs). The IOs'bring their cash and cash box reconciliations at the end of their shift to the Accounting Associate II who counts the deposit and prepares the deposit slip and signs off on the reconciliation and deposit slip. The deposit is verified by either the Accounting Associate I, Accounting Supervisor, or as a last resort, the Director of Finance who also sign off on the reconciliation and deposit slip. The deposit is then placed in a tamper proof bag and marked then logged and put into the safe. • AIR payments received via mail or dropped in person. AIR payments mailed in are recorded by the receptionist on a log and prepares the deposit slip then turned over to the Account Supervisor, or as a last resort, the Director of Finance, who verifies the deposit, make copies of the checks, logs and places the deposit in a tamper proof bag. The deposit is then placed in the safe and the copies are given to Accounting Associate II who records the payments in D365BC • Cash Fares counted in the Money Room. The fares from the buses are dumped into a secure receptacle by maintenance. Twice weekly (usually Mondays and Thursdays) the fares are counted by three Team Members in special no pocket coats in the Money Room. The funds are bagged and tagged and placed in the safe in the Money Room for Loomis to pick up the next day. The count is reported on a reconciliation sheet. The Accounting Supervisor pulls reports from the GFI system for the days counted and compares the totals to the count while preparing the entry to be made in the system for the deposit and signs off. The DOF reviews the entry and reports and signs off. The Accounting Associate I records the deposit. The deposits from the IOs'and the AIR are bagged, totaled, and checked off the aforementioned log for pick up as a second stop by Loomis for deposit at the bank. The Company is striving to establish segregation of duties by filling vacant positions with qualified candidates. Payroll has been outsourced(see below) to alleviate job duties, and our financial software has been updated providing electronic entry approvals. Payroll Payroll has been outsourced to ADP. This has allowed for the segregation of duties and increased checks and balances resulting in fewer payroll errors and more efficient use of time. For example, payroll used to take a week to process. Initial changes reduced that to three days. The conversion to ADP had reduced the Director of Finance's time spent on payroll to one day. 5 SUMMARY OF PRIOR YEAR COMMENTS AND OTHER SUGGESTIONS (Continued) SEGREGATION OF DUTIES AND MANAGEMENT OVERSIGHT (MATERIAL WEAKNESS) (CONTINUED) Management Response: (Continued) Payroll(Continued) Beginning in May 2021 GRTC outsourced payroll processing to ADP. At that time Administrative employees previously listed as Salary Non-Exempt were converted to hourly to streamline the recording of time and attendance in the ADP system. Information on each employee, including their rate of pay, deductions, and benefits, direct deposit and W4/VA4 is maintained in ADP. Employee pay rates, deductions, and other information about employees is updated throughout the year when changes are made by HR. HR then supplies Finance with Payroll Change Status Form to use when verifying the changes took affect correctly. The ADP system allows employees to modify their W4/VA4, Direct Deposit information, address, and phone number. As those changes are made, HR receives notification for their files. At hire HR "On Boards" employees through the ADP System. At On Boarding the employee is set up in the system including personal information, emergency contact,full or part time status, hourly/salary, and pay rate by HR. On Boarding requires employee to enter their W4/VA4, direct deposit information and make their benefit elections. HR follows up with the employee if these components are not completed and will, when needed, complete them for the employee All Union hourly employee pay rates are negotiated through their union contract and upon their anniversary date they get set wage increases until they reach a certain point in the anniversary date. The ADP system is set to make those anniversary increases automatically. Processes and Controls—Payroll Approval and Processing: There are two types of employees for which pay is made — salary and hourly. Salary employees include the Management administrative staff for GRTC. Each salary employee is responsible for entering their time into their APD timecard. Each is paid over the standard 40-hour week, but they are responsible for coding any paid time off (PTO), FMLA leave, Holiday, or sick pay. Salary timecards are electronically approved in the ADP system by the employee's supervisor. Hourly employees consist of three classes—administrative, bus Operators and maintenance employees. The bus Operators have pre-determined runs and are checked-in by a supervisor for each run. Their hours and associated dimensions (bus line and department) are recorded by the Transportation Street Supervisors in the ADP system. The Bus Operators are able to see what hours were recorded on their ADP account via the ADP Workforce Now Application. The hours for the runs are then allocated into time summaries to note the operating line for which they are working for (Fixed Route, Smart-way, or Smartway Express). A daily summary is then printed for the hours the bus drivers have worked on shift. This daily summary is accepted by the Transportation Administrator (TA, essentially the department manager) and then further signed off on by the DOTI ADOT Reviewer. For the maintenance employees, they have an ADP Timecard and are responsible for clocking in and out of work. The Director of Maintenance reviews the ADP Time cards to ensure that hours shown are accurately reported. After all adjustments are made and the ADP timecards are electronically approved, they are included in the payroll. 6 SUMMARY OF PRIOR YEAR COMMENTS AND OTHER SUGGESTIONS (Continued) SEGREGATION OF DUTIES AND MANAGEMENT OVERSIGHT (MATERIAL WEAKNESS) (CONTINUED) Management Response: (Continued) Payroll(Continued) Processes and Controls—Pa ry oll Approval and Processing: (Continued) Directors and their assigned delegates are to have all ADP timecards reviewed by 9:00 AM the Thursday after the pay period ends. The Director of Finance then processes the timecard batch and any additional pay such as uniform allowance as an example. The DOF reviews the payroll register prior to submitting the payroll for processing. ADP drafts the net paychecks, taxes, and garnishments from GRTC's Operating account and remits the payments. Payroll is usually run the Friday after the close of the pay period but no later than the Monday after. All employees are paid through direct deposit. Employees can retrieve their direct deposit advice through the ADP app. They can also monitor their time, PTO, and deductions from the app. If any corrections to payroll are needed, they too are submitted through ADP andprocessed as above with the net check directly deposited into the employee's account. GRTC remits the HSA and 457 deposits via uploads to the respective web sites. The upload files are reports provided by ADP, reconciled by the DOF, and reviewed and signed off on as "OK to pay On-Line" by the General Manager or Assistant General Manager. Additional pay such as uniform allowance, sell back of excess PTO and special pay or corrections must be manually keyed into a separate payroll batch that is run with the time batch. The Director of Finance receives the requests for such payments from the various department Directors, General Manager and the Assistant General Manager and keys these special items for inclusion in the payroll run. INFORMATION TECHNOLOGY The Director of Finance has domain admin access which violates segregation of duties principles. We recommend that only IT staff have domain admin access. Current Status: Still applicable. Management Response: Past IT audits have specifically addressed this issue and made it understood to us that the Network Administrator should not have control over the finance software. The DOF, GM, and AGM have the ability. GRTC will continue access as currently established. REIMBURSEMENT REQUESTS During our audit of federal awards,we noted the monthly Federal Transit funding reimbursement requests for the majority of 2020 were either not submitted or were not submitted in a timely manner. We recommend that the Company establish procedures to ensure that these reimbursement requests are filed on a monthly or quarterly basis to ensure it receives reimbursements regularly. Current Status:No longer applicable. See current year comment about grant management. 7 SUMMARY OF PRIOR YEAR COMMENTS AND OTHER SUGGESTIONS (Continued) MONTHLY FINANCIAL REPORTS During our review of internal controls, we noted that financial reports were not prepared and presented to the assistant vice president timely for the months of January through May 2020. We recommend preparing financial reports to be reviewed and approved by management by the 25'of the following month. Current Status:No longer applicable. INVENTORY During our review of inventory, we noted that the inventory manager has access to physical inventory and the inventory tracking system. Access to the physical inventory and the inventory tracking system by a single individual creates risk that include errors, unintentional losses, and misappropriation of assets. We recommend that the Company implement compensating controls to provide reasonable assurance that the assets are physically accounted for,transactions are properly recorded, and the inventory balances are correct. The inventory manager should not both have the ability to delete or change transactions in the inventory system and access to the physical inventory. Current Status: Still applicable. Management Response: The implementation to our new financial software has incorporated the inventory in the system. The parts inventory is no longer tracked in a separate system. The conversion to a new finance software requires electronic approval via a specified workflow established in the system. All purchase orders and other items require successful passage through an established approval workflow in the system prior to posting. The financial software will not permit the posting of any entry without having successfully passed through the established approval workflow in the system. The Inventory Manager orders, receives and "consumes" inventory in the system. Invoice processing is a function of the finance department. GRTC agrees that the ability to adjust inventory balances during inventory counts needs to remain with the finance department and has begun corrective action. PAYROLL During our review of internal controls, we noted an occurrence in which the Company did not document review and approval of payroll before setting up payments to employees. We recommend documenting by whom and when the payroll was prepared and reviewed. Current Status:No longer applicable. 8 ACCOUNTING AND OTHER MATTERS NEW GASB PRONOUNCEMENTS In this section, we would like to make you aware of certain confirmed and potential changes that are on the horizon that may affect your financial reporting and audit. The effective dates below are updated based on Statement No. 95, Postponement of the Effective Dates of Certain Authoritative Guidance due to the COVID-19 pandemic. The GASB issued Statement No. 87, Leases in June 2017. The objective of this Statement is to better meet the information needs of financial statement users by improving accounting and financial reporting for leases by governments. This Statement increases the usefulness of governments' financial statements by requiring recognition of certain lease assets and liabilities for leases that previously were classified as operating leases and recognized as inflows of resources or outflows of resources based on the payment provisions of the contract. It establishes a single model for lease accounting based on the foundational principle that leases are financings of the right to use an underlying asset. Under this Statement, a lessee is required to recognize a lease liability and an intangible right-to-use lease asset, and a lessor is required to recognize a lease receivable and a deferred inflow of resources,thereby enhancing the relevance and consistency of information about governments' leasing activities. Definition of a Lease A lease is defined as a contract that conveys control of the right to use another entity's nonfinancial asset (the underlying asset) as specified in the contract for a period of time in an exchange or exchange-like transaction. Examples of nonfinancial assets include buildings, land, vehicles, and equipment. Any contract that meets this definition should be accounted for under the leases guidance,unless specifically excluded in this Statement. Lease Term The lease term is defined as the period during which a lessee has a noncancelable right to use an underlying asset, plus the following periods,if applicable: a. Periods covered by a lessee's option to extend the lease if it is reasonably certain, based on all relevant factors,that the lessee will exercise that option. b. Periods covered by a lessee's option to terminate the lease if it is reasonably certain,based on all relevant factors,that the lessee will not exercise that option. c. Periods covered by a lessor's option to extend the lease if it is reasonably certain, based on all relevant factors,that the lessor will exercise that option. d. Periods covered by a lessor's option to terminate the lease if it is reasonably certain,based on all relevant factors,that the lessor will not exercise that option. A fiscal funding or cancellation clause should affect the lease term only when it is reasonably certain that the clause will be exercised. Lessees and lessors should reassess the lease term only if one or more of the following occur: a. The lessee or lessor elects to exercise an option even though it was previously determined that it was reasonably certain that the lessee or lessor would not exercise that option. b. The lessee or lessor elects not to exercise an option even though it was previously determined that it was reasonably certain that the lessee or lessor would exercise that option. c. An event specified in the lease contract that requires an extension or termination of the lease takes place. 9 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) Short-Term Leases A short-term lease is defined as a lease that, at the commencement of the lease term, has a maximum possible term under the lease contract of 12 months (or less), including any options to extend, regardless of their probability of being exercised. Lessees and lessors should recognize short-term lease payments as outflows of resources or inflows of resources,respectively,based on the payment provisions of the lease contract. Lessee Accounting A lessee should recognize a lease liability and a lease asset at the commencement of the lease term, unless the lease is a short-term lease or it transfers ownership of the underlying asset. The lease liability should be measured at the present value of payments expected to be made during the lease term (less any lease incentives). The lease asset should be measured at the amount of the initial measurement of the lease liability, plus any payments made to the lessor at or before the commencement of the lease term and certain direct costs. A lessee should reduce the lease liability as payments are made and recognize an outflow of resources (for example, expense) for interest on the liability. The lessee should amortize the lease asset in a systematic and rational manner over the shorter of the lease term or the useful life of the underlying asset. The notes to financial statements should include a description of leasing arrangements, the amount of lease assets recognized, and a schedule of future lease payments to be made. Lessor Accounting A lessor should recognize a lease receivable and a deferred inflow of resources at the commencement of the lease term, with certain exceptions for leases of assets held as investments, certain regulated leases, short-term leases, and leases that transfer ownership of the underlying asset. A lessor should not derecognize the asset underlying the lease. The lease receivable should be measured at the present value of lease payments expected to be received during the lease term. The deferred inflow of resources should be measured at the value of the lease receivable plus any payments received at or before the commencement of the lease term that relate to future periods. A lessor should recognize interest revenue on the lease receivable and an inflow of resources (for example, revenue) from the deferred inflows of resources in a systematic and rational manner over the term of the lease. The notes to financial statements should include a description of leasing arrangements and the total amount of inflows of resources recognized from leases. Contracts with Multiple Components and Contract Combinations Generally, a government should account for the lease and nonlease components of a lease as separate contracts. If a lease involves multiple underlying assets, lessees and lessors in certain cases should account for each underlying asset as a separate lease contract. To allocate the contract price to different components, lessees and lessors should use contract prices for individual components as long as they do not appear to be unreasonable based on professional judgment, or use professional judgment to determine their best estimate if there are no stated prices or if stated prices appear to be unreasonable. If determining a best estimate is not practicable, multiple components in a lease contract should be accounted for as a single lease unit. Contracts that are entered into at or near the same time with the same counterparty and that meet certain criteria should be considered part of the same lease contract and should be evaluated in accordance with the guidance for contracts with multiple components. 10 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) Lease Modifications and Terminations An amendment to a lease contract should be considered a lease modification, unless the lessee's right to use the underlying asset decreases, in which case it would be a partial or full lease termination. A lease termination should be accounted for by reducing the carrying values of the lease liability and lease asset by a lessee, or the lease receivable and deferred inflows of resources by the lessor,with any difference being recognized as a gain or loss. A lease modification that does not qualify as a separate lease should be accounted for by remeasuring the lease liability and adjusting the related lease asset by a lessee and remeasuring the lease receivable and adjusting the related deferred inflows of resources by a lessor. Subleases and Leaseback Transactions Subleases should be treated as transactions separate from the original lease. The original lessee that becomes the lessor in a sublease should account for the original lease and the sublease as separate transactions, as a lessee and lessor, respectively. A transaction qualifies for sale-leaseback accounting only if it includes a sale. Otherwise, it is a borrowing. The sale and lease portions of a transaction should be accounted for as separate sale and lease transactions, except that any difference between the carrying value of the capital asset that was sold and the net proceeds from the sale should be reported as a deferred inflow of resources or a deferred outflow of resources and recognized over the term of the lease. A lease-leaseback transaction should be accounted for as a net transaction. The gross amounts of each portion of the transaction should be disclosed. The requirements of this Statement are effective for fiscal years beginning after June I5, 2021. The GASB issued Statement No. 88, Certain Disclosures Related to Debt, including Direct Borrowings and Direct Placements in March 2018. The primary objective of this Statement is to improve the information that is disclosed in notes to government financial statements related to debt, including direct borrowings and direct placements. It also clarifies which liabilities governments should include when disclosing information related to debt. This Statement defines debt for purposes of disclosure in notes to financial statements as a liability that arises from a contractual obligation to pay cash (or other assets that may be used in lieu of cash) in one or more payments to settle an amount that is fixed at the date the contractual obligation is established. This Statement requires that additional essential information related to debt be disclosed in notes to financial statements, including unused lines of credit; assets pledged as collateral for the debt; and terms specified in debt agreements related to significant events of default with finance-related consequences, significant termination events with finance-related consequences, and significant subjective acceleration clauses. For notes to financial statements related to debt, this Statement also requires that existing and additional information be provided for direct borrowings and direct placements of debt separately from other debt. The requirements of this Statement are effective for reporting periods beginning after June 15,2019. 11 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) The GASB issued Statement No. 89,Accounting for Interest Cost Incurred before the End of a Construction Period in June 2018. The objectives of this Statement are (1) to enhance the relevance and comparability of information about capital assets and the cost of borrowing for a reporting period and (2) to simplify accounting for interest cost incurred before the end of a construction period. This Statement establishes accounting requirements for interest cost incurred before the end of a construction period. Such interest cost includes all interest that previously was accounted for in accordance with the requirements of paragraphs 5-22 of Statement No. 62, Codification of Accounting and Financial Reporting Guidance Contained in Pre-November 30, 1989 FASB and AICPA Pronouncements, which are superseded by this Statement. This Statement requires that interest cost incurred before the end of a construction period be recognized as an expense in the period in which the cost is incurred for financial statements prepared using the economic resources measurement focus. As a result, interest cost incurred before the end of a construction period will not be included in the historical cost of a capital asset reported in a business-type activity or enterprise fund. This Statement also reiterates that in financial statements prepared using the current financial resources measurement focus, interest cost incurred before the end of a construction period should be recognized as an expenditure on a basis consistent with governmental fund accounting principles. The requirements of this Statement are effective for reporting periods beginning after December 15, 2020. The requirements of this Statement should be applied prospectively. The GASB issued Statement No. 91, Conduit Debt Obligations in May 2019. The primary objectives of this Statement are to provide a single method of reporting conduit debt obligations by issuers and eliminate diversity in practice associated with (1) commitments extended by issuers, (2) arrangements associated with conduit debt obligations, and (3) related note disclosures. This Statement achieves those objectives by clarifying the existing definition of a conduit debt obligation; establishing that a conduit debt obligation is not a liability of the issuer; establishing standards for accounting and financial reporting of additional commitments and voluntary commitments extended by issuers and arrangements associated with conduit debt obligations; and improving required note disclosures. A conduit debt obligation is defined as a debt instrument having all of the following characteristics: A conduit debt obligation is defined as a debt instrument having all of the following characteristics: • There are at least three parties involved: (1) an issuer, (2) a third-party obligor, and (3) a debt holder or a debt trustee. • The issuer and the third-party obligor are not within the same financial reporting entity. • The debt obligation is not a parity bond of the issuer, nor is it cross-collateralized with other debt of the issuer. • The third-party obligor or its agent, not the issuer, ultimately receives the proceeds from the debt issuance. • The third-party obligor, not the issuer, is primarily obligated for the payment of all amounts associated with the debt obligation(debt service payments). All conduit debt obligations involve the issuer making a limited commitment. Some issuers extend additional commitments or voluntary commitments to support debt service in the event the third party is, or will be, unable to do so. 12 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS(Continued) An issuer should not recognize a conduit debt obligation as a liability. However, an issuer should recognize a liability associated with an additional commitment or a voluntary commitment to support debt service if certain recognition criteria are met. As long as a conduit debt obligation is outstanding, an issuer that has made an additional commitment should evaluate at least annually whether those criteria are met. An issuer that has made only a limited commitment should evaluate whether those criteria are met when an event occurs that causes the issuer to reevaluate its willingness or ability to support the obligor's debt service through a voluntary commitment. This Statement also addresses arrangements—often characterized as leases—that are associated with conduit debt obligations. In those arrangements, capital assets are constructed or acquired with the proceeds of a conduit debt obligation and used by third-party obligors in the course of their activities. Payments from third-party obligors are intended to cover and coincide with debt service payments. During those arrangements, issuers retain the titles to the capital assets. Those titles may or may not pass to the obligors at the end of the arrangements. Issuers should not report those arrangements as leases, nor should they recognize a liability for the related conduit debt obligations or a receivable for the payments related to those arrangements. In addition, the following provisions apply: • If the title passes to the third-party obligor at the end of the arrangement, an issuer should not recognize a capital asset. • If the title does not pass to the third-party obligor and the third party has exclusive use of the entire capital asset during the arrangement, the issuer should not recognize a capital asset until the arrangement ends. • If the title does not pass to the third-party obligor and the third party has exclusive use of only portions of the capital asset during the arrangement, the issuer, at the inception of the arrangement, should recognize the entire capital asset and a deferred inflow of resources. The deferred inflow of resources should be reduced, and an inflow recognized, in a systematic and rational manner over the term of the arrangement. This Statement requires issuers to disclose general information about their conduit debt obligations, organized by type of commitment, including the aggregate outstanding principal amount of the issuers' conduit debt obligations and a description of each type of commitment. Issuers that recognize liabilities related to supporting the debt service of conduit debt obligations also should disclose information about the amount recognized and how the liabilities changed during the reporting period. The requirements of this Statement are effective for reporting periods beginning after December 15,2021. 13 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) The GASB issued Statement No. 92, Omnibus 2020 in January 2020. The primary objectives of this Statement are to enhance comparability in accounting and financial reporting and to improve the consistency of authoritative literature by addressing practice issues that have been identified during implementation and application of certain GASB Statements. This Statement addresses a variety of topics and includes specific provisions about the following: • The effective date of Statement No. 87,Leases, and Implementation Guide No. 2019-3,Leases, for interim financial reports. • Reporting of intra-entity transfers of assets between a primary government employer and a component unit defined benefit pension plan or defined benefit other postemployment benefit(OPEB)plan. • The applicability of Statements No. 73,Accounting and Financial Reporting for Pensions and Related Assets That Are Not within the Scope of GASB Statement 68, and Amendments to Certain Provisions of GASB Statements 67 and 68, as amended, and No. 74,Financial Reporting for Postemployment Benefit Plans Other Than Pension Plans, as amended, to reporting assets accumulated for postemployment benefits. • The applicability of certain requirements of Statement No. 84, Fiduciary Activities, to postemployment benefit arrangements. • Measurement of liabilities (and assets, if any) related to asset retirement obligations (AROs) in a government acquisition. • Reporting by public entity risk pools for amounts that are recoverable from reinsurers or excess insurers • Reference to nonrecurring fair value measurements of assets or liabilities in authoritative literature. • Terminology used to refer to derivative instruments. The requirements related to the effective date of Statement 87 and Implementation Guide 2019-3, reinsurance recoveries, and terminology used to refer to derivative instruments are effective upon issuance. The requirements related to intra-entity transfers of assets and those related to the applicability of Statements 73 and 74 and application of Statement 84 to postemployment benefit arrangements and those related to nonrecurring fair value measurements of assets or liabilities are effective for fiscal years beginning after June 15, 2021. The requirements related to the measurement of liabilities (and assets, if any) associated with AROs in a government acquisition are effective for government acquisitions occurring in reporting periods beginning after June 15, 2021. The GASB issued Statement No. 93, Replacement of Interbank Offered Rates in March 2020. Some governments have entered into agreements in which variable payments made or received depend on an interbank offered rate (IBOR)—most notably, the London Interbank Offered Rate (LIBOR). As a result of global reference rate reform, LIBOR is expected to cease to exist in its current form at the end of 2021,prompting governments to amend or replace financial instruments for the purpose of replacing LIBOR with other reference rates, by either changing the reference rate or adding or changing fallback provisions related to the reference rate. Statement No. 53,Accounting and Financial Reporting for Derivative Instruments, as amended, requires a government to terminate hedge accounting when it renegotiates or amends a critical term of a hedging derivative instrument, such as the reference rate of a hedging derivative instrument's variable payment. In addition, in accordance with Statement No. 87,Leases, as amended, replacement of the rate on which variable payments depend in a lease contract would require a government to apply the provisions for lease modifications, including remeasurement of the lease liability or lease receivable. 14 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) The objective of this Statement is to address those and other accounting and financial reporting implications that result from the replacement of an IBOR. This Statement achieves that objective by: • Providing exceptions for certain hedging derivative instruments to the hedge accounting termination provisions when an IBOR is replaced as the reference rate of the hedging derivative instrument's variable payment. • Clarifying the hedge accounting termination provisions when a hedged item is amended to replace the reference rate. • Clarifying that the uncertainty related to the continued availability of IBORs does not,by itself, affect the assessment of whether the occurrence of a hedged expected transaction is probable. • Removing LIBOR as an appropriate benchmark interest rate for the qualitative evaluation of the effectiveness of an interest rate swap. • Identifying a Secured Overnight Financing Rate and the Effective Federal Funds Rate as appropriate benchmark interest rates for the qualitative evaluation of the effectiveness of an interest rate swap. • Clarifying the definition of reference rate, as it is used in Statement 53,as amended. Providing an exception to the lease modifications guidance in Statement 87, as amended, for certain lease contracts that are amended solely to replace an IBOR as the rate upon which variable payments depend. The removal of LIBOR as an appropriate benchmark interest rate is effective for reporting periods ending after December 31, 2022.All other requirements of this Statement are effective for reporting periods beginning after June 15, 2021. The GASB issued Statement No. 94, Public-Private and Public-Public Partnerships and Availability Payment Arrangements in March 2020. The primary objective of this Statement is to improve financial reporting by addressing issues related to public-private and public-public partnership arrangements (PPPs). As used in this Statement, a PPP is an arrangement in which a government (the transferor) contracts with an operator (a governmental or nongovernmental entity) to provide public services by conveying control of the right to operate or use a nonfinancial asset, such as infrastructure or other capital asset (the underlying PPP asset), for a period of time in an exchange or exchange-like transaction. Some PPPs meet the definition of a service concession arrangement (SCA), which the Board defines in this Statement as a PPP in which (1)the operator collects and is compensated by fees from third parties; (2)the transferor determines or has the ability to modify or approve which services the operator is required to provide, to whom the operator is required to provide the services, and the prices or rates that can be charged for the services; and(3)the transferor is entitled to significant residual interest in the service utility of the underlying PPP asset at the end of the arrangement. This Statement also provides guidance for accounting and financial reporting for availability payment arrangements (APAs). As defined in this Statement, an APA is an arrangement in which a government compensates an operator for services that may include designing, constructing, financing, maintaining, or operating an underlying nonfinancial asset for a period of time in an exchange or exchange-like transaction. 15 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS(Continued) This Statement requires that PPPs that meet the definition of a lease apply the guidance in Statement No. 87,Leases, as amended, if existing assets of the transferor that are not required to be improved by the operator as part of the PPP arrangement are the only underlying PPP assets and the PPP does not meet the definition of an SCA. This Statement provides accounting and financial reporting requirements for all other PPPs: those that either(1)meet the definition of an SCA or(2) are not within the scope of Statement 87, as amended(as clarified by this Statement). The PPP term is defined as the period during which an operator has a noncancellable right to use an underlying PPP asset, plus, if applicable, certain periods if it is reasonably certain, based on all relevant factors, that the transferor or the operator either will exercise an option to extend the PPP or will not exercise an option to terminate the PPP. A transferor generally should recognize an underlying PPP asset as an asset in financial statements prepared using the economic resources measurement focus. However, in the case of an underlying PPP asset that is not owned by the transferor or is not the underlying asset of an SCA, a transferor should recognize a receivable measured based on the operator's estimated carrying value of the underlying PPP asset as of the expected date of the transfer in ownership. In addition, a transferor should recognize a receivable for installment payments, if any, to be received from the operator in relation to the PPP. Measurement of a receivable for installment payments should be at the present value of the payments expected to be received during the PPP term. A transferor also should recognize a deferred inflow of resources for the consideration received or to be received by the transferor as part of the PPP. Revenue should be recognized by a transferor in a systematic and rational manner over the PPP term. This Statement requires a transferor to recognize a receivable for installment payments and a deferred inflow of resources to account for a PPP in financial statements prepared using the current financial resources measurement focus. Governmental fund revenue would be recognized in a systematic and rational manner over the PPP term. This Statement also provides specific guidance in financial statements prepared using the economic resources measurement focus for a government that is an operator in a PPP that either(1)meets the definition of an SCA or (2) is not within the scope of Statement 87, as amended(as clarified in this Statement). An operator should report an intangible right-to-use asset related to an underlying PPP asset that either is owned by the transferor or is the underlying asset of an SCA. Measurement of the right-to-use asset should be the amount of consideration to be provided to the transferor, plus any payments made to the transferor at or before the commencement of the PPP term, and certain direct costs. For an underlying PPP asset that is not owned by the transferor and is not the underlying asset of an SCA, an operator should recognize a liability measured based on the estimated carrying value of the underlying PPP asset as of the expected date of the transfer in ownership. In addition, an operator should recognize a liability for installment payments, if any, to be made to the transferor in relation to the PPP. Measurement of a liability for installment payments should be at the present value of the payments expected to be made during the PPP term. An operator also should recognize a deferred outflow of resources for the consideration provided or to be provided to the transferor as part of the PPP. Expense should be recognized by an operator in a systematic and rational manner over the PPP term. This Statement also requires a government to account for PPP and non-PPP components of a PPP as separate contracts. If a PPP involves multiple underlying assets, a transferor and an operator in certain cases should account for each underlying PPP asset as a separate PPP. To allocate the contract price to different components, a transferor and an operator should use contract prices for individual components as long as they do not appear to be unreasonable based on professional judgment or use professional judgment to determine their best estimate if there are no stated prices or if stated prices appear to be unreasonable. If determining the best estimate is not practicable,multiple components in a PPP should be accounted for as a single PPP. 16 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) This Statement also requires an amendment to a PPP to be considered a PPP modification, unless the operator's right to use the underlying PPP asset decreases, in which case it should be considered a partial or full PPP termination. A PPP termination should be accounted for by a transferor by reducing, as applicable, any receivable for installment payments or any receivable related to the transfer of ownership of the underlying PPP asset and by reducing the related deferred inflow of resources. An operator should account for a termination by reducing the carrying value of the right-to-use asset and, as applicable, any liability for installment payments or liability to transfer ownership of the underlying PPP asset. A PPP modification that does not qualify as a separate PPP should be accounted for by remeasuring PPP assets and liabilities. An APA that is related to designing, constructing, and financing a nonfinancial asset in which ownership of the asset transfers by the end of the contract should be accounted for by a government as a financed purchase of the underlying nonfinancial asset. This Statement requires a government that engaged in an APA that contains multiple components to recognize each component as a separate arrangement. An APA that is related to operating or maintaining a nonfinancial asset should be reported by a government as an outflow of resources in the period to which payments relate. The requirements of this Statement are effective for reporting periods beginning after June 15, 2022. The GASB issued Statement No. 96,Subscription-Based Information Technology Arrangements in May 2020. This Statement provides guidance on the accounting and financial reporting for subscription-based information technology arrangements (SBITAs) for government end users (governments). This Statement(1) defines a SBITA; (2) establishes that a SBITA results in a right-to-use subscription asset—an intangible asset—and a corresponding subscription liability; (3) provides the capitalization criteria for outlays other than subscription payments, including implementation costs of a SBITA; and (4) requires note disclosures regarding a SBITA. To the extent relevant, the standards for SBITAs are based on the standards established in Statement No. 87, Leases, as amended. A SBITA is defined as a contract that conveys control of the right to use another party's (a SBITA vendor's) information technology (IT) software, alone or in combination with tangible capital assets (the underlying IT assets), as specified in the contract for a period of time in an exchange or exchange-like transaction. The subscription term includes the period during which a government has a noncancellable right to use the underlying IT assets. The subscription term also includes periods covered by an option to extend (if it is reasonably certain that the government or SBITA vendor will exercise that option) or to terminate (if it is reasonably certain that the government or SBITA vendor will not exercise that option). Under this Statement, a government generally should recognize a right-to-use subscription asset — an intangible asset—and a corresponding subscription liability. A government should recognize the subscription liability at the commencement of the subscription term, — which is when the subscription asset is placed into service. The subscription liability should be initially measured at the present value of subscription payments expected to be made during the subscription term. Future subscription payments should be discounted using the interest rate the SBITA vendor charges the government,which may be implicit, or the government's incremental borrowing rate if the interest rate is not readily determinable. A government should recognize amortization of the discount on the subscription liability as an outflow of resources (for example, interest expense) in subsequent financial reporting periods. 17 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) The subscription asset should be initially measured as the sum of (1) the initial subscription liability amount, (2) payments made to the SBITA vendor before commencement of the subscription term, and (3) capitalizable implementation costs, less any incentives received from the SBITA vendor at or before the commencement of the subscription term. A government should recognize amortization of the subscription asset as an outflow of resources over the subscription term. Activities associated with a SBITA, other than making subscription payments, should be grouped into the following three stages, and their costs should be accounted for accordingly: • Preliminary Project Stage, including activities such as evaluating alternatives, determining needed technology, and selecting a SBITA vendor. Outlays in this stage should be expensed as incurred. • Initial Implementation Stage, including all ancillary charges necessary to place the subscription asset into service. Outlays in this stage generally should be capitalized as an addition to the subscription asset. • Operation and Additional Implementation Stage, including activities such as subsequent implementation activities, maintenance, and other activities for a government's ongoing operations related to a SBITA. Outlays in this stage should be expensed as incurred unless they meet specific capitalization criteria. In classifying certain outlays into the appropriate stage,the nature of the activity should be the determining factor. Training costs should be expensed as incurred, regardless of the stage in which they are incurred. If a SBITA contract contains multiple components, a government should account for each component as a separate SBITA or nonsubscription component and allocate the contract price to the different components. If it is not practicable to determine a best estimate for price allocation for some or all components in the contract, a government should account for those components as a single SBITA. This Statement provides an exception for short-term SBITAs. Short-term SBITAs have a maximum possible term under the SBITA contract of 12 months (or less), including any options to extend, regardless of their probability of being exercised. Subscription payments for short-term SBITAs should be recognized as outflows of resources. This Statement requires a government to disclose descriptive information about its SBITAs other than short-term SBITAs, such as the amount of the subscription asset, accumulated amortization, other payments not included in the measurement of a subscription liability, principal and interest requirements for the subscription liability, and other essential information. The requirements of this Statement are effective for reporting periods beginning after June 15, 2022. The GASB issued Statement No. 97, Certain Component Unit Criteria, and Accounting and Financial Reporting for Internal Revenue Code Section 457 Deferred Compensation Plans — an Amendment of GASB Statements No. 14 and No. 84, and a Supersession of GASB Statement No. 32 in June 2020. The primary objectives of this Statement are to (1) increase consistency and comparability related to the reporting of fiduciary component units in circumstances in which a potential component unit does not have a governing board and the primary government performs the duties that a governing board typically would perform; (2) mitigate costs associated with the reporting of certain defined contribution pension plans, defined contribution other postemployment benefit (OPEB) plans, and employee benefit plans other than pension plans or OPEB plans (other employee benefit plans) as fiduciary component units in fiduciary fund financial statements; and (3) enhance the relevance, consistency, and comparability of the accounting and financial reporting for Internal Revenue Code (IRC) Section 457 deferred compensation plans (Section 457 plans) that meet the definition of a pension plan and for benefits provided through those plans. 18 ACCOUNTING AND OTHER MATTERS (Continued) NEW GASB PRONOUNCEMENTS (Continued) This Statement requires that for purposes of determining whether a primary government is financially accountable for a potential component unit, except for a potential component unit that is a defined contribution pension plan, a defined contribution OPEB plan, or another employee benefit plan (for example, certain Section 457 plans), the absence of a governing board should be treated the same as the appointment of a voting majority of a governing board if the primary government performs the duties that a governing board typically would perform. This Statement also requires that the financial burden criterion in paragraph 7 of Statement No. 84, Fiduciary Activities, be applicable to only defined benefit pension plans and defined benefit OPEB plans that are administered through trusts that meet the criteria in paragraph 3 of Statement No. 67, Financial Reporting for Pension Plans, or paragraph 3 of Statement No. 74,Financial Reporting for Postemployment Benefit Plans Other Than Pension Plans,respectively. This Statement (1) requires that a Section 457 plan be classified as either a pension plan or another employee benefit plan depending on whether the plan meets the definition of a pension plan and (2) clarifies that Statement 84, as amended, should be applied to all arrangements organized under IRC Section 457 to determine whether those arrangements should be reported as fiduciary activities. This Statement supersedes the remaining provisions of Statement No. 32,Accounting and Financial Reporting for Internal Revenue Code Section 457 Deferred Compensation Plans, as amended, regarding investment valuation requirements for Section 457 plans. As a result, investments of all Section 457 plans should be measured as of the end of the plan's reporting period in all circumstances. The requirements of this Statement that (1) exempt primary governments that perform the duties that a governing board typically performs from treating the absence of a governing board the same as the appointment of a voting majority of a governing board in determining whether they are financially accountable for defined contribution pension plans, defined contribution OPEB plans, or other employee benefit plans and (2) limit the applicability of the financial burden criterion in paragraph 7 of Statement 84 to defined benefit pension plans and defined benefit OPEB plans that are administered through trusts that meet the criteria in paragraph 3 of Statement 67 or paragraph 3 of Statement 74, respectively, are effective immediately. The requirements of this Statement that are related to the accounting and financial reporting for Section 457 plans are effective for fiscal years beginning after June 15, 2021. For purposes of determining whether a primary government is financially accountable for a potential component unit, the requirements of this Statement that provide that for all other arrangements, the absence of a governing board be treated the same as the appointment of a voting majority of a governing board if the primary government performs the duties that a governing board typically would perform, are effective for reporting periods beginning after June 15, 2021. 19 ACCOUNTING AND OTHER MATTERS (Continued) CURRENT GASB PROJECTS GASB currently has a variety of projects in process. Some of these projects discussed below. Conceptual Framework — Recognition. The project's objective is to develop recognition criteria for whether information should be reported in state and local governmental financial statements and when that information should be reported. This project ultimately will lead to a Concepts Statement on recognition of elements of financial statements. This project is currently in exposure draft re-deliberations period. Conceptual Framework—Disclosure. The project's objective is to develop concepts related to a framework for the development and evaluation of notes to financial statements for the purpose of improving the effectiveness of note disclosures in government financial reports. The framework will establish criteria for the Board to use in evaluating potential note disclosure requirements during future standards-setting activities and in reexamining existing note disclosure requirements. Those concepts also will provide governments a basis for considering the essentiality of information items for which the GASB does not specifically provide authoritative disclosure guidance. This project is currently in exposure draft comment period. Financial Reporting Model. The objective of this project is to make improvements to the financial reporting model, including Statement No. 34, Basic Financial Statements —and Management's Discussion and Analysis — for State and Local Governments, and other reporting model-related pronouncements (Statements No. 35, Basic Financial Statements — and Management's Discussion and Analysis —for Public Colleges and Universities, No. 37, Basic Financial Statements — and Management's Discussion and Analysis — for State and Local Governments: Omnibus, No. 41, Budgetary Comparison Schedules — Perspective Differences, and No. 46, Net Assets Restricted by Enabling Legislation, and Interpretation No. 6, Recognition and Measurement of Certain Liabilities and Expenditures in Governmental Fund Financial Statements). The objective of these improvements would be to enhance the effectiveness of the model in providing information that is essential for decision-making and enhance the ability to assess a government's accounting and address certain application issues,based upon the results of the pre-agenda research on the financial reporting model. This project is currently in exposure draft re- deliberations period. Revenue and Expense Recognition. The objective of this project is to develop a comprehensive application model for the classification, recognition, and measurement of revenues and expenses. The purpose for developing a comprehensive model is (1) to improve the information regarding revenues and expenses that users need to make decisions and assess accountability, (2) to provide guidance regarding exchange and exchange-like transactions that have not been specifically addressed, (3) to evaluate revenue and expense recognition in the context of the conceptual framework, and (4) to address application issues identified in practice, based upon the results of the pre-agenda research on revenue for exchange and exchange-like transactions. This project is currently in the preliminary views re-deliberations period. 20 lip W7µ . Greater Roanoke Transit Company Board of Directors Meeting Action Item March 21, 2022 The Honorable Joseph L. Cobb, President, and Members of the Board of Directors of Greater Roanoke Transit Company Roanoke, Virginia Dear President Cobb and Members of the Board: Subject: Authorization to Purchase Four (4) Replacement Over The Road Coaches Background The Greater Roanoke Transit Company (GRTC) will be replacing four (4) Over The Road Coaches that have reached the end of their respective useful lives, as defined by Chapter IV, Section 3f(2) (a) 3 of the Federal Transit Administration's (FTA) Circular 5010.1 E, by exceeding 500,000 miles or 12 years of revenue service. The replacement over-the-road coaches will be 45 feet in length with seating capacity of 57 passengers. The estimated cost for the four(4) clean diesel coaches is $2,884,000. This transit bus replacement project is being funded by the Regional Surface Transportation Program (RSTP) as part of GRTC's Transit Bus Rehabilitation and Replacement Project (80% Federal/20% State). No local matching funds required. Recommendation GRTC Board of Directors authorize the purchase of four(4) Over The Road replacement coaches in accordance with Sections 2a and 2e of GRTC November 15, 2010 Board Resolution and FTA/Virginia Public Procurement Act requirements; that either GRTC's President, Vice- President of Operations, Assistant Vice-President of Operations or General Manager (or designee) or any combination of two of the four aforementioned individuals be authorized to execute a purchase contract for said buses. V y Submitted, ice anager Greater Roanoke Transit Company Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company BOARD OF DIRECTORS OF THE GREATER ROANOKE TRANSIT COMPANY A RESOLUTION authorizing Greater Roanoke Transit Company's President, Vice- President of Operations, Assistant Vice-President of Operations or General Manager or any combination of two of the four aforementioned individuals to execute a purchase contract in a form approved by General Counsel, needed to purchase four (4) Replacement Over the Road Coaches in compliance with Federal Transit Administration (FTA) Circular 5010.1E, in an amount not to exceed the available grant funds and in accordance with FTA and Virginia Public Procurement Act regulations; and authorizing the Vice-President of Operations and General Manager to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such contract. BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company as follows: 1. GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations, or General Manager, or any combination of two of the four aforementioned individuals are each authorized, for and on behalf of GRTC, to take such actions and execute a purchase contract, in a form approved by General Counsel, to purchase four (4) Replacement Over the Road Coaches in accordance with Section 2A and 2E of GRTC November 15, 2010 Board Resolution and FTA/Virginia Public Procurement Act requirements referred to in the General Manager's report dated March 21, 2022, to this Board. GRTC has the necessary funds available by grant funds in the amount of$2,884,000 to procure the replacement buses, with no local matching funds required. The sources of funds include funds by the RSTP. 2. The Vice President of Operations and General Manager are further authorized to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such purchase contract, with any such documents to be in a form approved by General Counsel. ATTEST: Secretary. 2 GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS May 9, 2022 Joseph L. Cobb, President, and Members of the Greater Roanoke Transit Company Board of Directors Dear President Cobb and Members of the Board: The regular meeting of the Greater Roanoke Transit Company Board of Directors will be held on Monday, May 16 2022, at 12:30 p.m., in the EOC Conference Room, Room 159, first floor, Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., Roanoke, Virginia. Sincerely, cze'x' ,J, YN't est Cecelia F. McCoy Secretary PC: Robert S. Cowell, Jr., Vice-President of Operations, GRTC W. Brent Robertson, Assistant City Manager for Community Development Timothy Spencer, General Counsel, GRTC Laura M. Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Troy A. Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS Monday, May 16, 2022 12:30 P.M. EOC CONFERENCE ROOM ROOM 159 ACTION AGENDA 1. Call to Order— Director H. Robert Light was absent. 2. Approval of Minutes: Regular meeting of GRTC held on Monday, March 21, 2022. Without objection,the reading of the Minutes were dispensed with and approved. 3. Reports of Officers: a. General Manager: 1. Management Update: • FY 2023 Budget Presentation • ARPA Funded Projects • "MetroFLEX" • Management Report Items Without objection, the Management Update was received and filed. 4. External Audit Presentation Without objection, the External Audit Presentation was received and filed. 5. Adoption of GRTC Fiscal Year 2022 —2023 Operating Budget Adopted Resolution. (6-0) 6. Authorization to purchase equipment and install for Real-time Transit Passenger Information Project (VMGO) — Phase II —Amendment No. 3 Adopted Resolution. (6-0) 7. Other Business: None. 8. Next Meeting: Tuesday,June 21, 2022 at 1:45 p.m., in the City Council Conference Room. 9. Adjourn: 1:25 p.m. Greater Roanoke Transit Company FY 2022 - 2023 Budget MRoanoke. Virginia Summary • Total Budget - $12,142,932 — Increase of 3% • Service Levels — Continues current service levels Roanoke, Virginia Revenue • Passenger Revenue — Increase of $134,507 (14%) - $1, 104,600 — Aligns with revenue trend • Other Revenue — Decrease of $20,550 — Adjustment for parking and rent revenue — $142,068 • State/Federal Revenue — State - $3, 125,271 — Federal - $5,258,958 • Local — Subsidy — Level Funded (FY22) - $2,512,035 — No change in purchased service cost methodology Expenses • Fringe Benefits — Decrease of $201,138 — Medical decrease of 18.5% • Services — Expansion of VMGO to fixed route service — New financial software support/training • Miscellaneous — Paratransit (RADAR — STAR) increase of 5% - - � Other — Moderate adjustments in Materials and Supplies, Utilities, and Insurance • Compensation — Minimum Wage Adjustments, 5% Wage Capital /Grant Funding • Transit Transfer Center — Phase II — Fall 2022 — Final Completion — Summer/Fall 2023 • Bus Replacement/Rebuild — $1,459,608 — 3 clean diesel buses — $2,760,000 - 3 electric buses — $2,884,000 — 4 commuter coaches (Smart Way) ARPA Funded Projects • Micro-Transit Service — " MetroFlex" SG-E'Urd0. / — Monday through Ffid-ay (8 :45p — 12 :45p) — Sunday (9a — 6p) — Demand-driven — Labor/Third Party Contractor — Private Participation • Bus Shelters — 24 potential locations etroF LEX ( NE NW �X THIRD STREET SALEM STATION SE SW 0 Vehicles service assigned VINTON zones(NW,SE,SW...) • 1 vehicle per zone • Trips are scheduled in advance • Only travel to STATION to complete scheduled trip Management Report Items • Roanoke College • Virginia Transit Association Annual Conference — Beglund Center — June 1St & 2nd • Ridership Report — February 2022 — 11 .4% increase — March 2022 — 11% increase — April 2022 — 6% increase D� cern`f ed public ac: _ Your Success is Our Focus. VC01®rey Fto:-inokc, Yrgtnia !poullMAIro General Audit Plan IFY 2022 a EDWARDS 2 tf=Qv x yr N .3�ak 7 77777 s Audit P Services to beperformed by Brown, Edwards: We will perform a full scope audit of Greater Roanoke Transit Corporation ("GRTC") in accordance with: • Auditing standards generally accepted in the United States of America • Governmental Auditing Standards issued by the Comptroller General of the United States and • The Uniform Guidance (the Single Audit Act) issued by the United States Office of Management and Budget. EDWARDS 3 , a . a— ., ,.;.;7„M , ,.r,. P , a. ^ `A,7 .77ar� �1.t6C t °CS.. Audit Objectives The objective ective of our audit will be the expression of f an opinion on the fairness with which the statementspresent the financial financial and results of positionoperations in conformity with: Accountingprinciples generally accepted in the United States of America Timely issuance and completion of audit. EDWARDS 4 Audit Approach Three phases: ii Planning • Interim Field Work • Final Field Work • EDwaxDs 5 . M.,.,3, ....:7}a. .G,e:,...,.x Audit Approach - Continued Planning Will beperformed at the commencement of the engagement and involves accumulation and evaluation of data relative to the economy and industry of the client. o We will meet with management to discuss the audit, unusual accounting problems, audit efficiency suggestions, and any new audit considerations or required disclosures. EDWAR.DS 6 ..ro-.,+..,,*.w, .z�.,..s,.�sn,..,.,,s,» _x�§u.:> xw a...�" ------- 7,7,777—W' 3"8 .w,7,7,.aw rrca a. .. 4 Audit - Continued Planning - Continued During planning we will specifically: • Provide management with information requests • Meet with management to address unusual or new accounting/auditing issues up front. • Identify significant audit areas. • Make a preliminary evaluation of internal controls, a preliminary assessment of risk, identify key audit areas, and determine levels of materiality. • Timing: May - June. EDWARDS 7 3dk. ✓ka.i "±Axra ma .nfnr. ,sa rvr e-: w... ..h...l1,r. .. t 7777. s Audit Approach - Continued Compliance and Interim Work Will beperformed on various dates previously coordinated with management. Will include: • Single audit compliance testing of major programs • Updating internal control documentation and appropriate testing of those controls. • Fraud inquiries. • Testing of journal entries and other walkthroughs. • Reading minutes. • Mix of onsite and remote testing as information is available. • Timing -August. EDWARDS 8 Audit Approach - Continued Final Field Work • The final phase of the audit is performed after the fiscal year has ended. • Estimated timing — August. � EDwnitDs 9 Pr -IM �... �. -777777, v �.� ., , ,.. n.,r,. ., w Audit - Continued Final Field Work - Continued o During final field work we will: • Review and finalize financial statements and disclosures. • Analyze and audit significant year-end accounts • Update interim analytical review • Prepare final management letter accounts • Issue independent auditor's reports. M BROIA", EDWARDS 10 --7771-7,77, ,),n! { Significant Audit Areas This year we anticipate the significant audit p areas to be as follows : o Capital assets 13 Grant revenues and receivables o Federal compliance 13 Commitments and contingencies Follow up on findings from prior year EDWARDS 11 _ n..., .xS:`.tc^ a,.«, :.d,ary dte.'. reg x .. n...,, •::..w.r dv,"'UMN , a Y AR tu1.4.,yi5'Hy. 2.�,....,,.+. ba to...� ;...1.,k&v sa.ti5d rw. o S1 ni scant Au It Area s - Continue g New GAS B s — GASB 87 — Lease implementation. GRTC as lessor and lessee. COVID-19 Evaluate the continued impacts on GRTC's financial results due to reduced ridership, reduced routes, and reduced or free fares that may have continued during fiscal year 2022. Test any new Federal Grants related to Federal and State COVID stimulus or relief based on OMB guidance. Consider disclosures that may need to be added to financial report. Audit of transfer station work to date EDWARDS 12 ,z rr.:n.»„a. Single Audit Testing Due to the internal control weaknesses and significant findings in 20 2 o and 2021, GRTC continues to be considered a not "low risk" auditee. Wep lan to test 40% of your total federal awards for the next year. impact of this increase minimized due to size of Transit Cluster and low volume of other grants. Based onp rior year expenditure trends, we have performed a preliminary major program determination. EDWARDS 13 ,r t w,.�, ..,, -xh r4-,..su.<u,,; me naal..,: a.. ,..e'.;..o-A,_,.. ..rs X.,r....r WA,..„v£t Single Audit Testing - Continued Major selected for testing: Will test: • Federal Transit Cluster • Includes both operating and capital assistance • COVID funding will be included as well • Will be well over 8o% of total expenditures. Our risk assessment will be elevated due to findings in prior year which may result in larger samples, however, the final impact of this is still to be determined. EDWARDS 14 „xzm, :a.x., r..,nd5 ,N,'S rn.4e ,...':Ra..r,AY ^t ..4,�,xit..s ,.,r, ....an.St uYs, A i.. R R '.M a i � 'w.;✓ $y,�' 77 Tentative Schedule Timing Phase of Engagement Location May-June Risk Assessment, Planning Offsite June Onsite Inventory observation. Final Field Work- August Substantiation of Balances, compliance testing Mix of onsite and offsite Review of draft financial August statements and communication of draft governance communications. Offsite Issuance of opinion on financial statements and final November 21 communications with Board Meeting governance. Formal presentation of audit results with Board. Onsite VI EDWARDS 15 Questions? We are looking forward to the opportunity to continue to serve the CRTC. Ify ou have any questions about our approach, our large governmental practice, or would like to contact your engagement partners at any time, we encourage two way communication. Contact information: o Chris Banta, CPA, CFE — cbantaPbecpas.com; 13 Ann Genova, CPA — agenovaPbeepas.com ° 540-345-0936 EDWARDS 16 EDWARDS March 29, 2022 To the Board Members of the Greater Roanoke Transit Company: We are engaged to au it the financial statements of the Greater Roanoke Transit Company (the "governmental entity") or the year ended June 30, 2022. Professional standards require that we provide you with the following information related to our audit. We would also appreciate the opportunity to meet with you at your request to discuss this information further since a two-way dialogue can provide valuable information for the audit process. Our Responsibilities under U.S. Generally Accepted Auditin Standards Government Auditin Standards and the Uniform Guidance As stated in our engagement letter dated March 29, 2022, our responsibility, as described by professional standards, is to express an opinion about whether the financial statements prepared by management with your oversight are fairly presented, in all material respects, in conformity with U.S. generally accepted accounting principles. Our audit of the financial statements does not relieve you or management of your responsibilities. In planning and perfo ing our audit, we will consider the governmental entity's internal control over financial reporting in order to determine our auditing procedures for the purpose of expressing our opinion on the financial statements and not to provide assurance on the internal control over financial reporting. We will also consider internal control over compliance with requirements that could have a direct and material effect on a major federal program in order to determine our auditing procedures for the purpose of expressing our opinion on compliance and to test and report on internal control over compliance in accordance with the Uniform Guidance. As part of obtaining reasonable assurance about whether the governmental entity's financial statements are free of material misstatement, we will perform tests of its compliance with certain provisions of laws, regulations, contracts, and grants. However, providing an opinion on compliance with those provisions is not an objective of our audit. Also in accordance with the Uniform Guidance, we will examine, on a test basis, evidence about the governmental entity's compliance with the types of compliance requirements described in the U.S. Office of Management and Budget (OMB) Compliance Supplement applicable to each of its major federal programs for the purpose of expressing an opinion on the governmental entity's compliance with those requirements. While our audit will provide a reasonable basis for our opinion, it will not provide a legal determination on the governmental entity's compliance with those requirements. We have been engaged to report on the supplemental information referenced in our engagement letter, which accompany the financial statements but are not required supplemental information. Our responsibility for this supplementary information, as described by professional standards, is to evaluate the presentation of the supplementary information in relation to the financial statements as a whole and to report on whether the supplementary information is fairly stated,in all material respects,in relation to the financial statements as a whole. Your Success is Our Focus 319 McClanahan Street,S.W.•Roanoke,Virginia 24014-7705•540-345-0936•Fax:540-342-6181•www.BEcpas.com Greater Roanoke Transi Company March 29,2022 Page 2 Planned Scope and Ti ing of the Audit An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements; th refore, our audit will involve judgment about the number of transactions to be examined and the areas to be tested. Our audit will include obtaining an understanding of the entity and its environment, including internal control, sufficient to as ess the risks of material misstatement of the financial statements and to design the nature, timing, and extent of further audit procedures. Material misstatements may result from (1) errors, (2) fraudulent financial reporting, (3) misappropriation of assets, or (4) violations of laws or governmental regulations that are attributable to the entity or to acts by management or employees acting on behalf of the entity. We will generally communicate our significant findings at the conclusion of the audit. However, some matters could be communicated sooner, particularly if significant difficulties are encountered during the audit where assistance is needed to overcome the difficulties or if the difficulties may lead to a modified opinion. We will also communicate any internal control related matters that are required to be communicated under professional standards. While planning has not concluded and modifications may be made, we have identified the following significant risks of material misstatement as part of our audit planning: • Managementoverride: management and/or those charged with governance are in a unique position to perpetrate fraud because of management's ability to manipulate accounting records and prepare fraudulent financial statements by overriding internal controls, even where such internal contro�s might otherwise appear to be operating effectively. Although the level of risk of manageme t override of internal controls will vary from entity to entity, the risk is, nevertheless,present in all entities. • Recording of grant revenue and receivables. We expect to begin our audit in May 2022 and issue our report in November 2022. Chris Banta is the engagement partner and is responsible for supervising the engagement and signing the report or authorizing another individual to sign it. The Concept of Materiality in Planning and Executing the Audit In planning the audit, the materiality limit is viewed as the maximum aggregate amount of misstatements, which if detected and not corrected, would not cause us to modify our opinion on the financial statements. The materiality limit is an allowance not only for misstatements that will be detected and not corrected but also for misstatements that may not be detected by the audit. Our assessment of materiality throughout the audit will be based on quantitative and qualitative considerations. Because of the interaction of quantitative and qualitative considerations, misstatements of a relatively small a ount could have a material effect on the current financial statements as well as financial statements of fixture periods. At the end of the audit, we will inform you of all individual unrecorded misstatements aggregated by us unless clearly inconsequential in connection with your evaluation of our audit test results. Inquiries Concerning Fraud As part of the planning process,we assess the risk of misstatements in the financial statements,whether from fraud or error. Your consideration of the following questions is valuable in planning our engagement. 0 Are you aware of any fraud, suspected fraud, or allegations of fraud? Greater Roanoke Transit Company March 29,2022 Page 3 Inquiries Concerning Fraud(Continued) • Are there departments or processes where you think fraud could easily occur and remain undetected? • Are you comfortable with the integrity of management? • Are you aware of any illegal acts or noncompliance with laws or grant agreements? • Are you confident that personnel possess appropriate skill sets, and are committed to providing high quality financial information? • Are there particular areas in the financial statements where you have concern that misstatements could occur? • Are there any circumstances that you believe should be of interest to your auditors, but of which management is unaware or might have reason to not fully disclose to us? • Are you satisfied that those charged with governance are actively involved in the Organization's assessment of the risks of fraud and the programs and controls established to mitigate those risks? • Are there any significant unusual transactions that the entity entered into during the year? • Do you have any concerns about the entity's related-party relationships and transactions? If your consideration of these questions yields no concerns,we do not require that you respond to us. However, if you have any concerns or would like to simply discuss these (or any other) issues relating to the audit, please contact us at: Ann Genova,Manager (540) 345-0936 agenova@becpas.com Independence Our independence policies and procedures are designed to provide reasonable assurance that our firm and its personnel comply with applicable professional independence standards. Our policies address financial interests, business and family relationships, and non-audit services that may be thought to bear on independence. We are not aware of any circumstances that have impaired our independence with respect to our engagement as described in our engagement letter. This information is intended solely for the use of those charged with governance and management and is not intended to be and should not be used by anyone other than these specified parties. P CERTIFIED PUBLIC ACCOUNTANTS Roanoke,Virginia Greater Roanoke Transit Company Board of Directors Meeting Action Item May 16, 2022 The Honorable Joseph Cobb, President,and Members and Officers of the Board of Directors Greater Roanoke Transit Company Roanoke,Virginia Subject: GRTC Fiscal Year 2022—2023 Operating Budget Background The Board of Directors annually appoints a Budget Committee to review the proposed operating budget for the Greater Roanoke Transit Company(GRTC) and provide a recommendation to the full Board of Directors.Joseph Cobb (Board President), Paul Workman (Board Member),Amelia Merchant(Board Treasurer), and GRTC Assistant Vice-President of Operations, Brent Robertson,were appointed to the Fiscal Year 2023 Budget Committee. The Budget Committee was presented the proposed Fiscal Year 2023 operating budget.The Budget Committee endorsed the proposed budget in its current form and agreed to recommend it to the full Board of Directors.The recommended budget is attached and totals$12,142,932, an increase of 3%as compared to Fiscal Year 2022(budget to budget). Recommendation The Budget Committee recommends that the Board of Directors approve GRTC's Fiscal Year 2022—2023 operating budget. Greater Roanoke Transit Company „, "�iEe; ,�.<24�a;1 Yevi . II ub itted, rice neral Manager Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary Legal Counsel Municipal Auditor Greater Roanoke Transit Company `� ,rH ,f 1"241 , rk,r is 24032 �ae,4 i``� �� r.Hr-E ,a;'S ,i ('AU)`W BOARD OF DIRECTORS OF GREATER ROANOKE TRANSIT COMPANY A Resolution Approving a Fiscal Year 2022-2023 Budget for Greater Roanoke Transit Company. WHEREAS, the Greater Roanoke Transit Company (GRTC) Budget Review Committee has reviewed the General Manager's proposed operating budget for GRTC for fiscal year 2022- 2023 (July 1, 2022 to June 30, 2023); and WHEREAS, the Budget Review Committee has endorsed the recommended budget of $12,142,932. THEREFORE, BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company that the Board of Directors hereby adopts the fiscal year 2022-2023 Budget in the aggregate amount of$12,142,932, all as set forth in an attachment to the Board Report dated May 16, 2022, from the GRTC General Manager. ATTEST: Secretary. Vim 1 140V AM016k Greater Roanoke Transit Company Board of Directors Meeting Action Item May 16, 2022 The Honorable Joseph L. Cobb, President, and Members of the Board of Directors of Greater Roanoke Transit Company Roanoke, Virginia Dear President Cobb and Members of the Board: Subject: Authorization to Purchase Equipment and Install for Real-time Transit Passenger Information project (VMGO)— Phase 11 —Amendment No.3 Background VMGO will provide real-time bus stop departure times via a smartphone, personal computer, and by calling a dedicated landline phone number. The VMGO app for smartphone users can be downloaded at the Google Play store for Android users and App Store (iOS)for Apple users. Digital LED displays with transit bus stop information will be installed at higher volume bus stops. VMGO Phase I was launched for Starline Trolley, Smart Way, and Smart Way Express passengers in September 2019. Phase II will provide real-time transit information for all Valley Metro services (scheduled install in June 2022). Phase II project costs are estimated to be $697,799.00. This project is being funded by the State of Virginia's Smart Scale program. Amendment No.3 - GRTC wishes to have existing equipment removed, reduce screen sizes and adjust equipment quantity, and revise annual service fees for a true fleet size of 45, thus increasing the capital costs by $12,280 and increasing the annual service fees by $8,678. This project is being funded by the State of Virginia's Smart Scale program. Recommendation GRTC Board of Directors authorize the purchase of Equipment and Install for Real-time Transit Passenger Information project (VMGO)— Phase 11 -Amendment No.3, in accordance with Sections 2a and 2e of GRTC November 15, 2010 Board Resolution and FTA/Virginia Public Procurement Act requirements; that either GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations or General Manager (or designee) or any combination of two of the four aforementioned individuals be authorized to execute a purchase contract for said project. Greater Roanoke Transit Company h, , . , v24032 A ;c '. (AD)9'< U. 05 F.?/:r>4.3sW,. Respe y S itted, ev' . Price G neral Manager Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company Box ! IQ4R{jjnolk,s .,':,C,.<2/KY ! Ph n '(5 40 e ' ? 0„)°) 1;1/. v 11 e Y r. t Y 5 a BOARD OF DIRECTORS OF THE GREATER ROANOKE TRANSIT COMPANY A RESOLUTION authorizing Greater Roanoke Transit Company (GRTC) to execute an Amendment No. 3 to the contract to purchase and install Real-time Transit Passenger Information Equipment, and authorizing the Vice President of Operations and General Manager to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such contract. WHEREAS, Amendment No. 3 allows GRTC to have existing equipment removed, reduce screen size and adjust equipment quantity, and revise annual service fees for a true fleet size of 45. BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company as follows: 1. GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations, or General Manager, or any combination of two of the four aforementioned individuals are each authorized, for and on behalf of GRTC, to take such actions and execute an Amendment No. 3 to the contract, in a form approved by General Counsel, for the purchase and install of Real-time Transit Passenger Information Equipment referred to in the General Manager's report dated May 16, 2022, to this Board. The estimated cost is $12,280, and is being funded by the State of Virginia's Smart Scale program. 2. The Vice President of Operations and General Manager are further authorized to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such purchase contract, with any such documents to be in a form approved by General Counsel. ATTEST: C� J-. Secretary. GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS June 14, 2022 Joseph L. Cobb, President Vivian Sanchez-Jones, Vice-President Dwayne D'Ardenne H. Robert Light Nathan McClung Karen Michalski-Karney Paul Workman Dear President Cobb and Members of the Board: Paragraph I, Article II of the By-Laws of the Greater Roanoke Transit Company provide that the Annual Meeting of the Stockholders will be held during the month of June each year at a day, time and place to be from time to time fixed by the Board of Directors. It is recommended that the Annual Stockholders' Meeting be held on Tuesday, June 21, 2022, at 1:30 p.m., in the City Council Chamber, 4th Floor, Room 450. The regular meeting of the Board of Directors will follow in the City Council Conference Room located on the 4th Floor, Room 451, at 1:45 p.m. Sincerely, �� - Cecelia F. McCoy Secretary pc: Robert S. Cowell, Jr., Vice President of Operations, GRTC Brent Robertson, Assistant Vice President of Operations, GRTC Timothy Spencer, General Counsel, GRTC Laura M Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Drew Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro STOCKHOLDER'S ANNUAL MEETING GREATER ROANOKE TRANSIT COMPANY TUESDAY, JUNE 21 , 2022 1 :30 P.M. CITY COUNCIL CHAMBER ROOM 450 215 CHURCH AVENUE, S. W. ROANOKE, VIRGINIA ACTION AGENDA 1. Call to Order- Roll Call —All present. 2. Approval of Minutes: Annual Stockholder's meeting held on Monday, June 21, 2021. Without objection by the Stockholder, the reading of the Minutes were dispensed with and approved, as recorded. 3. Statement of Purpose. Mayor Sherman P. Lea, Sr. The purpose of the meeting is to entertain nominations for the election of Directors of the Greater Roanoke Transit Company for one-year terms of office, each, commencing July 1, 2022. 4. Election of Seven Directors: • Two Members of City Council • Two Members of City Staff • Two Representatives from regional users of GRTC(Town of Vinton and City of Salem) • One representative from the Physically Challenged Community The following individuals elected as members of the GRTC Board of Directors for terms of one-year, each, commencing July 1, 2022 and ending June 30, 2023 (7-0): • Two Members of City Council: Joseph L. Cobb, President Vivian Sanchez-Jones, Vice-President • Two Members of City Staff: D'Wayne D'Ardenne Paul Workman • Two representatives from regional users of GRTC (Town of Vinton and City of Salem): Nathan McClung, Town of Vinton H. Robert Light, City of Salem • One representative from the Physically Challenged Community: Karen Michalski-Karney 5. Adjournment — 1:34 p.m. GREATER ROANOKE TRANSIT COMPANY June 21, 2022 Paul Workman Director Office of Management and Budget Roanoke, Virginia Dear Ms. Workman: At the Annual Stockholder Meeting of the Greater Roanoke Transit Company held on Tuesday, June 21, 2022, you were reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term, commencing July 1, 2022 and ending June 30, 2023. Enclosed you will find a Certificate of your reappointment and two copies of an Oath or Affirmation of Office, which must be administered by the Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, oa4tlt. Cecelia F. McCoy Secretary Enclosures Paul Workman June 21, 2022 Page 2 c: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant City Manager for Community Development Timothy R. Spencer, General Counsel Laura M. Carini, Assistant General Counsel Amelia C. Merchant, Treasurer COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Annual Stockholder meeting of the Greater Roanoke Transit Company, which was held on the twenty-first day of June 2022, Paul Workman (City staff) was reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2022 and ending June 30, 2023. Given under my hand and the Seal of the Greater Roanoke Transit Company this twenty-first day of June 2022. Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Paul Workman, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2022 and ending June 30, 2023, according to the best of my ability. (So help me God) PAUL WORKMAN The foregoing oath of office was taken, sworn to, and subscribed before me by Paul Workman this P4 day of JIAL 2022. Brenda S. Hamilton, Clerk of the Circuit Court By - Clerk GREATER ROANOKE TRANSIT COMPANY June 21, 2022 Nathan McClung Assistant Planning & Zoning Director Town of Vinton 311 S. Pollard Street Vinton, Virginia 24179 Dear Mr. McClung: At the Annual Stockholder Meeting of the Greater Roanoke Transit Company held on Tuesday, June 21, 2022, you were reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term, commencing July 1, 2022 and ending June 30, 2023. Enclosed you will find a Certificate of your reappointment and two copies of an Oath or Affirmation of Office, which must be administered by the Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, 0_fe� J. vkta� Cecelia F. McCoy Secretary Enclosure Nathan McClung June 21, 2022 Page 2 c: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant City Manager for Community Development Timothy R. Spencer, General Counsel Laura M. Carini, Assistant General Counsel Amelia C. Merchant, Treasurer COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Annual Stockholder meeting of the Greater Roanoke Transit Company, which was held on the twenty-first day of June 2022, NATHAN MCCLUNG (Regional User Representative — Town of Vinton) was reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2022 and ending June 30, 2023. Given under my hand and the Seal of the Greater Roanoke Transit Company this twenty-first day of June 2022. oz� . 7 k,4 Secretary GREATER ROANOKE TRANSIT COMPANY June 21, 2022 H. Robert Light Assistant City Manager/Clerk to Council City of Salem 114 N. Board Street Salem, Virginia 24153 Dear Mr. Light: At the Annual Stockholder Meeting of the Greater Roanoke Transit Company held on Tuesday, June 21, 2022, you were reappointed as a (Regional User Representative— City of Salem) member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2022 and ending June 30, 2023. Enclosed you will find a Certificate of your reappointment and two copies of an Oath or Affirmation of Office which must be administered by the Clerk of the Circuit Court of the City of Roanoke located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your appointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, Cecelia F. McCoy Secretary Enclosure H. Robert Light June 21, 2022 Page 2 c: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant City Manager for Community Development Timothy R. Spencer, General Counsel Laura M. Carini, Assistant General Counsel Amelia C. Merchant, Treasurer i i i COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Annual Stockholder meeting of the Greater Roanoke Transit Company, which was held on the twenty-first day of June 2022, H. Robert Light (Regional User Representative—City of Salem) was appointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2022 and ending June 30, 2023. Given under my hand and the Seal of the Greater Roanoke Transit Company this twenty-first day of June 2022. Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, H. Robert Light, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2022 and ending June 30, 2023, according to the best of my ability. (So help me God) T A---- H. ROBERT LIGHT The foregoing oath of office was taken, sworn to, and subscribed before me by H. Robert Light this day of t.J�- 2022. Brenda S. Hamilton, Clerk of the Circuit Court By L7, 1 , Clerk GREATER ROANOKE TRANSIT COMPANY June 21, 2022 Dwayne D'Ardenne, Director Transportation Division Manager City of Roanoke— Public Works Center 1802 Courtland Road, N. W. Roanoke, Virginia 24012 Dear Mr. D'Ardenne: At the Annual Stockholder Meeting of the Greater Roanoke Transit Company held on Tuesday, June 21, 2022, you were reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term, commencing July 1, 2022 and ending June 30, 2023. Enclosed you will find a Certificate of your reappointment and two copies of an Oath or Affirmation of Office, which must be administered by the Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, CPC.e..Q.c.tL 11 Cecelia F. McCoy Secretary Enclosures Dwayne D'Ardenne June 21, 2022 Page 2 c: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant City Manager for Community Development Timothy R. Spencer, General Counsel Laura M. Carini, Assistant General Counsel Amelia C. Merchant, Treasurer COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Annual Stockholder meeting of the Greater Roanoke Transit Company, which was held on the twenty-first day of June 2022, DWAYNE D'ARDENNE (City Staff) was appointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2022 and ending June 30, 2023. Given under my hand and the Seal of the Greater Roanoke Transit Company this twenty-first day of June 2022. vxa-6T Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Dwayne D'Ardenne, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2022 and ending June 30, 2023, according to the best of my ability. (So help me God) MM(NE WARDENNE The foregoing oath of office was taken, sworn to, and subscribed before me by Dwayne D'Ardenne this day of 2022. Brenda S. Hamilton, Clerk of the Circuit Court F s By , Clerk GREATER ROANOKE TRANSIT COMPANY June 21, 2022 Karen Michalski-Karney, Executive Director Blue Ridge Independent Living Center 1502 Williamson Road, N. E., Suite B Roanoke, Virginia 24012-5100 Dear Mrs. Michalski-Karney: At the Annual Stockholder Meeting of the Greater Roanoke Transit Company held on Tuesday, June 21, 2022, you were reappointed as a (Physically-Challenged Representative) member of the Greater Roanoke Transit Company Board of Directors for a one-year term, commencing July 1, 2022 and ending June 30, 2023. Enclosed you will find a Certificate of your reappointment and two copies of an Oath or Affirmation of Office which must be administered by the Clerk of the Circuit Court of the City of Roanoke located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, 0�e,u� J. Cecelia F. McCoy Secretary Enclosures Karen Michalski-Karney June 21, 2022 Page 2 c: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant City Manager for Community Development Timothy R. Spencer, General Counsel Laura M. Carini, Assistant General Counsel Amelia C. Merchant, Treasurer COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Annual Stockholder meeting of the Greater Roanoke Transit Company, which was held on the twenty-first day of June 2022, KAREN MICHALSKI-KARNEY (Physically-Challenged Representative) was reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2022 and ending June 30, 2023. i ' Given under my hand and the Seal of the Greater Roanoke Transit Company this twenty-first day of June 2022. Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Karen Michalski-Karney, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2022 and ending June 30, 2023, according to the best of my ability. (So help me God) *RIEj_4NIMICH�ALSKI'-_ RNE The foregoing oath of office was taken, sworn to, and subscribed before me by Karen Michalski-Karney this day of 2022• Brenda S. Hamilton, Clerk of the Circuit Court By , Clerk GREATER ROANOKE TRANSIT COMPANY June 21, 2022 The Honorable Joseph L. Cobb Council Member 441 Highland Avenue, S. W. Roanoke, Virginia 24016 Dear Council Member Cobb: At the Annual Stockholder Meeting of the Greater Roanoke Transit Company held on Tuesday, June 21, 2022, you were reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2022 and ending June 30, 2023. Enclosed you will find a Certificate of your reappointment and two copies of an Oath or Affirmation of Office, which must be administered by the Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, /I Cecelia F. McCoy Secretary Enclosure c: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant City Manager for Community Development Timothy R. Spencer, General Counsel Laura M. Carini, Assistant General Counsel Amelia C. Merchant, Treasurer COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Annual Stockholder meeting of the Greater Roanoke Transit Company, which was held on the twenty-first day of June 2022, JOSEPH L. COBB (City Council representative) was reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2022 and ending June 30, 2023. Given under my hand and the Seal of the Greater Roanoke Transit Company this twenty-first day of June 2022. Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Joseph L. Cobb, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2022 and ending June 30, 2023, according to the best of my ability. (So help me God) r JOSEPH L. COBB The foregoing oath of office was taken, sworn to, and subscribed before me by Joseph L. Cobb this day Of----I:&.( _ 2022. Brenda S. Hamilton, Clerk of the Circuit Court By v+ Clerk GREATER ROANOKE TRANSIT COMPANY June 21, 2022 The Honorable Vivian Sanchez-Jones Council Member 2610 Belle Avenue, N. E. Roanoke, Virginia 24012 Dear Council Member Sanchez-Jones: At the Annual Stockholder Meeting of the Greater Roanoke Transit Company held on Tuesday, June 21, 2022, you were reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2022 and ending June 30, 2023. Enclosed you wilt find a Certificate of your reappointment and two copies of an Oath or Affirmation of Office which must be administered by the Clerk of the Circuit Court of the City of Roanoke located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the i Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, Cecelia F. McCoy Secretary Enclosure c: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant City Manager for Community Development Timothy R. Spencer, General Counsel Laura M. Carini, Assistant General Counsel Amelia C. Merchant, Treasurer COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Annual Stockholder meeting of the Greater Roanoke Transit Company, which was held on the twenty-first day of June 2022, VIVIAN SANCHEZ-JONES (City Council representative) was reappointed as a member of the Greater Roanoke Transit Company Board of Directors for a one-year term of office, commencing July 1, 2022 and ending June 30, 2023. Given under my hand and the Seal of the Greater Roanoke Transit Company this twenty-first day of June 2022. Secretary GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS June 14, 2022 Joseph L. Cobb, President Vivian Sanchez-Jones, Vice-President Dwayne D'Ardenne H. Robert Light Nathan McClung Karen Michalski-Karney Paul Workman Dear President Cobb and Members of the Board: Paragraph I, Article II of the By-Laws of the Greater Roanoke Transit Company provide that the Annual Meeting of the Stockholders will be held during the month of June each year at a day, time and place to be from time to time fixed by the Board of Directors. It is recommended that the Annual Stockholders' Meeting be held on Tuesday, June 21, 2022, at 1:30 p.m., in the City Council Chamber, 4th Floor, Room 450. The regular meeting of the Board of Directors will follow in the City Council Conference Room located on the 4th Floor, Room 451, at 1:45 p.m. Sincerely, Cecelia F. McCoy Secretary PC: Robert S. Cowell, Jr., Vice President of Operations, GRTC Brent Robertson, Assistant Vice President of Operations, GRTC Timothy Spencer, General Counsel, GRTC Laura M Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Drew Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS June 21, 2022 1:45 p.m. CITY COUNCIL CONFERENCE ROOM ROOM 451 215 CHURCH AVENUE, S. W. ROANOKE, VIRGINIA ACTION AGENDA 1. Call to Order-- Roll Call — Director Karen Michalski-Karney was absent. 2. Approval of Minutes: Regular meeting of GRTC held on Monday, May 16, 2022. Without objection, the Minutes was dispensed with and approved, as recorded. 3. Reports of Officers: a. General Manager: 1. Approval of the GRTC Board of Directors Meeting Schedule for the 2022 - 2023 Fiscal Year. Adopted Resolution. (7-0) 4. Other Business: None. 5. Next Meeting: Monday, July 18, 2022, at 12:30 p.m., in the EOC Conference Room. 6. Adjournment— 1:47 p.m. Greater Roanoke Transit Company Board of Directors Meeting June 21, 2022 The Honorable Joseph Cobb, President, and Members and Officers of the Board of Directors Greater Roanoke Transit Company Roanoke, Virginia Subject: Board of Directors Meeting Schedule for Fiscal 2023 Background At its June 21, 2021 meeting, the GRTC Board of Directors approved by resolution its meeting schedule for the 2022 fiscal year. The Board needs to adopt a meeting schedule for the 2023 fiscal year. Recommendation The following GRTC Board of Directors meeting schedule is recommended for the 2023 fiscal year: 2022 2023 July 18th January 17th (Monday January 16th MLK Day) September 19th March 20th November 21 st May 15th June 201h (Monday June 19th-Juneteenth) The June 20, 2023, meeting will be at 1:45 P.M. in the City Council's Conference Room on the fourth floor of the Noel C. Taylor Municipal Building, 215 Church Ave., SW, Roanoke, Virginia 24011. All other meetings will be at 12:30 P.M. in the Emergency Operations Center(EOC)conference room on the first floor of the Noel C. Taylor Municipal Building. Respectfully bmitted, e#erali rice Geanager Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary General Counsel Municipal Auditor Greater Roanoke Transit Company BOARD OF DIRECTORS OF GREATER ROANOKE TRANSIT COMPANY A RESOLUTION establishing a specific meeting schedule for the Board of Directors of the Greater Roanoke Transit Company (GRTC). WHEREAS, at the Board's June 21, 2022, meeting, the GRTC General Manager recommended that the Board adopt a specific meeting schedule for the 2023 Fiscal Year, which ends on June 30, 2023, as more fully set forth in the General Manager's report dated June 21, 2022, to this Board. THEREFORE, BE IT RESOLVED by the Board of Directors of GRTC as follows: 1. That the Board of Directors hereby approves and adopts the specific meeting schedule that is set forth below. Except for the meeting to be held on June 20, 2023, all meetings are set to start at 12:30 p.m. and will be held in the Emergency Operations Center (EOC) Conference Room which is located on the first floor of the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., Roanoke, Virginia 24011, unless a different location is designated by the President or Secretary of the Board. The meeting for Tuesday, June 20, 2023, will be held at 1:45 p.m. in the City Council Conference Room, Room 451, on the fourth floor of the Noel C. Taylor Municipal Building, 215 Church Avenue, SW, Roanoke, Virginia 24011. In accordance with Article I11, Section 4 of the GRTC By-Laws, the following meeting dates for the GRTC Board are approved for the 2022 Fiscal Year: July 18, 2022 (Monday, 12:30 p.m. —EOC) September 19, 2022 (Monday, 12:30 p.m. —EOC) November 21, 2022 (Monday, 12:30 p.m. —EOC) January 17, 2023 (Tuesday, 12:30 p.m. —EOC) March 20, 2023 (Monday, 12:30 p.m. —EOC) May 15, 2023 (Monday, 12:30 p.m. —EOC) June 20, 2023 (Tuesday, 1:45 p.m. — City Council Conference Room, Room 451). 1 2. The GRTC Board can hold additional meetings on an as-needed basis in accordance with the GRTC By-Laws. 3. The schedule of meetings for the GRTC Board for subsequent fiscal years may be set annually by the Board at the June Board meeting, or at any other Board meeting as the Board may determine to be appropriate. ATTEST: Cecelia F. McCoy, Secretary___ 2 oQQ�ac�N�cOti COMMONWEALTH OF VIRGINIA - STATE CORPORATION COMMISSION N STATEMENT OF ANNUAL REGISTRATION FEE ASSESSMENT 1903 0153745-5 GREATER ROANOKE TRANSIT COMPANY 117"11737—Z M7 t I N11 2022 May 1, 2022 $100.00 $0.00 $100.00 July 31, 2022 H8812PKG01-0011326 T-00000042 GREATER ROANOKE TRANSIT COMPANY Timothy R Spencer 215 Church Ave SW Ste 464 Roanoke, VA 24011-1521 The business entity identified above has been assessed an annual registration fee by the State Corporation Commission pursuant to Virginia law. Payment of the annual registration fee must be received by the Commission on or before the payment due date to avoid imposition of a late payment penalty. If the payment due date falls on a weekend or scheduled holiday, payment, if delivered by mail or in person, will need to be received on or before the last business day that precedes the payment due date. Postmarks cannot be considered and extensions of time cannot be granted. See the additional information that follows this page. Pay annual registration fees and penalties online now at cis.scc virginia gov Go online to pay annual registration fees,file an annual report with changes,and more.Visit the CIS help page at www.$cc.virginia.gov/clk/pinfaqs.a�WX-for how-to guides,answers to frequently asked questions,and helpful videos. 0011326 Detach Payment Coupon Along This Perforation 'r STATE CORPORATION COMMISSION ANNUAL REGISTRATION FEE—PAYMENT COUPON 0153745-5 GREATER ROANOKE TRANSIT COMPANY 2022 May 1, 2022 z. $100.00 July 31, 2022 < n#/o 0, 00 Do not include any document or correspondence with payment and its coupon 7607 If payment will be 1. Make the check payable to 2. Write the Company's 3. Send the check and this payment coupon to the mailed: State Corporation SCC ID No.on the front State Corporation Commission in the envelope Commission. of the check. provided. 2041040153745522000100002 INFORMATION REGARDING ANNUAL REGISTRATION FEES If the business entity has not paid all annual registration fees and/or penalties assessed in any previous year, the unpaid amounts are included in the total amount due. Payments will be applied against the fees and penalties that have remained unpaid for the longest period of time, as directed by Virginia law. Failure to submit payment for the total amount due could result in underpayment of the assessment for the assessment year, imposition of a late payment penalty and, ultimately, termination or cancellation of the existence of a Virginia business entity or, in the case of a foreign business entity, cancellation or revocation of its certificate of authority or registration to transact business in Virginia. The late payment penalty for a corporation is equal to 10% of the annual registration fee assessment or $10.00, whichever is greater. For a limited liability company, limited partnership or business trust, the late payment penalty is$25.00. Entities That Have Ceased To Conduct Business 0011326 A business entity will not be required to pay this year's annual registration fee if (i) all fees and penalties from a prior year have been paid and (ii) on or before the payment due date, it has voluntarily terminated or canceled its existence as a Virginia business entity or, in the case of a foreign business entity, it has withdrawn from the Commonwealth or canceled its registration to transact business in Virginia. A voluntary termination, cancellation or withdrawal is accomplished by submitting the appropriate document(s) and filing fee(s) to the Clerk's Office in time for the office to review, process and file the submission, which normally takes about five business days. Forms and instructions can be obtained from the Clerk's Office website at www.scc.virginia.gov/clklformfee.aspx or by contacting the Clerk's Office. 51334 VNLLGi IVICIIIV L7ffCNIG15 I7VN1YVI�C IIyN1YJi1 VVIY11"NIVi I JVUIII YV CJI CI'fIV V1171111Y1N 11'1NIVJ11 NINIVNt7C1VIC1Y1 VVIVI I'NIV i,�11Y1+. VENDOR ID PAYMENT NUMBER CHECK DATE U 1 OUR VOUCHER NU R ER en a AMOUNT AMO Imn DISCOUN 1 FF a noun 2022 153745-5 6/14/22 100.00 100.00 0.00 100.00 Tolal 100.00 COMMENT 51334` VALLEY METRO PINNACLE 51334 87.863!640 GREATER ROANOKE TRANSIT COMPANY SOUTHWESTERN VIRGINIA TRANSIT DATE AMOUNT MANAGEMENT COMPANY,INC, P.O.BOX:13247 ROANOKE,VA 24032 540-982-0305 June 17 2022 $*********1 00.00 . PAY ****ONE HUNDRED AND 0/100 US DOLLARS STATE CORPORATION COMMISSION ANNUAL REGISTRATION FEE—PAYMENT COUPON 0153745.6 GREATER ROANOKE TRANSIT COMPANY Nliii 2022 May 1,2022 $100.00 July 31,2022 Do not Include any document or correspondence with payment and its coupon 7607 If payment will be 1. Make the check payable to 2. Write the Company's 3. Send the check and this payment coupon to the mailed: State Corporation SCC ID No.on the front State Corporation Commission In the envelope Commission. of the check. provided. 2041040153745522000100002 - 2022 ANNUAL REPORT COMMONWEALTH OF VIRGINIA STATE CORPORATION COMMISSION 111111111 IN 111111111111111111 1. CORPORATION NAME: GREATER ROANOKE TRANSIT COMPANY DUE DATE: 07/31/22 2. VA REGISTERED AGENT NAME AND OFFICE ADDRESS: ATTY. SCC ID NO.: 0153745-5 Timothy R Spencer 215 Church Ave SW Ste 464 5. TOTAL NUMBER OF AUTHORIZED Roanoke, VA 24011-1521 SHARES: 5 3. CITY OR COUNTY OF VA REGISTERED OFFICE: 770-ROANOKE CITY 4. STATE OR COUNTRY OF INCORPORATION: VA-Virginia DO NOT ATTEMPT TO ALTER THE INFORMATION ABOVE. Carefully read the enclosed instructions. Type or print in black only. 6. PRINCIPAL OFFICE ADDRESS: Mark this box if address shown below is correct If the block to the left is blank or contains incorrect data please add or correct the address below. ADDRESS: 215 Church Ave SW ADDRESS: 464 Municipal Bld CITY/ST/ZIP ROANOKE,VA 24011-0016 CITY/ST/ZIP 7. DIRECTORS AND PRINCIPAL OFFICERS: All directors and principal officers must be listed. An individual may be designated as both a director and an officer. 0011326 M�nfrmation priate box unless area below is blank: If the block to the left is blank or contains incorrect data,please mark appropriate box and enter information below: Correction Addition Replacement is correct ❑ Information is incorrect ❑ Delete information ❑ ❑ ❑ OFFICER ® DIRECTOR ® OFFICER ❑ DIRECTOR ❑ NAME: JOSEPH L. COBB NAME: TITLE: President TITLE: ADDRESS: 215 CHURCH AVENUE, S.W. ADDRESS: CITY/ST/ZIP: Roanoke,VA 24011-0000 CITY/ST/ZIP: I affirm that the information contained in this report is accurate and complete as of the date below. tct1G-I�+t.r UUhr- 29, SIGNATURE OF DIRECTOR/OFFI., PRINTED NAME AND ORPORATE TITL DATE LISTED IN THIS REPORT It is a Class 1 misdemeanor for any person to sign a document that is false in any material respect with intent that the document be delivered to the Commission for filing. 2022 ANNUAL REPORT CONTINUED CORPORATION NAME: DUE DATE: 07/31/22 GREATER ROANOKE TRANSIT COMPANY SCC ID NO.: 0153745-5 All directors and principal officers must be listed. 7. DIRECTORS AND PRINCIPAL OFFICERS: (continued) An individual may be designated as both a director and an officer. Mark appWriate box unless area below is blank: If the block to the left is blank or contains incorrect data,please mark appropriate ormation is correct ❑ Information is incorrect ❑ Delete information box and enter information below: F]Correction ❑ Addition ❑Replacement OFFICER ® DIRECTOR ® OFFICER ❑ DIRECTOR ❑ NAME: VIVIVAN SANCHEZ-JONES NAME: TITLE: Vice President TITLE: ADDRESS: 215 CHURCH AVENUE, S.W. ADDRESS: CITY/ST/ZIP: Roanoke,VA 24011-0000 CITY/ST/ZIP: V ropriate box unless area below is blank: If the block to the left is blank or contains incorrect data,please mark appropriate ation is correct ❑ Information is incorrect ❑ Delete information box and enter information below: ❑Correction ❑ Addition ❑Replacement OFFICER ® DIRECTOR ❑ OFFICER ❑ DIRECTOR ❑ NAME: CECELIA F MCCOY NAME: TITLE: Secretary TITLE: ADDRESS: 215 CHURCH AVENUE S.W. ADDRESS: CITY/ST/ZIP: Roanoke,VA 24011- CITY/ST/ZIP: Mark appropriate box unless area below is blank: If the block to the left is blank or contains incorrect data,please mark appropriate ❑ box and enter information below: Correction Addition Replacement ❑ Information is correct nformation is incorrect Delete information ❑ ❑ P OFFICER ® DIRECTOR ❑ OFFICER ® DIRECTOR ❑ NAME: W. BRENT ROBERTSON NAME: W. Se-n+ Robe-t+-Sall o Ps o0„328 TITLE: ASST VP OPS TITLE: A55.4- v- P ADDRESS: 2427 WESTMONT NW ADDRESS: 242.(o R i r hej s Q U AVenuei 5 ) .AP4-. ;& I I CITY/ST/ZIP: ROANOKE,VA 24012-0000 CITY/ST/ZIP: R c)eLno Ke- V A 240/4 Mark appropriate box unless area below is blank: If the block to the left is blank or contains incorrect data,please mark appropriate Information is correct ❑ Information is incorrect ❑ Delete information box and enter information below: ❑Correction ❑ Addition ❑Replacement OFFICER ® DIRECTOR ❑ OFFICER ❑ DIRECTOR ❑ NAME: ROBERTS. COWELL, JR. NAME: TITLE: VP OPERATIONS TITLE: ADDRESS: 215 CHURCH AVENUE, S.W. ADDRESS: CITY/ST/ZIP: ROANOKE,VA 24011-0000 CITY/ST/ZIP: 2022 ANNUAL REPORT CONTINUED 7. DIRECTORS AND PRINCIPAL OFFICERS (continued) NAME: Dwayne D'Ardenne TITLE: Director ADDRESS: 1802 Courtland Road, N. E. CITY/ST/ZIP: Roanoke, VA 24012 NAME: H. Robert Light TITLE: Director ADDRESS: 114 N. Board Street CITY/ST/ZIP: Salem, VA 24153 NAME: Nathan McClung TITLE: Director ADDRESS: 311 S. Pollard Street CITY/ST/ZIP: Vinton, VA 24179 NAME: Karen Michalski-Karney TITLE: Director ADDRESS: 1502 Williamson Road, N.E., Suite B CITY/ST/ZIP: Roanoke, VA 24012 NAME: Paul Workman TITLE: Director ADDRESS: 215 Church Avenue, S.W., Suite 357 CITY/ST/ZIP: Roanoke, VA 24011 NAME: Timothy Spencer TITLE: Officer/General Counsel and Registered Agent ADDRESS: 215 Church Avenue, S. W., Room 464 CITY/ST/ZIP: Roanoke, VA 24011 NAME: Amelia Merchant TITLE: Officer/Treasurer ADDRESS: 215 Church Avenue, S. W., Room357 CITY/ST/ZIP: Roanoke, VA 24011 NAME: Drew Harmon TITLE: Officer/Auditor ADDRESS: 215 Church Avenue, S. W., Municipal North, 5th Floor CITY/ST/ZIP: Roanoke, VA 24011 GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 11, 2022 Joseph L. Cobb, President, and Members of the Greater Roanoke Transit Company Board of Directors Dear President Cobb and Members of the Board: The regular meeting of the Greater Roanoke Transit Company Board of Directors will be held on Monday, July 18, 2022, at 12:30 p.m., in the EOC Conference Room, Room 159, first floor, Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., Roanoke, Virginia. For those Directors who have not taken your Oath or Affirmation of Office for your appointment, please know that your Oath must be administered by the Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. You may deliver your Oath to me in the City Clerk's Office at 215 Church Avenue, 4th Floor, Room 456, or bring to the meeting on July 18. Sincerely, 0" -14T Cecelia F. McCoy Secretary PC: Robert S. Cowell, Jr., Vice-President of Operations, GRTC W. Brent Robertson, Assistant City Manager for Community Development Timothy Spencer, General Counsel, GRTC Laura M. Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Troy A. Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS Monday, July 18, 2022 12:30 P.M. EOC CONFERENCE ROOM ROOM 159 ACTION AGENDA 1. Call to Order— Roll Call: Director H. Robert Light was absent. 2. Approval of Minutes: Regular meeting of GRTC held on Tuesday, June 21, 2022. Without objection, the reading of the Minutes were dispensed with and approved. 3. Reports of Officers: a. Secretary: 1. A communication dated June 22, 2022 advising the appointment of Andrew Keen as the GRTC Board Member representative replacing Nathan McClung as a Town of Vinton representative. Without objection, a communication recommending Andrew Keen, Finance Director, as the Town of Vinton representative to the GRTC Board of Directors, replacing Nathan McClung,was accepted, received and filed. 2. Election of Vacancy on Board of Directors appointing Andrew Keen to replace Nathan McClung as a Town of Vinton representative. Andrew Keen was appointed as Director of the Greater Roanoke Transit Company to fill the unexpired term of Nathan McClung ending June 30, 2023. 3. Election of Officers. The following officers was appointed for a one-year term ending June 30, 2023: Council Member Joseph L. Cobb as President Council Member Vivian Sanchez-Jones as Vice-President Robert S. Cowell, Jr., City Manager as Vice-President of Operations W. Brent Robertson, Assistant City Manager for Community Development/Chief Financial Officer as Assistant Vice- President of Operations Cecelia F. McCoy, City Clerk as Secretary Cecelia T. Webb, Deputy City Clerk as Assistant Secretary Amelia Merchant, Deputy Director of Finance as Treasurer Timothy R. Spencer, City Attorney as General Counsel b. General Manager: 1. Management Update: • Downtown Transit Center Construction Update • Transit Union Negotiations • TPAC Meeting Update Without objection, the Management Update was received and filed. 4. Other Business: President Cobb requested update on VMGO Online Application. Director Michalski-Karney inquired about ADH Compliance. The General Manager reported the resignation of the Valley Metro Finance Director,staffing hiring and recruitment,and anticipated celebration of tenured employees. Mr. Price also gave a brief ridership update. 5. Next Meeting: Monday, September 19, 2022 at 12:30 p.m., in the EOC Conference Room. 6. Adjournment: 1:28 p.m. Town of Vinton 311 S. Pollard Street Vinton,VA 24179 Phone(540) 983-0607 0 Fax(540) 983-0626 VI NTON Susan N.Johnson Executive Assistant/Town Clerk June 22, 2022 Ms. Susie McCoy, Clerk City of Roanoke 215 Church Avenue, SW Noel C. Taylor Municipal Building Suite 456 Roanoke, VA 24011-1536 RE: Greater Roanoke Transit Company Board Appointment Dear Ms. McCoy: This letter is written to confirm that Andrew Keen, Finance Director, was appointed by Town Council at their June 21, 2022 meeting as our GRTC Board Member for the term beginning July 1, 2022 and ending June 30, 2023. If you have any questions, please contact me. Very truly yours, Jtw Susan N. Johnson /snj ec: Andrew Keen Greater Roanoke Transit Company(GRTC) Board of Directors Meeting Management Update July 18, 2022 Planning and Special Projects Downtown Transit Transfer Center Construction—UPDATE GRTC management is pleased to report that the construction of the new downtown transit center remains on schedule with no unexpected delays.The current construction phase is nearing completion.The next phase, which is currently scheduled to begin in October 2022, will involve the transfer of Valley Metro operations to the new facility, along with a new temporary passenger boarding configuration.Transit passengers will be able to wait for transit service in the new passenger waiting area in the facility or wait under the newly constructed outdoor canopy system. The temporary trailers will be removed and passenger waiting area used in Phase I will be demolished to construct the second passenger waiting area and canopy system. Transit Union Negotiations On June 27, 2022, Management, and the Amalgamated Transit Union (ATU) 1493 began labor contract negotiations.The first round of the negotiations ended on Wednesday June 29, 2022. Management and the ATU signed a labor contract extension agreement while contract talks are on-going. TPAC Meeting Update On June 9,2022,TPAC held a virtual meeting via GoToMeeting.Valley Metro's compliant form/process, transfer center construction update,VMGO Phase 2 update, and transit ridership update were the primary topics discussed. Staff also responded to questions from TPAC members. Minutes from the June 9, 2022, meeting is included in the GRTC Board Packet. Greats r Roar?t;kp Tt'ansit Company GRTC Ridership Update Month 2020 2021 %Change(-/+) January 141,320 82,833* -41% February 159,236 74,879* -53% March 120,273 87,513* -27% April 871972 87,133* -<l% May 82,419 81,333* -1% June 102,825* 84,803* -17.5% July 90,458* 90,431* -<1% August 88,555* 87,879* -<1% September 89,867* 88,971* -1% October 99,908* 91,032* -9% November 83,792 88,832* +6% December 89,238* 91,133* +2.1% Month 2021 2022 %Change January 82,833* 77,062* -7% February 74,879* 83,397* +11.4% March 87,513* 97,253* +11.1% April 87,133* 92,504* +6.2% May 81,333* 89,717* +10.3% Starline Trolley ridership data included areatcr Roar oke Transit rvompany Respectfully ubmitted, evi . Price Ge ral Manager Copy: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor vrpater Roanoke Transit gams ry June 9, 2022—6:30pm Virtual meeting 1. Welcome/Roll Call Present: Alison Stinnette, Cole Keister, Hope Trachtenberg-Fifer, Laura Hartman, Sean McGinnis, Stephen Grammer Staff. William Long, Ron Parker Guest: Ashley Curtice 2. Valley Metro Updates a. Complaint form process • Ron Parker gave an overview of the complaint report process, including o Report by phone, email, or in person to one of two directors stationed at Third Street o Supervisor uses CSR to gather information o Supervisor investigates through interviews and on-board video recording o Director is notified o The complaint is resolved through necessary discussion with staff member and note is placed in employee file • Stephen Grammer asked if the process was the same for RADAR. Ron said that it is basically the same; however, it goes through RADAR. Valley Metro is only notified if it is a major problem on the STAR service. • Laura Hartman requested copies of the "Code of Conduct" for operators and for riders. b. Third Street Station construction update • William Long gave an update on the construction progress at Third Street Station including pictures. o Construction/operations will move into the next phase in October 2022. o The station will be complete in September 2023. • Hope Trachtenberg-Fifer asked about connection to Amtrak. Ron noted the that station is at the east end of the Transportation Museum. • Hope Trachtenberg-Fifer asked about changing schedules to accommodate Amtrak riders departing in the morning. Ron said that Valley Metro continues to track ridership trends and that the new afternoon Amtrak departure will give Valley Metro a better understanding for that demand. o Hope Trachtenberg-Fifer asked if it was possible to partner with Amtrak to provide a one-stop shop for Roanoke-based Amtrak riders to purchase Valley Metro tickets through Amtrak(the way it does with Smart Way). Ron said it might be possible but unlikely. The Smart Way is a different type of service c. VMGO phase 2 update William Long announced that GMV started installing hardware and software on buses to allow for live tracking through the VMGO app as well as passenger counts and other data helpful to improve the system. Installation will be complete by mid-July but will likely need a test period to ensure accuracy before release to all riders. • Laura Hartman asked about an update on the bus stop inventory. William will give an update on that at the August meeting. d. Route updates • William Long gave an overview of the changes to Valley Metro's Saturday services that began June 4. While Valley Metro has done a good job keeping up bus service, the prolonged employee shortage has forced some changes. o The committee discussed possibilities of pay-scale changes. Ron Parker pointed out that older drivers are not comfortable with COVID and the CDL process has been drawn out due to COVID-related changes at the DMV. o Ron also noted increased advertising, presence at job fairs, working with local veterans groups, and possible incentive programs. • Cole Keister asked about qualifications and exclusions for operators o Ron listed the following requirements: • At least 19 years old • No more than 8 points on driver's license • Need CDL or ability for CDL training • Pass drug screenings • Criminal background check depends on nature of past offenses • Steven Grammer asked about RADAR'S pay scale. Ron will find that. • William Long talked briefly about the changes to the online route maps. The new maps note the Saturday changes as well as ADA accessibility of each stop on the route. • Ron Parker detailed the announcement of MetroFlex services that will operate Monday through Saturday, 8:45pm to 12:45am, and Sunday, 9am-6pm. Rides will be available to anyone and cost $1.75 (current Valley Metro fare). While MetroFlex will be similar to on-demand rides, requiring a ride requested 24-hours in advance, there will be predetermined stops. Those stops have yet to be identified. o Hope Trachtenberg-Fifer asked that the TPAC be informed before the media for announcements of this type in the future. e. Ridership reports • William Long presented the ridership numbers for the past six months. o Laura Hartman noted the lower ridership in January and pointed to the slow- melting snow covering sidewalks and bus stops. 3. TPAC member questions/comment • Laura Hartman asked about the negotiations with Roanoke College for free rides to students. Ron said that Valley Metro and Roanoke College are still working on a deal. • Ron Parker thanked Laura Hartman and the Bus Riders of Roanoke Advocacy Group for providing snacks to the operators. 4. Next Meeting-August 11, 2022 • Location TBA 5. Adjourn GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 18, 2022 The Honorable Joseph L. Cobb Council Member Roanoke, Virginia Dear Council Member Cobb: At a regular meeting of the Greater Roanoke Transit Company Board of Directors held on Monday, July 18, 2022, you were reappointed as President of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023. Enclosed is a copy of your Certificate of reappointment. Sincerely, Cecelia F. McCoy, CMC Secretary Enclosure COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company Board and keeper of the records thereof, do hereby certify that at a regular meeting of the Greater Roanoke Transit Company Board of Directors held on the eighteenth day of July 2022, JOSEPH L. COBB was reappointed as President of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023. Given under my hand and the Seal of the Greater Roanoke Transit Company this eighteenth day of July 2022. Secretary GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 18, 2022 The Honorable Vivian Sanchez-Jones Council Member Roanoke, Virginia Dear Council Member Sanchez-Jones: At a regular meeting of the Greater Roanoke Transit Company Board of Directors held on Monday, July 18, 2022, you were reappointed as Vice-President of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023. Enclosed is a copy of your Certificate of reappointment. Sincerely, Cecelia F. McCoy, CMC Secretary Enclosure COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company Board and keeper of the records thereof, do hereby certify that at a regular meeting of the Greater Roanoke Transit Company Board of Directors held on the eighteenth day of July 2022, VIVIAN SANCHEZ-JONES was reappointed as Vice-President of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023. Given under my hand and the Seal of the Greater Roanoke Transit Company this eighteenth day of July 2022. Secretary GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 18, 2022 Robert S. Cowell, Jr. City Manager Roanoke, Virginia Dear Mr. Cowell: At a regular meeting of the Greater Roanoke Transit Company, Board of Directors held on Monday, July 18, 2022, the City Manager was reappointed as Vice-President of Operations of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023. Enclosed you will find a Certificate of your reappointment and an Oath or Affirmation of Office which must be administered by a Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. Please return one copy of the Oath of Office to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, eZ4.e Cecelia F. McCoy, CMC Secretary Enclosures COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company Board and keeper of the records thereof, do hereby certify that at a regular meeting of the Greater Roanoke Transit Company Board of Directors held on the eighteenth day of July 2022, the City Manager (Robert S. Cowell, Jr.) was reappointed as Vice-President of Operations of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023. Given under my hand and the Seal of the Greater Roanoke Transit Company this eighteenth day of July 2022. Secretary BOARD OF DIRECTORS July 18, 2022 William Brent Robertson Assistant City Manager for Community Development Roanoke, Virginia Dear Mr. Robertson: At a regular meeting of the Greater Roanoke Transit Company Board of Directors held on Monday, July 18, 2022, the Assistant City Manager for Community Development was reappointed as Assistant Vice-President of Operations of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023. Enclosed you will find a Certificate of your reappointment and an Oath or Affirmation of Office which must be administered by a Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. Please return one copy of the Oath of Office to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your appointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, Cecelia F. McCoy, CMC Secretary Enclosures COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at a regular meeting of the Greater Roanoke Transit Company Board of Director held on the eighteenth day of July 2022, the Assistant City Manager for Community Development (William Brent Robertson) was reappointed as Assistant Vice- President of Operations of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023. Given under my hand and the Seal of the Greater Roanoke Transit Company this eighteenth day of July 2022. meal Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, William Brent Robertson, Assistant City Manager for Community Development, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as Assistant Vice-President of Operations of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023, according to the best of my ability. So help me God. WILLIAM BRENT ROBERTSON The foregoing oath of office was taken, sworn to, and subscribed before me by William Brent Robertson this W_day of 2022• I . . Brenda S. Hamilton, Clerk of the Circuit Court By _ Clerk GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 18, 2022 Cecelia F. McCoy City Clerk Roanoke, Virginia Dear Ms. McCoy: At a regular meeting of the Greater Roanoke Transit Company Board of Directors held on Monday, July 18, 2022, the City Clerk was reappointed as Secretary of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023. Enclosed you will find a Certificate of your reappointment and an Oath or Affirmation of Office which must be administered by a Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. Please return one copy of the Oath of Office to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincer y, Cecelia . Webb, CMC Assistant Secretary Enclosures COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia T. Webb, Assistant Secretary, and as such the Assistant Secretary of the Greater Roanoke Transit Company Board and keeper of the records thereof, do hereby certify that at a regular meeting of the Greater Roanoke Transit Company Board of Directors held on the eighteenth day of July 2022, the City Clerk (Cecelia F. McCoy) was reappointed as Secretary of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023. Given under my hand and the Seal of the Greater Roanoke Transit Company this eighteenth day of July 2022. Lnt Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Cecelia F. McCoy, City Clerk, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as Secretary of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023, according to the best of my ability. So help me God. CECELIA . MCCOY The foregoing oath of office was taken, sworn to, and subscribed before me by Cecelia F. McCoy this 22_ day of 2022. Brenda S. Hamilton, Clerk of the Circuit Court gy I Clerk GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 18, 2022 Cecelia T. Webb Deputy City Clerk Roanoke, Virginia Dear Ms. Webb: At a regular meeting of the Greater Roanoke Transit Company Board of Directors held j on Monday, July 18, 2022, the Deputy City Clerk was reappointed as Assistant Secretary of the Greater Roanoke Transit Company Board of Directors for a term ending June 30, 2023. Enclosed you will find a Certificate of your reappointment and an Oath or Affirmation of Office which must be administered by a Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. Please return one copy of the Oath of Office to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, &"�,J-. VWoj Cecelia F. McCoy, CMC Secretary Enclosures COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) i I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company Board and keeper of the records thereof, do hereby certify that at a regular meeting of the Greater Roanoke Transit Company Board of Directors held on the eighteenth day of July 2022, the Deputy City Clerk (Cecelia T. Webb) was !' reappointed as Assistant Secretary of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023. Given under my hand and the Seal of the Greater Roanoke Transit Company this eighteenth day of July 2022. Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Cecelia T. Webb, Deputy City Clerk, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as Assistant Secretary of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023, according to the best of my ability. So hel e CELIA T. WEBB The foregoing oath of office was taken, sworn to, and subscribed before me by Cecelia T. Webb thisga d a y of 2022. Brenda S. Hamilton, Clerk of the Circuit Court By &jlz� :DC#A' Clerk GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 18, 2022 Amelia C. Merchant Deputy Director of Finance Roanoke, Virginia Dear Ms. Merchant: At a regular meeting of the Greater Roanoke Transit Company Board of Directors held on Monday, July 18, 2022, the Director of Finance was reappointed as Treasurer of the Greater Roanoke Transit Company Board of Directors for a one-year term ending June 30, 2023. Enclosed You will find a Certificate of your reappointment and an Oath or Affirmation of Office which must be administered by a Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. Please return one copy of the Oath of Office to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, Cecelia F. McCoy, CMC Secretary Enclosures COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company Board and keeper of the records thereof, do hereby certify that at a regular meeting of the Greater Roanoke Transit Company Board of Directors held on the eighteenth day of July 2022, the Deputy Director of Finance (Amelia C. Merchant) was reappointed as Treasurer of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023. Given under my hand and the Seal of the Greater Roanoke Transit Company this eighteenth day of July 2022. -Ltr.� �7• - J' Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Amelia C. Merchant, Deputy Director of Finance, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as Treasurer of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023, according to the best of my ability. So help me God. AMELIA C. MERCHANT The foregoing oath of office was taken, sworn to, and subscribed before me by Amelia C. Merchant this day of 2022. Brenda S. Hamilton, Clerk of the Circuit Court Clerk GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS July 18, 2022 Timothy R. Spencer City Attorney Roanoke, Virginia Dear Mr. Spencer: At a regular meeting of the Greater Roanoke Transit Company Board of Directors held on Monday, July 18, 2022, the City Attorney was reappointed as Registered Agent and General Counsel of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023. Enclosed you will find a Certificate of your reappointment and an Oath or Affirmation of Office which must be administered by a Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. Please return one copy of the Oath of Office to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., prior to serving in the capacity to which you were reappointed. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I am enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your reappointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, e4z.fj� Cecelia F. McCoy, CMC Secretary Enclosures COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company Board and keeper of the records thereof, do hereby certify that at a regular meeting of the Greater Roanoke Transit Company held on the eighteenth day of July 2022, the City Attorney (Timothy R. Spencer) was reappointed as Registered Agent and General Counsel of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023. Given under my hand and the Seal of the Greater Roanoke Transit Company this eighteenth day of July 2022. �•IGGI.�t.�G� `.7' �� Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Timothy R. Spencer, City Attorney, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as the Registered Agent and General Counsel of the Greater Roanoke Transit Company Board of Directors for a term of office ending June 30, 2023, according to the best of my ability. So help me God. OT . SPENCER The foregoing oath of office was taken, sworn to, and subscribed before me by Timothy R. Spencer this �7 day OQ,9 2022. Brenda S. Hamilton, Clerk of the Circuit Court By !---,Clerk GREATER ROANOKE TRANSIT COMPANY July 18, 2022 Andrew Keen Finance Director Town of Vinton Vinton, Virginia Dear Mr. Keen: At the regular meeting of the Greater Roanoke Transit Company held on Monday, July 18, 2022, you were appointed as a Town of Vinton representative member of the Greater Roanoke Transit Company Board of Directors to fill the unexpired term of office of Nathan McClung, ending June 30, 2023. Enclosed you will find a Certificate of your appointment and two copies of an Oath or Affirmation of Office, which must be administered by the Clerk of the Circuit Court of the City of Roanoke, located on the third floor of the Roanoke City Courts Facility, 315 Church Avenue, S. W. After the Oath has been administered, please return one copy to Room 456 in the Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., prior to serving in the capacity to which you were appointed. For recordkeeping purposes, complete the online application at www.roanokeva.gov. Pursuant to Section 2.2-3702, Code of Virginia (1950), as amended, I enclosing copy of the Virginia Freedom of Information Act. The Act requires that you be provided with a copy within two weeks of your appointment and each member is required "to read and become familiar with provisions of the Act." Sincerely, fi� e4-e�e� ' u&& t Cecelia F. McCoy Secretary Enclosure Andrew Keen July 18, 2022 Page 2 pc: Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro Robert S. Cowell, Jr., Vice-President of Operations W. Brent Robertson, Assistant Vice-President of Operations Timothy Spencer, General Counsel Laura Carini, Assistant General Counsel Amelia C. Merchant, Treasurer COMMONWEALTH OF VIRGINIA ) To-wit: CITY OF ROANOKE ) I, Cecelia F. McCoy, Secretary, and as such Secretary of the Greater Roanoke Transit Company and keeper of the records thereof, do hereby certify that at the Regular meeting of the Greater Roanoke Transit Company, which was held on the eighteenth day of July 2022, ANDREW KEEN was appointed as a Town of Vinton representative member to fill the unexpired term of office of NATHAN MCCLUNG, ending June 30, 2023. Given under my hand and the Seal of the Greater Roanoke Transit Company this eighteenth day of July 2022. �4'azc,� . V?20'&�t Secretary Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to-wit: I, Andrew Keen, do solemnly swear or (affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a (Town of Vinton representative) member of the Greater Roanoke Transit Company Board of Directors to fill the unexpired term of office of Nathan McClung, ending June 30, 2023, according to the best of my ability. (So help me od.) L -_- AN EW KEEN The foregoing oath of office was taken, sworn to, and subscribed before me by Andrew Keen this & _day of 2022. Brenda S. Hamilton, Clerk of the Circuit Court B ' , Clerk GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS September 13, 2022 Joseph L. Cobb, President, and Members of the Greater Roanoke Transit Company Board of Directors Dear President Cobb and Members of the Board: The regular meeting of the Greater Roanoke Transit Company Board of Directors will be held on Monday, September 19, 2022, at 12:30 p.m., in the EOC Conference Room, Room 159, first floor, Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., Roanoke, Virginia. Sincerely, '4. qx&eAT Cecelia F. McCoy Secretary PC: Robert S. Cowell, Jr., Vice-President of Operations, GRTC W. Brent Robertson, Assistant Vice-President of Operations, GRTC Timothy Spencer, General Counsel, GRTC Laura M. Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Troy A. Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS Monday, September 19, 2022 12:30 P.M. EOC CONFERENCE ROOM ROOM 159 AGENDA 1. Call to Order— Roll Call: Vice-President Vivian Sanchez-Jones was absent. Secretary McCoy received notification that Director Karen Michalski-Karney is unable to attend the Board of Directors meeting due health concerns and requested approval to allow remote participation by electronic communication means. 2. Approval of Minutes: Regular meeting of GRTC held on Monday, July 18, 2022. Without objection, the reading of the Minutes were dispensed with and approved. 3. Reports of Officers: a. General Manager: 1. Management Update: Downtown Transit Center Construction Update • Transit COVID Study - FTA TPAC Meeting Update • Finance Department/External Audit • GRTC Ridership Update Without objection, the Management Update was received and filed. 4. Authorization to purchase equipment and install for Real-time Transit Passenger Information Project (VMGO) - Third Street Station. Adopted Resolution. (6-0) 5. Authorize the provision of Fare Free Election Day Transit Service on Tuesday, November 8, 2022. Adopted Resolution. (6-0) 6. Walk-on: Authorization to purchase Phase 2 Motorola Radios and equipment in accordance with FTA/Virginia Public Procurement Act requirements. Adopted Resolution. (6-0) 7. Walk-on: Authorization of Amendment No. 2 to contract with Spectrum Design, PC for A/E consulting fees for additional scope of work — new GRTC Transfer Center. Adopted Resolution. (6-0) 8. Other Business: General Manager Price introduced Yvonne French, Valley Metro Bus Operator (in attendance) to the Board of Directors. 9. Next Meeting: Monday, November 21, 2022 at 12:30 p.m., in the EOC Conference Room. 10. Adjournment: 1:08 p.m. Greater Roanoke Transit Company(GRTC) Board of Directors Meeting Management Update September 19, 2022 Planning and Special Projects Downtown Transit Transfer Center Construction—UPDATE GRTC management is pleased to report that the construction of the new downtown transit center remains on schedule with no unexpected delays.The next phase of the project is currently scheduled to go into effect in mid-November 2022.The temporary transit service model for the next phase will be a 10/6 transit bus configuration. 10 transit buses will receive passengers on the newly paved Third Street Station lot while 6 transit buses will be receiving passengers from a loading area on Salem Avenue. Salem Avenue will be open to traffic during this phase and moving forward.Transit passengers will be able to wait for transit service in the new passenger waiting area in the facility or wait under the newly constructed outdoor canopy system. Transit COVID Study- FTA Valley Metro participated in a national study conducted by the Virginia Tech Transportation Institute sponsored by the Federal Transit Administration (FTA).The subject: FTA Standards Development Program:Transit Bus Operator Temporary Barrier to Reduce COVID-19 Exposure.Valley Metro,along with Blacksburg Transit participated in this study which could be used to develop program standards regarding infectious diseases and vehicle air circulation, in an effort to minimize exposures on-board a transit bus.The FTA officially published the study on September 6, 2022. The study was included as part of the GRTC Board of Directors agenda packet. TPAC Meeting Update On August 11,2022,TPAC held a virtual meeting via GoToMeeting.Valley Metro's Code of Conduct policies, transfer center construction update,VMGO Phase 2 update, and transit ridership update were the primary topics discussed. Staff also responded to questions from TPAC members. Minutes from the August 11, 2022, meeting is included in the GRTC Board Packet. Finance Department/External Audit—UPDATE GRTC's Department of Finance continues preparations toward the goal of a successful external audit. In partnership with the City of Roanoke's Internal Audit office, weekly progress meetings are being held in to order effectively close the fiscal year with the anticipation of the on-site external audit work to be conducted in late November 2022.This plan of action will result in the necessary component information being available for inclusion in stakeholder audit documents by early December 2022. Monthly financial reporting will resume as scheduled in October 2022. Greater Roanoke Transit Company '� ?_0.Box 13247 Roanoke,Virginia 24032 Phone:(5401982-0305 Fax:(5401982-2703 www.valleymetro.com In addition to the above, GRTC successfully hired a new Director of Finance. Bonnie White is GRTC's new Director of Finance. Bonnie brings over 50 years of accounting/financial management experience to the GRTC Management Team. We welcome Bonnie to the team! GRTC Ridership Update Month 2020 2021 % Change(-/+) January 141,320 82,833* -41% February 159,236 74,879* -53% March 120,273 87,513* -27% April 87,972 87,133* -<1% May 82,419 81,333* -1% June 102,825* 84,803* -17.5% July 90;458* 90,431* -<1% August 88,555* 87,879* -<1% September 89,867* 88,971* -1% October 99,908* 91,032* -9% November 83,792 88,832* +6% December 89,238* 91,133* +2.1% Month 2021 2022 %Change January 82,833* 77,062* -7% February 74,879* 83,397* +11.4% March 87,513* 97,253* +11.1% April 87,133* 92,504* +6.2% Greater Roanoke Transit Company P.0,Box 1-3217 Roanoke,Virginia 24032 Prone:64GI 982-03305 Fax:(540)982-2703 www,valle{met,,o.com May 81,333* 89,717* +10.3% June 84,803* 92,939* +9.6% July 90,431* 91,094* +1% August 87,879* 101,568* +15.6% Starline Trolley ridership data included EManager ted, Copy: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone`1540)982-0305 Fax;;5401982-2703 wvvw vai)evmecro.Lom August 11, 2022—6:3 0pm Virtual Meeting 1. Welcome/Roll Call Present: Alison Stinnette, Hope Trachtenberg-Fifer, Laura Hartman, Stephen Grammer, Sean McGinnis Staff: Kevin Price, Ron Parker, William Long Others present: Sharon Elaine, Tony Parker, Jeff Richards 2. Valley Metro Updates a. Compliment process • William Long shared examples of compliments received from Hope Trachtenberg-Fifer and another rider. Ron Parker briefly described the process after a compliment is received. Drivers are notified and compliment forms goes into employee files. b. Code of conduct • William Long presented over the passenger code of conduct that was on the wall at Campbell Court. That will be seen on the wall monitors at Third Street Station when the building opens. Rider rules will also scroll on the on-board monitors. o Stephen Grammer asked about accessibility of the code of conduct for the blind. Ron Parker noted that the code of conduct is being reviewed and finalized with the move into the Third Street Station. As a part of that review, the code will be added to the website where it can be read aloud. o Laura Hartman asked how the content on the on-board monitors is generated. Ron Parker said that the content(alerts, notices, news, and quotes) is part of the Syncromatics/EnPlug package and can be curated by Valley Metro. For example,the Smart Way monitors show weather in Blacksburg. o Laura Hartman asked about a drivers' code of conduct. Ron Parker confirmed that it exists, but, as a part of a driver's job description, is being revisited as a part of the current negotiations with the drivers' union. c. Route updates • William Long reviewed the reopening of Patriot Lane (the road within the Salem VA Medical Center). Buses on the 75 and 92 will now enter the east entrance (at the stop light) and stop at the shelter just inside the gate. • William Long showed pictures of the three shelters installed in August. Two are at Melrose at 23rd (eastbound and westbound) and one is at Virginia EB at PFG. o Laura Hartman asked if there is a priority list for shelters and Stephen asked if Valley Metro was still assessing the accessibility of the system's bus stops. William Long answered that there is a pipeline of shelter projects at various stages of progress, but there isn't currently a priority list. The bus stop inventory, when complete, will be the first stage of prioritizing stops for upgrades, including shelters and accessibly as well as other amenities. • Sean McGinnis asked if Valley Metro has received updates on the ongoing construction at Virginia Tech. Ron Parker said that there haven't been any yet, but that he has been in contact with Virginia Tech to get updates as soon as they are available. d. Transfer facility construction • William Long shared updates on progress and pictures of construction at Third Street Station. Once the building is complete, passengers and staff will use the building while construction begins on the bus lanes. Laura Hartman asked when the building should be ready. Ron Parker confirmed late October. e. Follow-up items • Ron Parker reviewed the progress on the upcoming launch of the VMGO app. All the hardware and software has been installed on buses. Right now, staff is being trained on the new platform to prepare for the public launch. Ron encouraged TPAC members to download the app and provide feedback to improve its performance. • To follow up on a request from the June meeting, Ron Parker confirmed that the starting pay for a driver at RADAR is $15, very close to Valley Metro's starting pay of$14.96. Ron Parker clarified that most Valley Metro operators have been in the position for over a year, meaning they are no longer at the starting pay. • Ron Parker also reviewed the operator recruitment strategy, which combines traditional means and online recruitment. He noted new options are being explored, such as advertising in movie theaters. While there has been some success, Valley Metro is always seeking new opportunities for recruitment, as the competition for CDL-certified operators is a struggle throughout the transit industry right now. o Laura Hartman asked about working with ROTEC and the opportunity to recruit students immediately following graduation. Ron said that is one of the options being explored this school year. o Related to starting pay and recruitment, Hope Trachtenberg-Fifer questioned if the pay rate is appropriate for finding new operators. The TPAC discussed pay rates, the provision of benefits, and ways to improve the recruitment message. Ron Parker noted that all of these are a part of the current negotiations with the drivers' union. o Kevin Price noted that, while operators are important, transit services must consider maintenance staff and administrative responsibilities as well and confirmed that competitive compensation is a focus of Valley Metro's recruitment strategy. Kevin Price also noted that retention is often overlooked as a part of keeping a full staff, and that is a high priority for Valley Metro. • William Long updated the TPAC on the bus stop inventory. With the triennial NTD survey beginning in July, progress on the inventory slowed. William noted that Valley Metro anticipates two interns in fall 2022, and that the bus stop inventory is a suitable project for interns to familiarize themselves with the nuts and bolts of transit planning. Valley Metro will begin reviewing internship applications on August 16. 3. Questions/Comments • Kevin Price said that Valley Metro has many improvements in the pipeline that they public will start seeing very soon: the completion of Third Street Station, electric buses, the VMGO app, etc. He encouraged the TPAC provide comments and feedback to help avoid pitfalls. • Laura Hartman asked about a publicity/marketing plan. Kevin Price said that Valley Metro is in final negotiations with a marketing firm which will take over as soon as possible. As negotiations are ongoing, he couldn't provide more details. • Stephen Grammer asked if anyone had tried to ride a bus using a wheelchair to provide insight into the accessibility of the service. The TPAC agreed that it was a good idea. • Kevin Price reminded the TPAC that Valley Metro easily connects to Amtrak's new mid- day service via Norfolk Avenue. Hope Trachtenberg-Fifer asked about putting up signs to direct Amtrak passengers to Third Street Station. Valley Metro is reaching out to Norfolk Southern (the owner of the train station platform)to discuss signage. 4. Next Meeting—October 13, 2022 William Long said to expect another virtual meeting unless notified otherwise. 5. Adjourn FTA RESEARCH FEDERAL TRANSIT ADMINISTRATION y � x P JULY 20 U.S.Department of Transportation Federal Transit Administration22 COVER PHOTO Cover image courtesy ofAndrew Crum, VTTI DISCLAIMER This document is disseminated under the sponsorship of the United States Department of Transportation(USDOT)in the interest of information exchange. The United States(U.S.)Government assumes no liability for its contents or use thereof. The U.S. Government does not endorse products or manufacturers. Trade or manufacturers'names appear herein solely because they are considered essential to the objective of this report. The opinions and/or recommendations expressed herein do not necessarily reflect those of the USDOT. FTA Standards Development Program: Transit Bus Operator Temporary Barrier to Reduce COVID-19 Exposure JULY 2022 FTA Report No. 0224 PREPARED BY Center for Urban Transportation Research University of South Florida 4202 E. Fowler Avenue, CUT100 Tampa, FL 33620-5375 Virginia Tech Transportation Institute 3500 Transportation Research Plaza Blacksburg,VA 24061 SPONSORED BY Federal Transit Administration Office of Research, Demonstration and Innovation U.S. Department of Transportation 1200 New Jersey Avenue,SE Washington, DC 20590 AVAILABLE ONLINE https://www.tronsit.dot.govloboutlreseorch-innovotion Metric Conversion Table SYMBOL WHEN YOU KNOW MULTIPLY BY TO FIND SYMBOL LENGTH in inches 25.4 millimeters mm ft feet 0.305 meters m yd yards 0.914 meters m mi miles 1.61 kilometers km VOLUME fl oz fluid ounces 29.57 milliliters mL gal gallons 3.785 liters L ft3 cubic feet 0.028 cubic metersm 3 yd cubic yards 0.765 cubic meters m3 NOTE:volumes greater than 1000 L shall be shown in m3 MASS oz ounces 28.35 grams g lb pounds 0.454 ; kilograms k . .,, g T short tons(2000 Ib) 0.907 megagrams (or"metric ton") Mg(or"t") TEMPERATURE(exact degrees) OF Fahrenheit 5(F-32)/9 Celsius or(F-32)/1.8 �C REPORT DOCUMENTATION PAGE Form Approved OM8 No.0704-0188 The public reporting burden for this collection of information is estimated to average 1 hour per response,including the time for reviewing instructions,searching existing data sources,gathering and maintaining the data needed,and completing and reviewing the collection of information.Send comments regarding this burden estimate or any other aspect of this collection of information,including suggestions for reducing the burden,to Department of Defense,Washington Headquarters Services,Directorate for Information Operations and Reports(0704-0188),1215 Jefferson Davis Highway,Suite 1204,Arlington,VA 22202-4302.Respondents should be aware that notwithstanding any other provision of law,no person shall be subject to any penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. 1. REPORT DATE 2. REPORTTYPE 3. DATES COVERED July 2022 Final June 2020-October 2021 4. TITLE AND SUBTITLE 5a.CONTRACT NUMBER FTA Standards Development Program:Transit Bus Operator Temporary Barrier 5b.GRANT NUMBER to Reduce COVID-19 Exposure 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d.PROGRAM NUMBER Jodi Godfrey,CUTR 5e.TASK NUMBER Andrew Krum,Desta Alemayehu,Mark Golusky,Kathryn Meissner,VTTI 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME(S)AND ADDRESSE(ES) 8. PERFORMING ORGANIZATION REPORT Center for Urban Transportation Research(CUTR) NUMBER University of South Florida,4202 E.Fowler Avenue,CUT100,Tampa FL 33620 FTA Report No.0224 Virginia Tech Transportation Institute(VTTI) 3500 Transportation Research Plaza,Blacksburg,VA 24061 9. SPONSORING/MONITORING AGENCY NAME(S)AND ADDRESS(ES) 10.SPONSOR/MONITOR'S ACRONYM(S) U.S.Department of Transportation FTA Federal Transit Administration Office of Research,Demonstration and Innovation 11.SPONSOR/MONITOR'S REPORT NUMBER(S) 1200 New Jersey Avenue,SE, Washington,DC 20590 12.DISTRIBUTION/AVAILABILITY STATEMENT Available from:National Technical Information Service(NTIS),Springfield,VA 22161;(703)605-6000,Fax(703)605-6900, email[orders@ntis.gov];Distribution Code TRI-30 13.SUPPLEMENTARY NOTES[www.transit.dot.gov/research-innovation/fta-reports-and-publications] [https://www.transit.dot.gov/about/research-innovation][https:/idoi.org110.21949/1527637]Suggested citation:Federal Transit Administration. FTA Standards Development Program:Transit Bus Operator Temporary Barrier to Reduce COVID-19 Exposure.Washington,D.C.:United States Department of Transportation,2022.https://doi.org/10.21949/1527637. 14.ABSTRACT The Virginia Tech Transportation Institute(VTTI)performed this research project under contract to the Center for Urban Transportation Research (CUTR)at the University of South Florida in support of the FTA Standards Development Program.The purposes of this project were to(1) demonstrate the production of a durable physical temporary barrier between the front and rear passenger compartment of a transit bus to reduce the exposure risk to COVID-19 for the operator and passengers,(2)perform an air flow test of the temporary barrier;and(3)share the results to maximize the positive impact to the public transportation system throughout the U.S.To test the air flow in the cabin and temporary barrier design,VTTI worked with two local transit agencies to procure several buses with different heating,ventilation,and air conditioning configurations.The tests were conducted during dedicated route service on surface streets and on a closed course at Virginia Smart Roads with no passengers other than the testing staff. 15.SUBJECT TERMS Temporary bus barrier,reducing exposure in transit buses,air flow modifications in buses,COVID mitigation 16.SECURITY CLASSIFICATION OF: 17.LIMITATION OF 18.NUMBER 19a.NAME OF RESPONSIBLE PERSON ABSTRACT OF PAGES a. REPORT b.ABSTRACT c.THIS PAGE Unlimited 77 Unclassified Unclassified Unclassified 19b.TELEPHONE NUMBER Standard Form 298(Rev.8/98) Prescribed by ANSI Std.Z39.18 FEDERAL TRANSIT ADMINISTRATION v TABLE OF CONTENTS I Executive Summary S Section Introduction 9 ! Section Build and Test ' 31 | Section 3Analysis SO |� Section Stakeholder Interactions 52 Section Conclusions 55 Appendix A-Transit Temporary Barrier CAD Models 56 AppendixB-FMVSSCons/derations 58 | Appendix[- Parts and Construction Lists 61 � AppendixD-Testing|nstrumnenbation � 64 Appendix E-Temporary Transit Bus Engineering Controls to Reduce COV0-19Exposunp 66 Acronyms&Abbreviations LIST OF FIGURES 6 Figure I-1Example cflow-floor transit bus with security barrier � . � Figure 2-1BTNew Flyer 40-ftbus (bus 4) configured with rear HVAC exhaust 10 Figure 2-2BTNew Flyer 48-fbus (bus EAconfigured with forward roof HVAC � exhaust � 10 Figure 2-3VK4GUUg35-ftbus(bus C) configured with rear HVAC exhaust 11 Figure 2-4Bus Aequipped with driver defrost fresh air option but nofresh mixture inpassenger air 12 Figure 2-5Bus 8equipped with driver defrost fresh air option and constant 2096fresh mixture inpassenger air 12 Figure 2-6Bus[equipped with passenger interior air recirculation Ueft\ and � driver defrost interior air recirculation (nniddie) only;source ofexhaust for � driver defrost air located ondash panel wall and infront offare box (righM 13 Figure 2'7Bus Aroof hatches located near bus operator workstation Ue�) and � rearbench (righM � ' 13 / Figure 2-8Bus Broof hatches located near bus operator workstation Ueft> and rearbench /righM � 14 | Figure 2-9Bus Croof hatches located near front axle 8eft\ and rear bench (right) FEDERAL TRANSIT ADMINISTRATION vi 14 Figure 2-10 BT BoC Bus configured with cut-away van driver HVAC and sepa rate roof-mounted rear passenger interior HVAC system 16 Figure 2-11 Rear exhaust HVAC configuration (bus A) prototype temporary barrier with 3-in.ceiling gap on curb side(left) and 1-in.ceiling gap on street side(right) 17 Figure 2-12 Roof exhaust HVAC configuration (bus B) prototype temporary barrier,original with 3-in.ceiling gap on curb side(left) and 1-in. ceiling gap on street side (right) 17 Figure 2-13 Roof exhaust HVAC configuration (bus B) prototype temporary barrier, modified with hood surrounding roof exhaust 19 Figure 2-14 Telltale locations near dedicated ducts from driver defrost on bus B—above pedals near steering column (upper left), lower windshield near defrost ducts(upper right),upper windshield (lower left),entry door duct(lower right) 20 Figure 2-15 Telltale locations near dedicated ducts in or near bus operator workstation from passenger HVAC on bus B—above bus operator(upper left), behind bus operator(upper right),above entry door(lower left), behind entry door and ADA section (lower right) 20 Figure 2-16 Telltale locations in passenger zone on bus B—passenger overhead console high (left upper and lower), passenger overhead console low (right upper and lower) 21 Figure 2-17 Other selected telltale locations on bus B—driver window glass and A-pillar windshield (upper left),rear roof hatch (upper right), passenger HVAC roof-mounted exhaust(lower left),floor tripods(tower right) 25 Figure 2-18 Highway sections of VSR used during fogging air flow testing 26 Figure 2-19 Baseline air flow testing video sample frame collected from rear of bus with fogger operating in front of bus 26 Figure 2-20 Baseline air flow testing video sample frame collected from front of the bus with fogger operating in rear of bus 28 Figure 2-21 BT(bus A) during air flow testing on VSR Highway section 28 Figure 2-22 BT (bus B) during air flow testing on the VSR Highway section;fog visible exiting bus rear roof hatch 29 Figure 2-23 VM (bus C) during air flow testing on VSR Highway section;fog visible exiting bus rear roof hatch 29 Figure 2-24 Instrumentation of thermocouples on bus B—T1-behind driver seat,T2-modesty panel forward of barrier,T3-seat rearward of barrier, T4- upper seating area,center-digital thermometer measurement device FEDERAL TRANSIT ADMINISTRATION vii 39 Figure 3-1 Bus C driver defrost recirculation dash exhaust screen 40 Figure 3-2 Video sample of bus C with passenger windows evacuating fog 40 Figure 3-3 Bus C,open front roof hatch near front axle,telltales blowing rearward due to air entering 41 Figure 3-4 Bus A,demonstrating fog drawn into bus through rear hatch with driver window closed and passenger rear HVAC exhaust on 41 Figure 3-5 Bus A,fog flowing from front to back on curb side of bus with driver defrost air only 42 Figure 3-6 Bus A,fog flowing from front to back on curb side of bus with passenger air only 42 Figure 3-7 Bus A,anemometer demonstration while bus idling with driver defrost and passenger air both on high with driver window and roof hatches closed 43 Figure 3-8 Bus A,air shearing fog on back side while bus idling with driver defrost on high with driver window and roof hatches closed 43 Figure 3-9 Bus A,open front hatch next to bus operator workstation 44 Figure 3-10 Bus A,driver window open with hatches open and bus moving at 25 mph,telltales blowing forward due to driver window open 44 Figure 3-11 Bus B,driver window open and hatches closed,telltales pulled out of window 45 Figure 3-12 Bus C,fog being pulled forward above bus operator workstation with booster fan active 49 Figure 3-13 Temperature (10-min.) reduction difference between baseline and temporary barrier split by measurement location in buses A and B HVAC configurations 54 Figure 5-1 Sub-optimal (top) and optimal (bottom) implementation of transit bus HVAC and exterior openings LIST OF TABLES 9 Table 2-1 Transit Bus and HVAC Model Configurations 11 Table 2-2 Transit Bus and Key Component Configurations 18 Table 2-3 Summary of Measurement Types by Bus Configuration 27 Table 2-4 Air Flow Testing Matrix of Bus Configuration and Settings, Barrier,and Locations of Fogging 33 Table 3-1 Air Speed Measures Organized by Source and Duct Locations on Buses A, B,and C at the Bus Operator Workstation FEDERAL TRANSIT ADMINISTRATION viii 34 Table 3-2 Air Speed Measures Organized by Source and Duct Locations on Buses A, B,and C at Front Entry Door and Passenger Seats,Street Side 35 Table 33 Air Speed Measures Organized by Source and Duct Locations on Buses A, B,and C at Passenger Seats,Curb Side and Center Aisle 36 Table 3-4 Air Speed Measures Organized by Source and Duct Locations on Buses A, B,and C at Temporary Barrier 47 Table 3-5 Bus and Barrier Air Flow Fogging Test Schedule,Outside Temperatures,and Bus Interior Thermocouple Temperatures—T1- Behind Driver Seat,T2- Modesty Panel Forward of Barrier,T3-Seat Rearward of Barrier,T4- Upper Seating Area 48 Table 3-6 Informal(10-Minute) Cooldown Temperatures without and with Barrier for Buses A and B 52 Table 5-1 Air Flow Management Objectives and Configuration Settings I I I i i FEDERAL TRANSIT ADM INISTRATION ix Abstract The Virginia Tech Transportation Institute (VTTI) performed this research project under contract with the Center for Urban Transportation Research (CUTR) at the University of South Florida in support of the Federal Transit Administration (FTA) Standards Development Program.The purposes of this project were to(1) demonstrate the production of a durable physical temporary barrier between the front and rear passenger compartment of a transit bus to reduce the exposure risk to COVID-19 for the operator and passengers, (2) perform an air flow test of the temporary barrier,and (3) share the results to maximize the positive impact to the public transportation system throughout the U.S.To test the air flow in the cabin and temporary barrier design,VTTI worked with two local transit agencies to procure several buses with different heating,ventilation,and air conditioning configurations.The tests were conducted during dedicated route service on surface streets and on a closed course at Virginia Smart Roads with no passengers other than the testing staff. FEDERAL TRANSIT ADM INISTRATION x Executive Summary Information and prevention guidelines from the Centers for Disease Control and Prevention (CDC) show that the COVID-19 virus(SARS CoV-2) is transmitted from infected individuals when they exhale droplets and particles that contain the SARS CoV-2 virus.Then,through close contact or aerosol form,the virus spreads in a population.' To mitigate the transmission of COVID-19 and protect transit operators,who are a critical part of the public transportation infrastructure, transit agencies across the U.S. implemented temporary measures,some of which included restricting boarding to the rear doors, implementing frequent surface cleaning, issuing Personal Protective Equipment(PPE),and installing droplet barriers around the operator workstation. However,there are limitations to the effectiveness of these measures. For example,some transit buses are equipped with Americans with Disabilities Act(ADA) accessible ramps and/or lifts only at the front doors of the bus.Another limiting factor is the design of the heating,ventilation,and air conditioning(HVAC) system on a transit bus,which is designed to produce heating and cooling at one central location and circulate the air along the length of the bus.This design could spread infectious materials from infected individuals to other passengers and the operator,even if there is separation between them. The Virginia Tech Transportation Institute (VTTI) performed this research under contract with the Center for Urban Transportation Research (CUTR) at the University of South Florida in support of the Federal Transit Administration (FTA) Standards Development Program.The purposes of this project were to(1) demonstrate the production of a durable physical temporary barrier between the front and rear passenger compartment of a transit bus to reduce the exposure risk to COVID-19 for the operator and passengers,(2) perform an air flow test of the temporary barrier,and (3) share the results to maximize the positive impact to the public transportation system throughout the U.S.To test the air flow in the cabin and temporary barrier design,VTTI worked with two local Virginia transit agencies, Blacksburg Transit(BT) in Blacksburg and Valley Metro(VM) in Roanoke,to procure several buses with different HVAC configurations.The tests were conducted on dedicated route service on surface streets and on a closed course at Virginia Smart Roads with no passengers other than the testing staff. Objectives Prior to the design and testing of the temporary barrier concept,the VTTI research team reached out to most transit bus manufacturers that produce buses for the U.S. (e.g.,Gillig,New Flyer, Nova, Proterra)to seek design input and develop universal solutions,where possible.VTTI also engaged 'https://www.cdc.gov/coronavirus/`2019-ncov/science/science-briefs/`sars-cov-2-transmission,htmi. FEDERAL TRANSIT ADMINISTRATION 1 EXECUTIVE SUMMARY with CDC personnel and the Amalgamated Transit Union to ensure that this research activity would serve the best interests of the public and transit agency personnel. Each responded positively to this investigation of public transportation engineering controls for COVID-19. Following the input, objectives were set for the project: 1. Construct two prototypes that can be fitted to two different 40-ft transit buses with different ventilation configurations and test and identify the air flow during typical operations. A. Test one ventilation configuration on an older model transit bus HVAC system located in the rear of the bus with no fresh air intake. B. Test one ventilation configuration on a newer-model transit bus HVAC system that is roof mounted with fresh air intake near the bus operator workstation and the passenger area. 2. Analyze the air flow and air temperature in each bus configuration. A. Video recordings should be collected to demonstrate,with fog, mist, and/or strings(i.e.,telltales),the air flow patterns around the bus operator workstation and temporary barrier for visualization. B. Variation of the bus ventilation flow factors should be measured. C. Measurements of ambient air temperature outside the bus and inside the bus along the length of the bus should be collected during each test. 3. Organize temporary barrier specifications and results of tests into technical briefings and distribute instructional or guidance reports and presentations as well as computer-aided design drawings and 3D models to agencies, manufacturers, and other researchers. Vehicle Configuration and Barrier Build VTTI worked with BT and VM to procure the buses used for testing.The primary test buses were two 40-ft New Flyer models with different HVAC configurations. The older 40-ft New Flyer bus (2009) had a rear-mounted HVAC system with no fresh air intake.The new 40-ft New Flyer bus (2014) had a forward roof- mounted HVAC system with a constant 20 percent fresh air intake. Both buses had adjustable fresh air intake and defroster at the operator workstation. The primary testing was conducted without a temporary barrier(designated baseline) and with a temporary barrier(designated barrier). In addition to the primary buses,a new model 35-ft Gillig bus (2019), provided by VM,was also tested.The testing on this bus was limited to the baseline configuration. FEDERAL TRANSIT ADMINISTRATION 2 EXECUTIVE SUMMARY The temporary barriers were composed primarily of transparent polycarbonate and PVC piping to serve as the frame on which the polycarbonate sections of the temporary barriers were attached.The PVC piping was supported by attaching it to the stanchions near the middle of the passenger seating compartment and at the end of the ADA seating/securement area. Rubber feet were attached to the bottom of the temporary barriers to dampen forces that might be transferred from the chassis and floor of the bus through the temporary barriers.The temporary barriers in buses A and B used the same frame, but the polycarbonate sections were cut to match the profiles of buses A and B specifically.This was intended to reduce the variation in parts between bus configurations,focusing on matching the temporary barrier surface areas to the specific bus configuration. Data Collection The test plan was to conduct dynamic driving tests to identify airjets using the telltale method and air flow with fogging on two different transit bus HVAC configurations without a temporary barrier(baseline) and with a temporary barrier.The telltale method involved instrumenting each bus with approximately 40 sticks with two bright neon strings at the ends of each stick.The sticks were attached near each duct opening in the bus operator workstation,entry door, and passenger zones. Duct outlet air speeds on the two primary buses were also collected with an anemometer with and without the temporary barriers installed.The testing approach included testing with the driver window open and closed and the roof hatches open and closed. This led to the examination of exterior air flow impacts on interior air flow on the primary buses.Airjet and air flow testing were performed at three vehicle speeds—idling at 0 mph and driving on public and test track roads at 10 mph and 25 mph. In addition,informal cooldown temperature A/C measurements were collected on the primary buses with and without the temporary barrier installed after the fogging trials were completed. For the two non-primary buses,od hoc measures were collected,including limited air jet and air flow videos at idling and 10-mph and 25-mph operating speeds. Conclusions The results of the observations and measurements are organized below according to the air flow objectives of the study.These settings may be considered by transit bus agencies for implementation depending on the bus configuration as equipped. FEDERAL TRANSIT ADMINISTRATION 3 EXECUTIVE SUMMARY t Y P - Windshield defrost vent If equipped,set defrost vent to full fresh fresh/recirculate and defrost fan to high. Windows in passenger If equipped,open passenger windows compartment depending on outdoor weather/ Maximize air dilution temperature. for bus operators and If equipped at or rear of front axle,open passengers Front roof hatch front roof hatch depending on outdoor weather/temperature. Rear roof hatch Open rear roof hatch depending on outdoor weather/temperature. Bus operator workstation driver window Close driver window. Install temporary barrier near the bus Rear HVAC system;two- front(i.e.,behind ADA section)with door bus entry;rear- minimum gaps(i.e.,approx. l in.)to floor, Pressure barrier near mounted touchless fare walls,and ceiling to minimize cabin air bus operator for airflow system mixture with bus operator workstation management area. Bus operator workstation Close driver window to maintain positive driver window pressure around the temporary barrier. Bus operator workstation Close driver window to reduce cabin air driver window mixture(i.e.,rear-to-front flow)during Reduce air flow from bus vehicle motion. rear to front If equipped near bus operator Front roof hatch workstation,close front roof hatch to reduce cabin air mixture(i.e.,rear-to-front flow)during vehicle motion. If equipped(based on limited outdoor Bus-rear HVAC system cooldown temperature testing),the Avoid impacting HVAC temporary barrier did not impact cabin cabin temperature temperature management. management If equipped(based on limited outdoor Bus-mid HVAC roof- cooldown temperature testing),the mounted system temporary barrier impacted cabin temperature management. FEDERAL TRANSIT ADMINISTRATION 4 i f Section Introduction f/J Background Transit bus operations are critical to support transporting the public. During the COVID-19 pandemic,the need for transit was emphasized but also challenged. COVID-19 can be transmitted from infected individuals by both droplets and particles through nearby contact and as an aerosol. In response,transit agencies across the U.S.implemented temporary measures to reduce the number of close interactions(within a proximity of 6 ft) between transit bus operators and passengers.One method to limit close interactions for bus operators is to prevent front-entry door boarding access. In cases in which transit buses are equipped with ramps at the front door only, persons with disabilities are still allowed access through the front door. In either case,the bus operator(i.e.,driver) is required to ensure that the person is secured on the bus,which often requires close contact with the passenger and their personal equipment(e.g.,wheelchair).The best preventive measures for bus operators coming into close interaction with passengers include wearing Personal Protective Equipment(PPE),such as a mask and gloves,while interacting with passengers for short periods of time.Wearing PPE throughout the entire bus operator shift may not be practical or completely effective. Many transit agencies have implemented droplet barriers near the bus operator workstation that are intended to be manually or automatically closed while passengers board through the front door.These barriers can create glare or obstruct visibility of external rearview mirrors,so they need to be stowed out of the way when the bus is in motion.Beyond this,transit agencies have put into place frequent surface cleaning protocols between operation cycles.Another preventative measure is to restrict movement of passengers from the rear of the bus to the front of the bus with physical barriers. Unfortunately,the ventilation systems on transit buses work similarly to those in large residential/office buildings.That is,the heat and air conditioning are produced in one or two locations and circulated along the entire length of the bus to manage temperature and uniformly heat or cool the passengers and bus operator. Due to this design,the air of infected individuals on a 40-or 60-ft transit bus could be spread to other passengers on the bus and to the bus operator.Although evidence of this phenomenon is not widespread,the risk is apparent based on the study by Shen et at.,(2020)which reported that a community outbreak among bus riders in China suggested that passengers who were seated as far as seven rows (or 4.5 meters)from an infected passenger became compromised.2 One factor in this situation is presumably the air ventilation on the bus.Therefore,bus operators could be exposed to multiple individuals,even at significant distances,throughout the course of each shift due to the air circulation pattern on the bus. Shen,Y.,Li,C.,Dong,H.,Wang,Z.,Martinez,L.,Sun,Z.,...&Xu,G.(2020),"Community Outbreak Investigation of SARS-CoV-2 Transmission among Bus Riders in Eastern China,"JAMA Internal Medicine,180(12),1665-1671. FEDERAL TRANSIT ADMINISTRATION 5 SECTION € 1 Problem Statement To mitigate the problem of contaminated air circulating through the ventilation systems of transit buses, both long-and short-term solutions are needed. One long-term solution for bus operators would be enhancing existing security barriers(Option A)to extend forward to the windshield and up to the roof.An existing security barrier that was developed to protect drivers from physical contact is shown in Figure 1-1.Another solution is to design HVAC systems to always combine fresh air mixing and high-performance filtering for the bus operators.This longer-term solution can also be implemented for the passenger section of transit buses. However,due to the common spaces occupied by seated and standing passengers,additional controls may be necessary,such as designing air circulation to flow vertically to follow gravity rather than the current flow pattern that moves along the length of the bus. ..ae- i X R �r Figure 1-1 Example of law-floor transit bus with security barrier Until long-term solutions can be integrated into the design of transit buses, short-term solutions are needed to reduce the exposure of bus operators to infected passengers and passengers to other infected passengers.One short- term solution to protect bus operators is to create a barrier that physically restricts passengers from moving from the rear of the bus to the front of the bus during normal operations.Another potential short-term solution to protect bus operators and passengers is implementation of a physical barrier that creates unidirectional flow or positive pressure around the bus operator workstation and front section of the bus. Introducing such unidirectional flow from the front FEDERAL TRANSIT ADMINISTRATION 6 SECTION 1 1 to rear of the bus,as opposed to circular flow,could improve the health of bus operators and passengers.Given that bus operators are on the bus over long periods of time each day,short-term solutions that maximize isolation and create positive air pressure around the bus operators should be prioritized. This barrier concept was suggested by transit bus operator union representatives(e.g.,Amalgamated Transit Union [ATU], Health and Safety) who helped to identify the need to limit physical interaction between bus operators and passengers while enhancing fresh air ventilation in response to COVID-19.The Virginia Tech Transportation Institute(VTTI) engaged with bus manufacturers,transit agencies,Centers for Disease Control and Prevention (CDC) personnel,and the ATU to ensure that this research activity would serve the best interests of the public and transit agency personnel. During development of a barrier concept,VTTI also discussed barrier concepts with engineers from light vehicle manufacturers who have experience designing and testing ventilation systems.Although the vehicles are very different,these engineers brought lessons learned on how to address the issue of air filtration and the protection of bus operators and passengers from viruses.VTTI also discussed the need with other transit agencies that are considering or testing bus barrier and ventilation configurations. Finally,VTTI consulted with an aerodynamics expert in low-speed air flow on the preliminary design concept of the barrier. It was important to construct and test this barrier concept in transit buses to determine the feasibility and effectiveness of the barrier to provide unidirectional flow from the front of the bus to the rear.The prescribed tasks for this research were to construct barriers in two transit buses, perform physical flow visualization tests,and analyze and share the results.Additional studies should also be completed on other configurations of transit bus operator workstations, passenger compartments,and ventilation sources,such as rear/ front and fresh/recycled.VTTI contacted most transit bus manufacturers that produce buses for the U.S. (e.g.,Gillig, New Flyer, Nova,and Proterra)to seek to design input and develop universal solutions,where possible. Based on the outcome in demonstrating unidirectional flow,the results of the proposed test and the parameters of the constructed barrier would be shared with other government agencies, public agencies,and research organizations throughout the U.S.to apply to similar bus configurations or evaluate on different bus configurations.This would be accomplished through channels such as webinars,conferences (online or in-person,as appropriate), and research and standards committee meetings. During the distribution of findings,VTTI integrated related and recent findings of other administrative, behavioral,and engineering controls for COVID-19 that,in conjunction with the results of this concept, may enhance the safety and health of transit bus operators and the riding public. FEDERAL TRANSIT ADMINISTRATION 7 SECTION 1 Objectives 1. Construct two prototypes that can be fitted to two different 40-ft transit buses with different ventilation configurations and test and identify the air flow during typical operations. a. Test one ventilation configuration on an older model transit bus HVAC system located in the rear of the bus with no fresh air intake. b. Test one ventilation configuration on a newer model transit bus HVAC system that is roof mounted with fresh air intake near the bus operator workstation and the passenger area. 2. Analyze the air flow and air temperature in each bus configuration. a. Collect video recordings to demonstrate,with fog, mist,and/or strings (i.e.,telltales),the air flow patterns around the bus operator workstation and temporary barrier for visualization. b. Measure variation of the bus ventilation flow factors. c. Collect measurements of ambient air temperature outside the bus and inside the bus along the length of the bus during each test. 3. Organize temporary barrier specifications and results of tests into technical briefings and distribute instructional or guidance reports and presentations as well as computer-aided design (CAD) drawings and 3D models,to agencies, manufacturers,and other researchers. FEDERAL TRANSIT ADMINISTRATION 8 Section Build and Test Bus and HVAC Configurations Table 2-1 lists all bus and HVAC configurations included in the ventilation test. Two buses were included in the original test plan—a 40-ft New Flyer with rear HVAC exhaust(bus A),shown in Figure 21,and a 40-ft New Flyer with roof HVAC exhaust(bus B),shown in Figure 2-2. Both buses were provided by Blacksburg Transit(BT),in Blacksburg,Virginia;Valley Metro (VM),in Roanoke,Virginia, provided the use of a third bus,a 35-ft Gillig with rear HVAC exhaust(bus C) shown in Figure 2-3. Table 2-1 Transit Bus and HVAC Model Configurations 1 HVAC HVAC Make HVAC Model A New Flyer 40-ft SR-1360 D40LFR 2009 Rear Thermo-King T11 B New Flyer 40-ft SR-1840XD40 2014 Mid/Roof Thermo-King RLF2-M13 C Gillig35-ft 22-68717-047 2019 Rear Thermo-King T14-M72A 4 Goo r. Figure 2-1 BT New Flyer 40-ft bus(bus A)configured with rear HVAC exhaust FEDERAL TRANSIT ADMINISTRATION 9 SECTION 2 .:. z 7 t n Figure 2-2 BT New Flyer 40-ft bus(bus B)configured with forward roof HVAC exhaust Figure 2-3 VM Gillig 35-ft bus(bus C)configured with rear HVAC exhaust Buses A and B differed primarily in their passenger HVAC systems.Table 2-2 provides a comparison of key bus components as equipped in the evaluated configurations. In Bus A,the HVAC exhaust that collects air for heating and cooling the passenger air as well as supplying air to the bus operator in the workstation, is located on the rearmost wall of the interior(see Figure 2-2).The HVAC exhaust in bus B that collects air for heating and cooling passenger and bus operator air is located on the roof above the Americans with Disabilities Act(ADA) mid-front section (shown in Figure 2-3). One additional difference in the passenger HVAC in bus B is the constant 20 percent mixture of fresh air that is not adjustable.While Bus C was built by a different manufacturer,the HVAC supplier is the same as for buses A and B.The HVAC exhaust for heating FEDERAL TRANSIT ADMINISTRATION 10 SECTION a 2 and cooling the passenger air in bus C operates similarly to bus A.The exhaust, located in the rear of the bus,is shown in Figure 2-4.The HVAC does not integrate fresh air in the mixture. Table 2-2 Transit Bus and Key Component Configurations Driver Passenger Windshield I Roof Hatch Passenger WindowsID Bus Auxiliary HVAC Type Defrost Locations Fan Front at front A New Flyer Rear;100% Fresh/ door;back at Equipped Fixed 40-ft recirculate recirculate rear axle Mid/ Front at front B New Flyer Roof;80% Fresh/ door;back at Not Fixed 40-ft recirculate, recirculate rear axle equipped 20%fresh Front at front C Gillig 35-ft Rear100% Recirculate axle;back at Equipped Tilt open recirculate only rear axle Buses A and B have similarities in the body structure and driver defrost ventilation features. Buses A and B have options to select 100 percent fresh driver defrost,as shown in Figure 2-4 and Figure 2-5.These buses come equipped with driver defrost air exhaust that is adjustable by the bus operator to direct air from outside the front of the bus or from inside the bus near the dash and steering column. Bus C differs significantly from the other two buses in the HVAC. Bus C is not equipped with fresh air options for the driver defrost, as shown in Figure 2-6.Therefore,the source of the driver defrost air exhaust is limited to inside the bus near the dash and the fare box. �r Figure 2-4 Bus A equipped with driver defrost fresh air option but no fresh mixture in passenger FEDERAL TRANSIT ADMINISTRATION 11 SECTION 2 Passendef AW Climate • r e - t i PassengerFanE Figure 2-5 Boas B equipped with driver defrost fresh air option and constant 20%fresh mixture in passenger air Defrost II xh l r Q Figure 2-6 Bus C equipped with passenger interior air recirculation(left)and driver defrost interior air recirculation(middle)only,source of exhaust for driver defrost air located on dash panel wall and in front of fare box(right) Both Buses A and B have front roof hatches located above the aisle and between the entry door and the bus operator workstation. Both buses also have rear roof hatches above the rear-wall bench seat,as shown in Figure 2-7 and Figure 2-8.The rear roof hatch in bus C is like buses A and B in relative location on the bus body; however,the front roof hatch in bus C is located significantly farther rearward compared to buses A and B, near the front axle in the ADA section, as shown in Figure 2-9. FEDERAL TRANSIT ADMINISTRATION 12 SECTION 2 n£ Figure 2-7 Bus A roof hatches located near boas operator workstation (left) and rear bench(right) 11X3��N3J��6�� AQ Figure 2-8 Bus B roof hatches located near bus operator workstation(left) and rear bench(right) FEDERAL TRANSIT ADMINISTRATION 13 SECTION 2 NN 3 I a S ,sp Figure 2-9 Bus C roof hatches located near front axle(left)and rear bench(right) Limited testing was performed with a Body on Chassis (BoC) bus at the request of BT. BT requested that VTTI test the effects of exterior air impacts on the direction of air flow inside the bus and near the bus operator. This bus was equipped with a passenger air HVAC on the body and traditional Chevrolet cut- away van HVAC fresh air driver defrost controls,as shown in Figure 2-10. 27 Y .. Automotive Style Vent, Fan, Temp Controls i R Figure 2-10 BT BoC bus configured with cut-away van driver HVAC and separate roof-mounted rear passenger interior HVAC system FEDERAL TRANSIT ADMINISTRATION 14 SECTION 2 Temporary Barrier Construction and Installation To observe the impact of the temporary barrier on air flow,trials were run on buses A and B after the temporary barriers were installed.The design of the temporary barrier was completed prior to the application of this study. Images of the early prototype and final CAD model are provided in Appendix A.,while the impacts of the temporary barrier on Federal Motor Vehicle Safety Standards (FMVSS) requirements are provided in Appendix B.The temporary barriers were composed primarily of transparent polycarbonate and PVC piping to serve as the frame on which the polycarbonate sections of the temporary barriers were attached.The PVC piping was supported by attaching it to the stanchions near the middle of the passenger seating compartment and at the end of the ADA seating/securement area. Rubber feet were attached to the bottom of the temporary barriers to dampen forces that might be transferred from the chassis and floor of the bus through the temporary barriers.The temporary barriers in buses A and B used the same frame,but the polycarbonate sections were cut to match the profiles of buses A and B specifically.This was intended to reduce the variation in parts between bus configurations,focusing on matching the temporary barrier surface areas to the specific bus configuration.Construction and parts lists are provided in Appendix C.The design concept is described below. Each temporary barrier was preassembled into three sections,and final assembly was completed inside each bus.Any remaining gaps between the temporary barrier and bus sidewalls,stanchions,and other areas were filled with transparent box tape.Small(approximately 0.5 in.) gaps remained at the floor of the bus.Gaps were designed along the roof of the buses,with a 3-in. gap on the curb side of the bus and a 1-in. gap on the street side of the bus. This difference in gap was intentional to increase air flow on one side.The curb side was intended as the priority loading side for persons with disabilities who must load through the front door,since that side would provide convenience for communication and line of sight at a distance between bus operators and passengers with disabilities. Bus operators could speak with and instruct a passenger on how to secure themselves,when appropriate,and the bus operator could then briefly check or complete securement before returning to operation.This design consideration was intended to reduce the period necessary to secure passengers,while the barrier design was intended to provide full access to vehicle belts and securement,as required. FEDERAL TRANSIT ADMINISTRATION 15 SECTION i 2 The temporary barrier installed for testing on Bus A, which has the rear exhaust HVAC configuration, is shown in Figure 2-11. The original temporary barrier installed for testing on bus B, which has the central roof-mounted exhaust HVAC configuration, is shown in Figure 2-12. The modified temporary barrier in bus B was made to extend the barrier below and in front of the roof- mounted exhaust with semi-rigid transparent vinyl. The modified temporary barrier is shown in Figure 2-13. Figure 2-11 Rear exhaust HVAC configuration(bus A)prototype temporary barrier with 3-in. ceiling gap on curb side(left)and 1-in. ceiling gap on street side(right) FEDERAL TRANSIT ADMINISTRATION 16 SECTION 12 Figure 2-12 Roof exhaust HVAC configuration (bus B)prototype temporary barrier, original with 3-in. ceiling gap on curb side(left)and 1-in. ceiling gap on street side(right) Figure 2-13 Roof exhaust HVAC configuration(bus B)prototype temporary barrier, modified with hood surrounding roof exhaust FEDERAL TRANSIT ADMINISTRATION 17 -- _---_---- ___-- __ _ ------ _------ SECTION 2 Data Collection {overview The original test plan was to conduct dynamic driving tests to identify air jets with telltales (i.e.,strings) and air flow with fogging on two different transit bus HVAC configurations without temporary barriers(i.e., baseline) and with temporary barriers.These tests were completed,as listed in Table 2-3,while collecting reference exterior ambient and bus interior temperature measurements. Duct outlet air speeds on the two primary buses, (A and B) were also collected with an anemometer without and with the temporary barriers installed. In addition, informal cooldown temperature A/C measurements were collected on buses A and B without and with the temporary barrier installed after the fogging trials were completed.The testing approach included testing with the driver window open and closed and the roof hatch open and closed. This led to the examination of exterior air flow impacts on interior air flow on the primary buses,A and B,during the tests.Air jet and air flow testing were performed at three vehicle speeds—idling at 0 mph,driving on public and test track roads at 10 mph,and driving on public and test track roads at 25 mph. Ad hoc measures were collected with bus C,including limited airjet and airflow videos at idling,10 mph,and 25 mph. Exterior air impacts were also examined on bus C,as were anemometer measures of the duct outlet air speeds.Only baseline measures were collected for bus C without a temporary barrier.Ad hoc observations were also made with the BoC bus to examine air impacts at 25 mph only. Reference temperatures were not collected on bus C or the BoC bus. Descriptions of the testing instrumentation for all test methods is provided in Appendix D. Table 2-3 Summary of Measurement Types by Bus Configuration OutletVehicle, Telltale Fogger Vehicle Experimental Exterior W Air Jet Air Flo Temperature Cooldown W Speeds Air Air Control Videos Videos (informal) (mph) cts Status '7pccub �1 'Tpa 1L Speeds Bus A,Baseline x x 0/10/25 x x x x Bus A,Barrier x x 0/10/25 x X x x Bus B,Baseline x x 0/10/25 x x x x Bus B,Barrier x x 0/10/25 x x x x Bus C,Baseline x x 0/10/25 x X BoC,Baseline x 25 x FEDERAL TRANSIT ADMINISTRATION 18 SECTION 2 Telltale Air Jet Method The air jet testing involved instrumenting each bus with approximately 40 sticks with two bright neon strings,called telltales,attached near each focused and distributed duct in the bus operator workstation,entry door,and passenger zones.Some strings were placed in locations that are not known to be near anticipated air flow or forced air zones. For example,telltales were attached to four tripods that were located 3 ft above the bus floor along the length of the bus from the standee line to the upper seating section.Special focused telltales were also located around the temporary barrier zone,even though no temporary barrier was installed in these baseline buses. Figures 2-14 through 2-17 illustrate the locations of telltales used to signal driver defrost airflow, passenger air flow in the bus operator workstation, passenger zone air flow,and air flow throughout the bus. s IIr4lIM�w�ll�IMII V I I _ .: Figure 2-14 Telltale locations near dedicated ducts from driver defrost on bus B—above pedals near steering column(upper left), lower windshield near defrost ducts(upper right), upper windshield(lower left), entry door duct dower right) FEDERAL TRANSIT ADMINISTRATION 19 SECTION 2 { Figure 2-15 Telltale locations near dedicated ducts in or near bus operator workstation from passenger HVAC on bus B--above bus operator(upper lett), behind bus operator(upper right), above entry door(lower left), behind entry door and ADA section(lower right) pk r, Ems*✓! Figure 2-16 Telltale locations in passenger zone on bus B—passenger overhead console high(left upper and lower),passenger overhead console low(right upper and lower) FEDERAL TRANSIT ADMINISTRATION 20 SECTION 2 Figure 2-17 Other selected telltale locations on bus B—driver window glass and A-Pillar windshield(upper left),rear roof hatch(upper right),passenger HVAC roof-mounted exhaust(lower left),floor tripods(lower right) Handheld videos were collected by two experimenters on buses A and B while the buses were(a) idling at 0 mph,(b) driving on public roads at 10 mph,and (c) driving on public roads at 25 mph. BT selected roads on a local stretch that carried light traffic and had a long line of sight for operating safety as well as different sections of road that would be best for 10 mph and 25 mph operations. No fogging tests were performed on public roads.The air jet trials were organized to include combinations of driver defrost, passenger air,and both air systems active. (See Table 2-2 for a comparison of key components as equipped in the evaluated bus configurations.) Some form of interior air was activated during all trials.The air jet trials at the three speeds were completed with combinations of driver window open and closed,front and rear roof hatches open and closed,and both driver window and roof hatches open and closed. Driver and passenger HVAC and auxiliary fan settings were established for the air jet testing.The driver defrost fan and driver booster fan (available in bus A only)were set to medium.The overhead windshield fan was set to low. The defrost was set to 100%fresh and the defrost heat was turned off.The passenger vent fan was set to low,rather than the only alternative,which was high. Due to the automatic passenger climate control system that modifies fan speed based on requested temperature and interior bus temperature,the bus climate control heat and A/C were not active. Since only one bus was equipped FEDERAL TRANSIT ADMINISTRATION 21 SECTION 2 with the dash-mounted auxiliary fan, it was not activated during the airjet trials on either bus. Buses A and B are also equipped with a driver's vent to the outside of the front street-side corner of the bus.A knob that adjusts the vent from open to closed is located above the left foot well in the bus operator workstation. This duct was closed to eliminate unknown impacts to air pressure in the bus operator workstation. During project planning prior to initiating airjet testing,the research team considered obtaining an auxiliary fan to mount in the rear roof hatch.The partnering bus manufacturer pursued this option via a traditional supplier of these fans but concluded that the fans could no longer be ordered by transit agencies and integrated into the roof hatch.The research team determined it was best to pursue testing without the fan and return to the option if results suggested it was critical to enhancing and directing air flow in the buses. The airjet identification trials informed the fogging air flow trials.After the air jet trials were completed,the telltales were removed from the buses while the buses were put back in service. Due to the separate scheduling of the baseline air flow trials from the installation and scheduling of the temporary barrier air flow trials on the test track,only a few telltales were reinstalled for the trials with the temporary barrier installed on buses A and B. Based on the air jet identification trials,the research team recognized that telltales near most of the ducts would not provide significant new information beyond what was observed on the baseline trials. Some telltales were reinstalled in zones where the direction of air flow was not obvious.These telltales were located near the driver window, near the roof hatches, near the temporary barrier, and on the floor tripods near the temporary barrier. Air Speed Velocity Method The air velocities at each duct in buses A, B, and C were recorded. The driver defrost and booster fan, if equipped,were set at high speed.The passenger HVAC fan was set at high speed.All windows and hatches were closed during the airspeed measurements. The buses were idling during these measurements. Many of the measurement locations of the ducts matched locations that were instrumented with telltales during the airjet observation. The air velocity was measured at each duct approximately 1 in.from the duct outlet. Peak measures of air velocity were recorded,and photos of each airspeed measurement location were captured.Air speeds were also recorded near the temporary barrier location next to the ceiling on buses A and B without the temporary barrier(i.e., baseline) and with the temporary barrier installed.The direction of air flow through the anemometer was also noted. FEDERAL TRANSIT ADMINISTRATION 22 SECTION 2 Fogging Air Flaw Testing Measurement Model The air flow testing was based on a simple visual observation model that is commonly used for exterior and interior air flow measures. During high- speed vehicle exterior aerodynamic tests used to develop body panels and components,a stream of fog is fed into airstreams around the vehicle to identify points and areas on the vehicle where air separates from the surface and can induce drag.The concept for this low-speed vehicle interior aerodynamics test is different since the fog is added to the air first and the air is induced after the fog is present. However,the measurement process is similar: an observer uses human judgment to identify the existence,direction,and to some extent,speed of the air flow. From these observations,the effects of intervening factors can be qualitatively judged to impact the direction of air flow. it is important to clarify that this observation model is different from other quantitative or observational measures of air exchange.To measure exchange rates,it is important to insert a limited amount of fog into the confined space and measure how much fog is removed over time. In contrast,for this study,fog was periodically added during and between trials. A limitation of this air flow observation method is that at some point the amount of fog within the confined space may reach equilibrium across the entire confined space and the observer can no longer judge where the air is moving. When that occurs, it is necessary to evacuate the space and start filling again. For this reason,the method including clearing the air in the bus between sets of trials.The method also included repeating trials with the fog machine running in the back of the bus and repeating the same trials with the fog machine running in the front of the bus.This served to provide judgment of air flow and change in air flow. For example,to test if air flows primarily from the rear of the bus to the front,if the fog machine is placed in the front of the bus,the fog should remain predominantly in the front of the bus. Likewise,if the fog machine is placed in the rear of the bus,then the fog should flow from the rear to the front of the bus until the fog reaches equilibrium. This visual observation model was applied in the fogging air flow test to track the air that moves between sections and sides of the bus.The greater the density of fog inserted into the volume of the interior prior to the introduction of forced air due to HVAC or change in pressure,the more likely it is to observe the lack of air movement or change in air movement within the bus.The visual tracing fog was created with a glycerin fogger that provided continuous fog for approximately 1 minute before running through a cooldown cycle that lasted for 1-2 minutes. FEDERAL TRANSIT ADMINISTRATION 23 --- SECTION 2 Test Track Procedure The air flow observation was performed on the Virginia Smart Roads(VSR) test track. The VSR is a closed test track operated by the Virginia Department of Transportation (VDOT) and consists of three sections of roadway built to VDOT specifications—Highway,Surface Street,and Rural Roadway.This study used the 2.5-mile Highway section for the continuous operation of air flow trials that lasted approximately 5 minutes each at speeds of 10 and 25 mph. During the trials,air flow was observed by fog tracing,which was also recorded by handheld videorecorders. Two research personnel were stationed in the bus,one at the front and one at the back. Bus operators from the local transit agencies served as the test drivers. Each testing trial was performed on one Of two sub-sections on the VSR Highway.These sub-sections are identified in Figure 2-18 as Sub-section 1 and Sub-section 2. Safety protocols were established due to possible visibility obstruction due to the fogging. First,a researcher was stationed between the two sub-sections used to run trials as a lookout to confirm the roadway was clear in case any wildlife entered the test track. The personnel in the lookout vehicle remained in radio contact with the research personnel on the buses during all trials. if radio communication could not be confirmed during each run,the trial and vehicle were stopped. The third sub-section includes two bridges. Due to the Possibility of obscured visibility, none of the air flow trials were performed on the bridges at the southeast end of the Highway section.The test drivers were also instructed that they were always in control of the vehicle and experimentation could be stopped or some other approach could be taken to improve visibility. For example, at any time,drivers could open a window in trials where the window was closed. However, no test driver interruptions to trials were necessary during testing.The protocol for vehicle operations and testing personnel health was approved by the VTTI Safety Committee prior to all testing. FEDERAL TRANSIT ADMINISTRATION 24 SECTION 2 Virginia Smart Roads V TTI Automation Hub Buildings Surface Street Route 460 Facility Live Roadway ...,,Sgnalized Connector Intersection o Rural Roadway Expansion Figure 2-18 Highway sections of VSR used during fogging air flow testing Air Flow Testing Method Four buses were run through air flow testing.One bus configuration (bus B,) was run through repeat trials after modifications were made to connect the temporary barrier to the roof HVAC exhaust. Passenger windows on buses A and B were covered and taped with black plastic to create high contrast for video recordings inside the bus while testing in daylight hours. Handheld videos were collected by two experimenters on the buses while the buses were idling at 0 mph,driven on the VSR Highway at 10 mph,and driven on the VSR Highway at 25 mph.A video file was created for each trial on the two handheld video cameras.One additional static video camera was mounted on the curbside of the bus and was run continually.Video files on the static video camera typically spanned every set of six trials to provide evidence of long-term fog levels across trials.A sample frame from a video recorded by an experimenter in the rear of the bus while the fogger was positioned in the front of the bus is provided in Figure 2-19.A sample frame from a video recorded by an experimenter in the front of the bus while the fogger was positioned in the rear of the bus is provided in Figure 2-20.The air flow trials were organized to include combinations of driver defrost,passenger air,and both air systems active.Some form of interior air was activated during all trials.The air flow trials at the three speeds were completed with combinations of driver window open and closed,front and rear FEDERAL TRANSIT ADMINISTRATION 25 SECTION 2 roof hatches open and closed,and both driver window and roof hatches open and closed.The aggregated matrix factors for the air flow testing are provided in Table 2-4. �z Figure 2-19 Baseline air flow testing video sample frame collected from rear of bus with fogger operating in front of bus I Figure 2-20 Baseline air flow testing video sample frame collected from front of bus with fogger operating in rear of bus FEDERAL_TRANSIT ADMINISTRATION 26 SECTION 2 Tabte 2-4 Air Flow Testing Matrix of Bus Configuration and Settings, Barrier,and Locations of Fogging SpeedsDriver Barrier I (mph) Hatches Window Location Defrost, Front&rear; A Baseline 0/10/25 Open,closed Open,closed passenger rear-only 0 mph Defrost, Front&rear; A Barrier 0/10/25 Open,closed Open,closed passenger,both rear-only 0 mph Defrost, Front&rear; B Baseline 0/10/25 Open,closed Open,closed passenger,both rear-only 0 mph Defrost, Front&rear; B Barrier 0/10/25 Open,closed Open,closed passenger,both rear-only 0 mph Modified Defrost, Front&rear 0 mph; B barrier 0/25 Open,closed Open,closed passenger,both rear-only 25 mph Defrost, Rear-only C Baseline 0/10/25 Open,closed Open,closed passenger Open, Defrost, BoC Baseline 25 Open,closed partial, Rear-only closed passenger Driver and passenger HVAC fan settings were established for the air flow testing.The driver defrost fan and driver booster fan (available in buses A and Q were set to high.Auxiliary fans were inactive during the air flow testing.The driver defrost was set to 100%fresh and the defrost heat was turned off.The passenger vent fan was set to high. Due to the automatic passenger climate control system that modifies fan speed based on requested temperature and interior bus temperature,the bus climate control heat and A/C were not active. The driver vent to the outside of the front street-side corner of the bus was closed to eliminate unknown impacts to air pressure. Examples of the bus air flow testing in progress are provided in Figures 2-21, 2-22,and 2-23. In two of the images,the buses were rolling,and fog can be seen exiting the rear roof hatch during testing trials. Prior to the beginning of each trial,the fogging machine was activated to establish fog in the front or back of the bus,depending on the trial. Baseline trials without a temporary barrier were run consecutively with each combination of bus speed,roof hatch setting, and driver window setting.Trials with the temporary barrier installed were also run consecutively with each combination of bus speed, roof hatch setting,and driver window setting.The bus was stopped to open and close the roof hatches or reposition the fogging machine in the front or rear of each bus.Typically,the test driver allowed the bus to continue rolling at the beginning of each trial while switching between HVAC modes and driver window positions.The experimenter in the front or back added additional fog at the beginning of and during trials. FEDERAL TRANSIT ADMINISTRATION 27 SECTION 2 Fog was added intermittently based on the operating limits of the fogging machine and the experimenter's opinion as to whether more fog was necessary to trace air flow. The bus was periodically stopped to evacuate the fog if it became too diffuse to allow the experimenters to judge air flow. Occasionally, trials were repeated when the researchers observed a significant point about the air flow and wanted to confirm the first observation. Figure 2-21 BT(bus A)during air flow testing on VSR Highway section y k + I 4Ir Figure 2-22 BT(bus B)during air flow testing on VSR Highway section,fog visible exiting bus rear roof hatch FEDERAL TRANSIT ADMINISTRATION 28 SECTIONW2 Figure 2-23 VM(bus C)during air flow testing on VSR Highway section;fog visible exiting bus rear roof hatch Air Now Reference Temperature Method During baseline and temporary barrier fog testing trials with buses A and B, outside ambient temperatures and interior bus temperatures were recorded at the beginning of every set of three trials.The ambient temperatures were identified using an online weather app on the experimenter's smartphone.The ambient temperature and cloud cover were noted along with the time of day for every set of three trials.Interior temperatures were recorded for reference using the digital thermometer with thermocouples located in four locations along the length of the bus.Figure 2-24 shows the device and locations of the thermocouples. I'I011el�li7F�� I� }I II "II Ip iI I III_ s .4 a Figure 2-24 instrumentation of thermocouples on bus B—T1 -behind driver seat, T2-modesty panel forward of barrier, T3-seat rearward of barrier, T4-upper seating area, center-digital thermometer measurement device FEDERAL TRANSIT ADMINISTRATION 29 SECTION 2 Informal Cooldown Temperature Method Informal bus cooldown performance was also recorded after air flow testing trials while the buses were idling and without any temperature or humidity controls at the beginning and throughout the cooling period.After each baseline or temporary barrier set of air flow trials was completed,the temperatures of buses A and B were elevated due to the summer weather.The thermocouples used for reference measures during the air flow testing trials were left in each bus while it was idling at 0 mph. The driver window and hatches were closed during all cooldown periods.Additionally,the driver defrost was active with high fan modes,and the passenger A/C was turned on. Recordings of the internal bus temperatures across the four locations were captured every minute for 10 minutes. The doors were closed during cooldown on both baseline and temporary barrier measures on Bus A. Due to the constraints of test scheduling on bus B,the doors were left open during cooldown periods for both the baseline and with temporary barrier measures. FEDERAL TRANSIT ADMINISTRATION 30 J SectionAnalysis Telltale Air Jet Observations rr Some conclusions from the combination of HVAC,vehicle speed,and exterior panel openings were immediately obvious to the researchers who were present and collecting video during all airjet trials without the temporary barrier installed on buses A and B.Video review confirmed the research team's observations. The observations on buses A and B were as follows: 1. The exterior panels and air flow outside the buses impacted the air flow inside the bus.The best example of this was the significant effect of an open driver window on the air jet activity at the rear roof hatches. The telltales attached near the rear roof hatches hung idle until the driver windows were opened,at which time the telltale strings moved continually and could be observed to be drawn towards the front of the bus. 2. The direction of air near the driver windows was idle or moving out of the windows,not into the bus except on turns or during heavy wind gusts. 3. The opening or closing of the driver windows did not appear to have a strong impact on air jets at the front roof hatches. No presence of air jets was observed in the telltales mounted near the front roof hatches.The front roof hatches were expected to scoop air into the bus,but this was not observed with any combination of HVAC or exterior panel settings. 4. There was a lack of air jets 3 ft above the floor along the length of the buses on lower and elevated floors. 5. There was a lack of air jets near the floor on the bus operator workstation platforms. 6. There was significant passenger air blowing above the entry doors on the curb side and above the bus operator workstation on the street sides with only the passenger HVAC air active. 7. There was a lack of air jets moving into the open front roof hatches. In contrast,the hatches appeared to exhaust air on buses A and B unless the driver window was open. These observations were discussed with the research team prior to air flow testing with fogging and prior to installation of the temporary barriers.VTTI met through a web meeting with Dr. Breidenthal, project consultant on low-flow aerodynamics,and Brian Sherlock, Health and Safety engineer with the ATU, to review findings of the telltale identification of ventilation airjets without the temporary barrier on buses A and B prior to the air flow testing without and with the barrier.The group also discussed the settings used on the driver defrost, FEDERAL TRANSIT ADMINISTRATION 31 SECTION '3 passenger vent fan and the dash-and overhead-mounted auxiliary fans near the windshield during the airjet identification trials. It was concluded that for air flow testing with fog, it would be best to accelerate air using high settings for defrost and passenger vent as much as possible to demonstrate flow direction based on visual evidence from the fog. The group determined the best approach for HVAC settings during the fogging air flow testing.Through the airjet testing, it became apparent to the research team that features of the bus HVAC,fan,and exterior panels should be carefully controlled to organize the flow in the bus. Not every feature that moves air in the buses cooperates to move the air or move the air in the intended direction to reduce exposure to potential viral agents,which is away from bus operators. For example,the auxiliary fans were recognized to merely create churn in the air flow near the bus operator workstation. That may be beneficial for removing condensation on the windshield, but not supportive of this air flow organization approach.Therefore,the auxiliary fans in the front of the buses were removed from future air flow tests. Air Speed Velocity Measures Tables 3-1,3-2,3-3,and 3-4 list the air speed measures on buses A, B,and C at baseline and bus A and B with the temporary barrier installed. The measures are organized by the area of the bus,the source of supplied air,and the duct or other location on each bus. Experimenters observed that some ducts were susceptible to significant variance in air speed measures—in the range of ±0.5 meters per second—depending on how the experimenter positioned the anemometer at the duct outlet.With other ducts, it was simple to reproduce measurements.The most difficult ducts were those through which the outlet of the duct producing the airjet was not obvious based on visual inspection. The air speed measurements of the ducts above the passenger seats were difficult to measure consistently,as were measurements on general zones in the windshield coming from the driver defrost air source. Therefore,conclusions about the impact of the temporary barriers based on the change in air speed should made be cautiously. FEDERAL TRANSIT ADMINISTRATION 32 SECTION 13 Table 3-1 Air Speed Measures Organized by Source and Duct locations on Buses A, B, and C at Bus Operator Workstation . . Source Duct 'o" Base Barrier Base Barrier Base (Speed of Measuire.ent Defrost Driver window 0.7 0.5 0.3 0.3 OA (high) (closed) Defrost Windshield driver 2.4 2.1 0.3 0.5 2.3 (high) A-pillar Defrost Windshield high, 1.1 1.3 0.3 0.3 0.0 (high) SS Defrost Windshield low, 2.5 2.5 2.1 1.8 1.3 (high) SS Defrost Windshield high, 0.9 0.9 0.7 1.6 0.5 (high) CS Defrost Windshield low, 2.4 2.4 2.9 2.1 2.5 (high) CS Defrost Windshield 7.3 7.3 4.8 4.3 4.0 (high) defrost vent,SS Defrost Windshield 7.3 7.3 4.8 4.4 4.0 (high) defrost vent,CS Bus Windshield aux5.8 5.8 9.1 8.2 - Operator NA fan,CS(high) Workstation Defrost Driver left 2.0 2.0 - 0.3 0.0 (high) footwell Defrost Driver right 0.9 1.4 0.7 0.8 0.2 (high) footwell Booster Above driver 10.1 10.1 - - 21.9 fan(high) (booster),front Booster Above driver 14.2 14.2 - - - fan(high) (booster),back Passenger Above driver(no 1.3 - 11.1 12.2 2.5 (high) boost/off) Passenger Behind driver 4.1 3.5 12.4 - - (high) seat,top Passenger Behind driver 2.4 2.1 - 13.4 - (high) seat,middle Passenger Behind driver 2.1 1.8 - - - (high) seat,bottom SS=street side of bus,CS=curb side of bus FEDERAL TRANSIT ADMINISTRATION 33 SECTION 3 Table 3-2 Air Speed Measures Organized by Source and Duct Locations on Buses A. B, and C at Front Entry Door and Passenger Seats,Street Side Supply Source Duct/Location Bus B Bus C Bus A Bus A (Speed of Measurement Base Barrier 'Buass: Barrier Babe Defrost Entry door on (high) dash,CS 4.4 4.4 2.4 2.7 6.0 Entry Door Passenger Above entry door, (Curb Side) (high) high 4.1 3.5 11.4 10.5 - Passenger Above entry door, (high) low 3.1 2.9 - - Passenger Above ADA (high) seating,CS - - 12.7 11.8 Passenger Above front seats, (high) high 1.6 1.1 2.0 1.4 1.1 Passenger Above front seats, (high) low 2.1 1.6 3.5 1.5 1.8 Passenger Seats, Passenger Above middle Street Side (high) seats,high 0.8 1.2 2.1 1.8 1.5 Passenger Above middle (high) seats,low 1.9 2.2 2.1 1.3 2.5 Passenger Above rear-upper (high) seats,high 1.3 1.8 1.4 1.1 0.5 Passenger Above rear-upper (high) seats,low 3.0 3.4 2.5 1.5 2.5 ss=street side of bus,Cs=curb side of bus FEDERAL TRANSIT ADMINISTRATION 34 SECTION 3 Table 3-3 Air Speed measures Organized by Source and Duct Locations on Buses A, B, and C at Passenger Seats, Curb Side and CenterAisle . . (SpeedSource Location of Base Barrier Base Barrier Base Measurement m/s) (m/s) (m/s) (m/s) (m/s) Passenger Above front 1.8 1.6 1.0 0.8 0.7 (high) seats,high Passenger Above front 2.1 1.9 2.4 3.8 3.2 (high) seats,low Passenger Above middle 1.4 1.0 1.5 2.2 1.5 Passenger (high) seats,high Seats, Passenger Above middle 0.9 2.1 2.2 1.4 4.7 Curb Side (high) seats,low Above rear Passenger upper seats, 2.6 2.8 1.0 1.7 0.6 (high) high Passenger Above rear- 4.3 5.5 2.7 2.3 2.0 (high) upper seats,low NA Front floor, 0.0 0.0 0.0 - - 3-fttripod NA Barrier front 0.0 0.0 0.0 0.0 0.0 floor,3-ft tripod Center Aisle NA Barrier rear 0.0 0.0 0.0 0.0 0.0 floor,3-ft tripod NA Rear elevated 0.0 0.0 0.0 - - floor,3-ft tripod SS=street side of bus,CS=curb side of bus FEDERAL TRANSIT ADMINISTRATION 35 SECTION 3 Table 3-4 Air Speed Measures Organized by Source and Duct Locations on Buses A, B, and C at Temporary Barrier Supply Locationourc of Base Barrier' Base Base ti gj Settin ) Measurement (m/s) �1 (m/s) (m/s) Front of NA barrier, 0.0 2.4* 0.2 3.7 0.0 high 3-in.,CS Front of NA barrier, 2.3 1.5* 0.0 3.5 0.0 low 3-in.,CS Front of NA barrier,ceiling, 0.0 0.0 0.0 3.1 0.0 center Front of NA barrier, 0.0 1.8* 0.0 3.7 0.0 Around high 1-in.,SS Temporary Front of Barrier NA barrier, 1.4 0.5* 0.3 1.6 0.0 low 1-in.,SS NA Rear of barrier, high 3-in.,CS 4.0* - 3.3 0.0 NA Rear of barrier, low 3-in.,CS 3.4* - 3.3 0.0 NA Rear of barrier, ceiling,center - 2.0* - 2.2 0.0 NA Rear of barrier, high 1-in.,SS - 3.4* - 3.1 0.0 NA Rear of barrier, low 1-in.,SS 2.3* - 1.0 0.0 SS=street side of bus,CS=curb side of bus 'Air flow measured above passenger seats was typically moving from back of bus to front.However,air flow on bus A with barrier installed flowed in reverse The range in sources and locations for air flow in the bus operator area demonstrate a large range in options to supply air around the bus operator. Despite this variety of sources, it is important to emphasize that options have been provided for bus operators to increase air flow to assist in personal heating by activating defrost heat.The same is not true for cooling; bus operators can turn on additional fans to move air that might provide cooling, but there are no independent sources of A/C-treated air for the bus operator. The bus operator can increase the supply of heated or cooled air from the passenger HVAC system, but that system is always blowing air onto the operator and FEDERAL TRANSIT ADMINISTRATION 36 SECTION '3 cannot be shut off by the bus operator without shutting off the entire passenger HVAC system. Furthermore,the air speeds did not appear to be affected by the presence of the temporary barrier.The air speed measurements in the bus operator workstation with the temporary barrier installed on buses A and B both decreased and increased compared to measurements without the barrier. The constant supply of air around the bus operator workstation,observed by the research team whenever the passenger HVAC systems were active, highlights the importance of filtering the air in the passenger compartment and HVAC exhaust with a high Minimum Efficiency Reporting Value (MERV) rating that might reduce exposure for passengers and bus operators. One alternative that was conceived by the research team to reduce exposure for bus operators would be to increase filtering locally near the front of the buses inside the channels that carry the air from the rear or middle of the buses to the bus operator workstations and entry doors. One important distinction between buses A and B is that bus A had a booster fan above the bus operator that can increase the flow of air from the passenger compartment from 1.3 m/s,when the booster is off,to 14.2 m/s when the booster is set on high. Bus B did not have this feature,and the air from the passenger HVAC always flows through that duct at approximately 11.1 m/s (baseline)when the passenger HVAC fan was set on high. Bus C has a booster fan that works like Bus A,except bus C has a hole in the component box surrounding the booster fan to assist in air movement near the windshield. Buses A and B also had ducts above the entry door that supply air from the passenger HVAC. The ducts throughout the passenger compartment are implemented more consistently across the buses. Like the measurements in the bus operator workstation,the air speed measurements both increased and decreased across the two sides of the passenger ducts between the baseline and temporary barrier configurations on both buses A and B. The most interesting observation was on bus A with the temporary barrier installed. Both the air speed and direction of flow were recorded near the barrier area for baseline and temporary barrier configurations.The experimenters noted, using the anemometer to measure air speeds,that the air in the area above the passenger seats on both curb and street sides of the bus moved forward in the bus.When the temporary barrier was installed,similar air speeds were measured in the same zones,but the air was flowing rearward. Likewise,the presence of the barrier made it possible to measure air speeds from the front of the barrier and from the rear of the barrier.The air speeds were higher at the rear of the barrier than at the front,demonstrating the shearing flow of air near the surface of the temporary barrier.This observation highlights the change in pressure possible when a large temporary barrier is installed on a FEDERAL TRANSIT ADMINISTRATION 37 SECTION !3 bus with a rear HVAC configuration. Not only did the temporary barrier separate air space in the front of the bus from the rear of the bus, but the air appears to be organized to flow rearward rather than forward or both forward and rearward due to changes in pressure. Fogging Air Flow Observations VTTI researchers met again with Dr. Breidenthal and a representative from the ATU through a Web meeting in July 2020 to share videos of the air flow results from two bus configurations and to seek input on modifications and additional runs. The group reviewed videos of fog air flow movement that illustrated air flow and changes in air pressure due to the temporary barrier.The group also showed videos of anemometer measurements that clearly demonstrated the direction of air flow from front to back near openings along the top,sides,and bottom of the temporary barrier. Similar to the telltales,some conclusions on the air flow measurements based on the combination of HVAC,vehicle speed,and exterior panel openings were immediately obvious to the researchers who were present and collecting video during all air flow trials without the temporary barrier installed.Video review confirmed the research team's observations.The observations are organized according to the air flow objectives of the study,which were to: A. Maximize fresh air inside bus to assist in dilution of viral agents that may be present. B. Produce a pressure differential at front of bus to encourage flow from front to back. C. Identify methods to reduce air flow from back to front and consider implications for HVAC filtering. A. Maximize Interior Air Dilution Observation Al: Based on information from the HVAC supplier about the systems equipped on the buses included in the study,some older model buses (bus A,2009) come equipped with the option to set the driver defrost at 100% fresh,though the passenger air is exclusively recirculated from interior air. Some newer model buses(bus B,2014)from the same bus manufacturer have the option for 100%fresh in the driver defrost air and standard 20%fresh in the passenger air.An HVAC configuration in a recent model(bus C,2019) bus built by a different manufacturer had no fresh air option for the driver defrost air or the passenger air(see Figure 3-1). If interior air filtration and control of outside air is the priority, rather than dilution of interior air,the design decision to reduce or eliminate the amount of outside fresh air that infiltrates the interior air may be the right balance when seeking to separate passengers and bus operators from external emissions and particulates. In situations where it is desirable to introduce outside air to dilute the possible presence of viral agents,then the FEDERAL TRANSIT ADMINISTRATION 38 SECTION 3 option to add more exterior air may be an important design and operating consideration. Figure 3-1 Bus C driver defrost recirculation dash exhaust screen Observation A2: Buses can be configured with passenger windows that open in old and newer model buses.Some transit agencies order the passenger windows sealed shut,and others have chosen to seal older model bus windows for security. Passenger windows that open can be an important option to bus riders to increase air dilution,especially if confronted by another rider who might be expressing viral symptoms. Bus C is equipped with passenger windows that open. Experimenters observed, under limited trials,that the passenger windows quickly evacuated fog when open,even at low speeds (e.g., 10 mph). This solution may dilute the air in the entire bus,thus reducing exposure for bus operators as well (see Figure 3-2). However,it should be noted that this solution for dilution would be difficult for the transit agency and bus operators to control regardless of when dilution is desirable.Additionally, passenger windows may not support other objectives(i.e.,Objective B)to organize air flow from front to back away from the bus operator. FEDERAL TRANSIT ADMINISTRATION 39 SECTION 3 Y;a Figure 3-2 Video sample of bus C with passenger windows evacuating fog Observation A3: Roof hatches located behind the bus operator workstation near the front axle can scoop or pull air into the bus, increasing the dilution of interior air(see Figure 3-3)without drawing air forward near the bus operator workstation. Figure 3-3 Bus C, open front roof hatch near front axle, telltales blowing rearward due to air entering Observation A4:This observation is complementary to Observation C2. If the driver window is closed and the rear hatch is open while the passenger rear exhaust HVAC air is active,the pressure of the passenger air system causes the air to flow into the bus through the rear hatch.This increases dilution in the air flowing throughout the passenger air system,which also will increase dilution for the bus operator workstation (see Figure 3-4). FEDERAL TRANSIT ADMINISTRATION 40 SECTION 13 Figure 3-4 Bus A, demonstrating fog drawn into bus through rear hatch with driver window closed and passenger rear HVAC exhaust on B. Produce Positive Pressure Differential at Front Observation B1:A positive pressure differential can be produced at the front of the bus when a temporary barrier is implemented on a bus equipped with a rear exhaust HVAC,causing the air to flow from front to back when the driver window is closed.This pressure differential was observed both with driver defrost air only(see Figure 3-5) and passenger air only(see Figure 3-6). Figure 3-5 Bus A, fog flowing from front to back on curb side of bus with driver defrost air only FEDERAL TRANSIT ADMINISTRATION 41 ----- - �_ SECTION 3 '3 4 r � a Figure 3-6 Bus A, fog flowing from front to bock on curb side of bus with passenger air only Observation B2:The direction of air flow from front to back on the bus is measurable with an anemometer,as shown in Figure 3-7. Fog positioned rear of the barrier approaches the barrier at low pressures forward and is maintained or sent rearward near the openings on a temporary barrier that is implemented on a bus equipped with HVAC rear exhaust,as seen in Figure 3-8. Figure 3-7 Bus A, anemometer demonstration while bus idling with driver defrost and passenger air both on high with driver window and roof hatches closed FEDERAL TRANSIT ADMINISTRATION 42 SECTION 3 p, Figure 3-8 Bus A, air shearing fog on back side while bus idling with driver defrost on high with driver window and roof hatches closed C. Identify Methods to Reduce Air Flow from Back to Front Observation Cl: Roof hatches located forward of the axle and next to the bus operator workstation tend to pull air out,which can lead to increased bus operator exposure from air moving from the rear to the front.This is presumably because the hatch is near the leading top edge of the roof,which at high velocities will overcome pressures inside the bus,as demonstrated in Figure 3-9. m Figure 3-9 Bus A,open front hatch next to bus operator workstation Observation C2:When the driver window is open,the pressure inside the front of the bus is induced to be negative due to the Venturi effect and air is pulled from the rear roof hatch forward.This phenomenon was observed even when a temporary barrier was installed to assist in balancing air pressure across the front and rear of a bus equipped with passenger HVAC rear exhaust. Figure 3-10 demonstrates how a telltale string mounted on the front edge of the rear roof hatch is being pulled forward by air flow coming in the roof hatch due to a pressure difference created by the driver window being open. FEDERAL TRANSIT ADMINISTRATION 43 SECTION 3 Figure 3-10 Bus A, driver window open with hatches open and bus moving at 25 mph;telltales blowing forward due to driver window open Observation C3:When the driver window is open,the air is pulled primarily out of the bus to varying degrees based on the bus make and body configuration. Occasionally,during a turning maneuver or when a gust of wind blows against the street side of the bus,the air may briefly enter the driver window, blowing the telltales toward the bus operator. Otherwise,the telltales attached to the bus operator window remain still or are pulled out of the driver window as seen in Figure 3-11. IN : . ............. Figure 3-11 Bus B, driver window open and hatches closed, telltales pulled out of window FEDERAL TRANSIT ADMINISTRATION 44 SECTION `:3 Observation C4:The booster fan above the bus operator workstation is designed to assist in cooling and heating the bus operator by accelerating the air flow from the back of the bus. However,this feature increases the bus operator's exposure to air from the back of the bus.This was clearly observed while bus C was idling at 0 mph and only the driver defrost air was on,including the booster fan. It is worth noting that the driver window was also open.The fog machine was positioned in the back of the bus and the passenger air was off. However,as seen in Figure 3-12,fog was pulled forward above the bus operator workstation,without any assistance from the passenger air fans,through the overhead ducts in the passenger area. AM- Figure 3-12 Bus C, fog being pulled forward above bus operator workstation with booster fan active This observation emphasizes the point discussed in the air speed velocity measures about local filtering of the air supplied to the bus operator workstation.The booster fan was designed in buses with rear HVAC exhaust to pull more heated/cooled air to the bus operators to increase thermal comfort. In fact,the booster fan is strong enough to pull air from the rear of the bus into the front of the bus without assistance from the passenger HVAC system.Therefore, the booster fan serves a useful function to increase thermal comfort,but it may also increase exposure for bus operators at the same time. Local filtering in the channels that run above the passenger seats and along the length of the bus would support both thermal comfort and reduced exposure. Temperature Reference Measures During Air Flow Observations During the air flow testing trials on the test track,outdoor ambient temperatures were recorded approximately every 5-10 minutes using local weather center reports at intervals of every three trials.Additionally,reference interior measures were collected using thermocouples that were located in four places throughout the bus.Table 3-5 lists the range of exterior and interior bus FEDERAL TRANSIT ADMINISTRATION 45 ---- - SECTION 3 reference temperatures collected during testing.The A/C was inactive during all air flow testing to provide consistent control of the passenger HVAC fan speed on high during all trials among the varying combinations of HVAC,vehicle speeds,and exterior openings. Therefore,temperatures tended to follow outside temperatures. It is also important to note that the windows of buses A and B were covered with black plastic to reduce glare and control backlighting, which may have acted as a radiator for sunlight and artificially elevated the temperatures inside buses A and B. Almost all trials within each bus and barrier configuration were run within the same day. Baseline trials,without a temporary barrier,were run on separate days than trials with a temporary barrier installed on buses A and B.Trials moved rapidly in 5-and 15-minute incremental successions between variations of the air source (driver defrost/passenger/both),driver window(open/closed), and roof hatches (open/closed)settings.These trials were run consecutively within the same bus speeds. One final set of three trials in bus A at 0 mph had to be completed early on the following day due to bus and bus operator scheduling. Temperatures and times were collected for reference during bus-front fogging trials at 10 and 25 mph and during bus-rear fogging trials at 0 mph. Outside and interior temperatures were not collected during the repeated trials at 10 and 25 mph with fogging in the rear of the bus. Outside and interior temperatures were not collected for bus C and the BoC bus. The outside temperatures tended to rise steadily as trials progressed each day and within the same bus.The interior temperatures rose along with the rise in outdoor temperatures. Between sets of trials,the doors of each bus were opened occasionally to allow the bus operator and experimenters to take a break or to allow the fogging machine to be moved from front to back. During these breaks,the interior temperatures occasionally dropped as they balanced with outside temperatures, but also returned to original levels after the doors were closed and trials continued. The weather on testing days ranged from sunny to partly cloudy to mostly cloudy. During one day of testing on bus A(July 21),the outside temperatures dropped in the afternoon from 90 OF at 1:30 pm to 76 OF at 2:45 pm.The interior bus temperatures dropped and then returned to the previous levels over time. No pattern of interior bus temperatures is apparent between trials.As the A/C was shut off during all test trials to control bus fan speed,the individual performance of each bus HVAC system's cooling cannot be determined from the air flow temperature measures.Temperatures between the buses appear to follow the change in temperatures outside the buses, although they were likely somewhat elevated due to the radiative impact of sunlight. No pattern was obvious from the interior temperatures collected across the four locations on FEDERAL TRANSIT ADMINISTRATION 46 SECTION i 3 buses A and B or between the baseline and temporary barrier trials.Observations of the maximum interior temperatures measured at each of the four locations on the buses suggest that the temperatures with the temporary barrier installed were similar to or below the measures without the barrier. However,it was important to observe the maximum outside temperatures on each day of testing. The maximum outside temperatures were similar on bus A during baseline(91°F) and temporary barrier(90°F)trial days,but the maximum outside temperatures varied on bus B during baseline(86°F)and temporary barrier(82°F)trial days and with temporary modified barrier(77°F)trial days. Tabte 3-5 Bus and BarrierAir Flow Fogging Test Schedule, Outside Temperatures,and Bus Interior Thermocouple Temperatures-Tl -Behind Driver Seat, T2-Modesty Panel Forward of Barrier, T3-Seat Rearward of Barrier, T4-Upper Seating Area Outside TO Barrier (OF) IL min-max ®■�• A Baseline 7/20/2020 2'30 89-91 74.9 96.5 71.3 93.3 72.1 94.4 73.1 94.4 5:15 pm A Barrier 7/21/2020 1:15- 76-90 89.6 92.8 80.2 93.3 77.3 93.4 82.3 91.9 3:00 pm B Baseline 7/16/2020 11:00 am- 80-86 81.5 98.1 76.7 95.9 76.4 96.4 77.6 99.0 2:00 pm 8:45 am- 73-82 77.6 95.4 74.1 92.3 72.8 92.9 70.8 95.6 B Barrier 7/17/2020 12:00 noon B Modified 8/13/2020 3:45- 75-77 80.8 82.5 77.5 83.0 79.9 85.9 81.1 87.6 Barrier 5:30 pm C Baseline 8/5/2020 1:00- 80-81 - - - - - - 3:00 pm BoC Baseline 8/5/2020 4:15- 79 - 4:45 pm FEDERAL TRANSIT ADMINISTRATION 47 � � - -- --- SECTION 3 Informal Cooldown Temperature Measures The informal 10-minute cooldown temperatures for each bus and temporary barrier configuration are provided in Table 3-6. These informal measures were collected soon after activating the A/C after the air flow measures were completed on each bus while idling at 0 mph. The temperatures of the outside ambient temperatures are provided. The initial and final temperatures after 10 minutes are provided.The temperature differences, labeled "Baseline Minus Barrier Reduction," between the bus baseline and barrier installation are listed at the bottom of each grouping of bus temperatures. Table 3-6 Informal(10-Minute)Cooldown Temperatures without and with Barrier for Buses A and B Temperature Descriptions Barrier F. Barrier R.I Outside Ambient,Baseline 90,cloudy Interior Initial Temp.,Baseline(Ti) 102.7 101.9 98.7 99.3 Interior Final Temp.,Baseline(T2) 97.3 88.4 89.7 91.8 Bus A, Temp Difference,AT Basel=(Ti-T2) 5.4 13.5 9.0 7.5 Rear Outside Ambient,Barrier Exhaust 81,cloudy Interior Initial Temp.,Barrier(T3) 93.5 91.8 89.4 89.7 Interior Final Temp.,Barrier(T4) 87.4 80.2 78.7 82.5 Temp Difference,AT Barl=(T3-T4) 6.1 11.6 10.7 7.2 AT Final BusA=(AT Basel-AT Bari) -0.7 1.9 -1.7 0.3 Outside Ambient,Baseline 84,partly cloudy Interior Initial Temp.,Baseline(Ts) 98.8 90.1 89.6 92.5 Interior Final Temp.,Baseline(Te) 83.5 79.3 76.6 74.9 Temp Difference,AT Basel=(Ts-Ts) 15.3 10.8 Bus B, 13 17.6 Roof Outside Ambient,Barrier 86,cloudy Exhaust Interior Initial Temp.,Barrier(T7) 86.8 90.3 90 90.5 Interior Final Temp.,Barrier(Ts) 83.7 85.7 82.4 81.8 Temp Difference,AT Bare=M-TO 3.1 4.6 7.6 8.7 AT Final Bus B=(AT Basel-AT Bari) 12.2 6.2 5.4 8.9 FEDERAL TRANSIT ADMINISTRATION 48 SECTION i 3 The differences between the reduction in temperatures over 10 minutes in the baseline trials versus the temporary barrier trials on each bus are demonstrated in Figure 3-13. Negative temperature differences demonstrate that the final temperature on the temporary barrier configuration reduced more than the baseline. Positive temperature differences demonstrate that the final temperature on the temporary barrier reduced less than the baseline. Negative differences resulted on bus A for the temperature in the front near the bus operator workstation and at the rear of the barrier.The other two measurement locations on bus A did not reduce as much,although the final temperatures were only slightly higher with the temporary barrier than the baseline. However,on bus B the temperatures across all measurement locations were positive,demonstrating that the final temperature for the temporary barrier configuration did not decrease as much as the baseline configuration. Barrier Cooling Performance Change by HVAC Configuration 14 12 LL v 10 iv 0- E E iT 6 v M 4 c 2 o� c 0 m m M 2 -4 Front Barrier Front Barrier Rear Rear ■Bus A,Rear Exhaust Bus B,Roof Exhaust Figure 3-13 Temperature(10-min.)reduction difference between baseline and temporary barrier split by measurement location in buses A and B HVAC configurations FEDERAL TRANSIT ADMINISTRATION 49 Section 4 Stakeholder interactions Due to the nature of this research,which was conceived and completed during the first year of the COVID-19 pandemic and the need to respond immediately to feedback from public health and transit agencies,the research team sought many opportunities to meet with representatives from public transit stakeholders throughout the project. VTTI supported the Center for Urban Transportation Research (CUTR) online progress meetings with the FTA Standards Development Program during June, July,August,and October 2020 and February and August 2021. During these Web meetings,VTTI described the study methodology,observations, results, and recommendations,as well as lessons learned through testing on multiple transit bus HVAC configurations. VTTI also supported Web meetings with CUTR's Standards Working Group progress meetings in August and November 2020,during which VTTI research personnel identified the key research questions and played sample videos of the fogging air flow data collection,which provided the evidence that VTTI used to analyze and draw conclusions. VTTI was asked to share preliminary findings with the American Public Transportation Association (APTA) after highlighting the study during a public webinar held in August 2020, at which VTTI participated to discuss engineering controls for mass transit. VTTI also presented during the Joint Transportation Research Board/APTA 2020 Mid-Year Transit Safety and Security Meeting in November 2020. VTTI also presented during the APTA Monthly Safety Spotlight in January 2021 and at the Transportation Research Board Annual Meeting 2021 to AP080, Standing Committee on Transit Safety and Security in January 2021. VTTI shared preliminary findings with the transit agencies that supported the testing as results were observed. In September 2020,VTTI shared additional preliminary findings with these organizations.VTTI received a request from Sound Transit to provide further details of the study procedures and to discuss other air ventilation testing methods that their transit agency was using to measure air exchange rates.VTTI shared the testing procedures and preliminary findings with their Industrial Hygiene Program Manager and an operations director during a Web meeting held September 2020.Additionally,VTTI received a request from New York City Transit to provide more information on the study in September 2020. FEDERAL TRANSIT ADM INISTRATION 50 SECTION '4 VTTI produced technical memos on the study to share with stakeholders at important stages in the project—for example,after completing on-road jet testing, before initiating VSR track fog testing,and after completing all vehicle testing.VTTI also developed a two-page summary of the research and recommendations,provided in Appendix E and available at https://www.vtti.vt.edu/PDFs/Transit%20Bus%2OEngineering%2OControts.pdf. FEDERAL TRANSIT ADMINISTRATION 51 7,77777777-77 Section 5 Conclusions VTTI performed this research project under contract with CUTR at the University of South Florida in support of FTA's Standards Development Program.The purposes of this project were to (1)demonstrate the production of a durable physical temporary barrier between the front and rear passenger compartment of a transit bus to reduce the exposure risk to COVID-19 for the operator and passengers; (2) perform an air flow test of the temporary barrier; and (3)share the results to maximize the positive impact to the public transportation system throughout the U.S.The VTTI research team completed the objectives,and the outcomes of the research are summarized in the following sections. Transit Bus Airflow Findings for Transit Agencies The results of the observations and measurements are organized in Table 5-1 according to the air flow objectives of the study.These settings may be considered by transit bus agencies for implementation depending on their bus configuration as equipped. Table 5-1 Air Flow Management Objectives and Configuration Settings • . guration OptimalConsiderations Windshield defrost vent fresh/recirculate If equipped,set defrost vent to full fresh and defrost fan to high. Maximize Windows in passenger If equipped,open passenger windows depending on outdoor weather/ air dilution compartment temperature. for bus operators Front roof hatch If equipped at or rear of front axle,open front roof hatch depending on and outdoor weather/temperature. passengers Rear roof hatch Open rear roof hatch depending on outdoor weather/temperature. Bus operator workstation driver window Close driver window. Pressure Rear HVAC system;two-door bus Install temporary barrier near the bus front(i.e.,behind ADA section) barrier near entry;rear-mounted touchless with minimum gaps(i.e.,approx.l in.)to floor,walls,and ceiling to bus operator fare system minimize cabin air mixture with bus operator. for airflow Bus operator workstation Close driver window to maintain positive pressure around the management driverwindow temporary barrier. Reduce air Bus operator workstation Close driver window to reduce cabin air mixture(i.e.,rear-to-front flow) flow from driver window during vehicle motion. bus rear to front Front roof hatch If equipped near bus operator workstation,close front roof hatch to reduce cabin air mixture(i.e.,rear-to-front flow)during vehicle motion. Avoid impacting Bus-rear HVAC system If equipped(based on limited outdoor cooldown temperature testing), HVAC cabin the temporary barrier did not impact cabin temperature management. temperature Bus-mid HVAC roof-mounted If equipped (based on limited outdoor cooldown temperature testing), management system the temporary barrier impacted cabin temperature management. FEDERAL TRANSIT ADMINISTRATION 52 SECTION ! 5 --------------- Testing Limitations and Lessons The following are lessons on methodology learned during testing: • The track testing was a cost-and time-efficient procedure that could provide observational measures of aerodynamic effects on the evaluation of an open-air system intended to reduce viral concentration. • Chamber testing is appropriate for closed/semi-closed system measurements of temperature and humidity. • Heated oil fogging was effective to cover a large-volume bus cabin system with onboard operators during dynamic testing—compared to the carbon dioxide fogging application. Liquid moisture instrumentation should be considered in future methodologies. • Vehicles were not mechanically altered to separate the heat or A/C from the HVAC system,so fan-only testing was performed. Impacts to HVAC system pressures are unknown when heat and A/C are active. • The visualization procedure for fogging air flow could be altered to delay every combination (defrost, HVAC,window,hatch) until the bus reaches a fresh (unsaturated)state,but this change to procedure may significantly increase time and cost resources. Practices to Reduce Exposure The following general practices to reduce exposure to COVID-19 on different transit bus configurations should be considered: • Apply principles of gravity(physical distance) and dilution (fresh air) along with organized airflow to reduce COVID-19 exposure for bus operators and passengers. • Close driver window. • Open rear roof hatch to increase front-to-rear flow and fresh air mixing; close front roof hatch,if located near the bus operator workstation;open front roof hatch,if located rearward of the front axle. • When equipped,set driver heater/defroster on maximum (100%)fresh with the fan on high. • Filter(NEPA) or close the operator workstation air grille connected to the passenger area HVAC system. • A filtering option allows the bus operator to maintain the heating/cooling benefits. • For rear-mounted HVAC-return-equipped buses,consider construction and installation of a temporary barrier near the ADA area to organize interior air flow from front to back; best when combined with a rear-door entry touchless fare system. FEDERAL TRANSIT ADMINISTRATION 53 SECTION !5 The bus images in Figure 5-1 illustrate sub-optimal and optimal implementation of temporary engineering controls. Sub-optimal:fresh defrost off,driver window open,rear hatch closed,no mid-barrier • • Optimal: 100%fresh defrost,driver window closed,rear hatch open,temporary mid-barrier with rear-entry Figure 5-1 Sub-optimal(top)and optimal(bottom)implementation of transit bus HVAC and exterior openings Transit Bus Configuration Designs and Air HOW The research team discovered important design elements of transit buses from interactions with stakeholders and through testing that should be considered in future implementation of temporary and permanent controls to reduce the risk of internal viral concentrations. • Transit buses are increasingly tightly controlled and sealed closed air cabin systems to reduce external environmental pollution.This can lead to low cycle times for internal air,especially on older transit bus models. • Closed HVAC systems with steady forced air into the bus from mixed inlets tend to have positive pressure,which forces air out of the bus in leaks and openings unless overcome by aerodynamic factors while in motion (e.g., Venturi effect). • Closed HVAC systems that primarily recycle internal air tend to have negative pressure,which can cause external air to be pulled in through leaks or openings. • Temporary solutions can be applied to increase the percentage of outside air circulated by opening the cabin air systems.When opening the system, external aerodynamics need to be considered to reduce exposure to bus operators. FEDERAL TRANSIT ADMINISTRATION 54 l Appendix A Transit Temporary Barrier CAD Models Universal CAD model files are available upon request in Solidworks and STEP file formats. Requests may be sent to inquiries@vtti.vt.edu. Early Prototype Model 4 } �i J a ; Final Prototype Model i 1 FEDERAL TRANSIT ADM INISTRATI ON 55 Appendix = FMVSS Considerations A temporary barrier was developed to reduce the exposure of transit bus operators to passengers who may be infected with COVID-19. The barrier design was intended for temporary use to enhance safety during the COVID-19 pandemic.The temporary barrier was designed to mount to existing transit bus stanchions and by resting on the floor. It was also intended to be mounted without body fasteners and without causing permanent damage to the interior body of the bus.The intention was for the temporary barrier to be removed when the transit agency and operating officials identify that the risk of COVID-19 transmission to transit bus operators has been mitigated or eliminated through other controls or public methods. The concept temporary barrier was designed to: • Physically limit access of passengers near bus operator when boarding through rear door. • Be durable enough to last approximately one year(except for abuse or vandalism). • Enhance unidirectional flow of bus air ventilation for bus configurations with rear-mounted passenger HVAC exhaust from front to back (i.e.,away from bus operator), improving safety for operators and improving aerosol extraction for passengers. The temporary barrier design also included break-away features to allow the upper and lower center panels to be kicked or pressed for removal if needed for evacuation. It should be noted that the existing emergency exits located in the front and rear of each bus did not interface with the temporary barrier,and this design feature came with an abundance of caution. Each of the two upper and lower center panels had a surface area that meets the minimum APTA guidelines for roof ventilator/emergency exit area,which is 425 square in. (5.4.8.5 Roof Ventilators),although the panels are rectangular due to the width of the aisles. The force required to remove the center panels was designed to meet the APTA guidelines for emergency door operation,which is a force of no more than 25 lbs(5.4.5.3.9 Emergency Operation).A label should be attached to each upper and lower center panel that informs the reader to"Push firmly to remove in case of emergency."The force can be applied to the front or rear surface to remove each panel.The temporary barrier should be installed to allow access to all emergency exits, including doors,windows,and roof hatches. Per FMVSS NO.217,access to a window that serves as an emergency exit should ensure that at least 3,458 square cm of that window are accessible and that the opening is large enough to admit unobstructed passage, keeping a major axis horizontal at all times,of an ellipsoid generated by rotating about its minor axis an ellipse having a major axis of 50 cm and a minor axis of 33 cm.The temporary FEDERAL TRANSIT ADMINISTRATION 56 APPENDIX I B barrier was also designed to allow access to latches used to open emergency exits.The temporary barrier was designed with a hole (125 x 125 mm)for hand access to reach the emergency window latch, if so equipped on each bus near the temporary barrier. The temporary barrier was designed for installation rearward of the ADA seating area and behind the front seats or modesty panels to avoid interference with the ADA securement system. Pertaining to FMVSS No.217 requirements, the temporary barrier was designed to be installed behind the bus operator workstation and to avoid interference with access by the bus operator(i.e., driver) or passengers to bus emergency exits. Pertaining to FMVSS No.205,the temporary barrier was made of transparent polycarbonate and was not coated with any glazing materials.The design was intended to allow for communication between the bus operator and passengers,as well as to allow observation of the rear door entry by the bus operator with existing interior mirrors.Additionally, regarding FMVSS 111,the temporary barrier was designed to avoid interference with the driver's view to the exterior side and rear mirrors. FEDERAL TRANSIT ADMINISTRATION 57 Appendix Parts and Construction Lists ' Parts List McMaster-Carr Part# Item 4824T7 Plastic Framing Rail 1-5/8"OD,Black,10 ft Qty 5 4824T99 Plastic Framing Caster Fitting 8 4824T97 Plastic Framing Cross Fitting 4 4824T98 Plastic Framing Cap Fitting 2 4824T93 Plastic Framing 45 Degree Elbow Fitting 10 4824T88 Plastic Framing 90 Degree Elbow Fitting 4824T89 Plastic Framing Tee Fitting 2 12 18815K51 Clear PVC Primer(8 oz) 1 74605A14 Clear PVC Cement(8 oz) 1 8574K74 Clear Impact-Resistant Polycarbonate(4'x 8'x3/16") 3 7211A45 Optically Clear Tape,2"x 27' 2 2236T34 Stackable Clamping Hanger,1-1/4"ID(to match vertical handrail) 4 90313A104 Washer,0.203"ID,1.000"OD(for handrail mount to caster fitting) 4 91831A011 Nylock Nut,10-24(for handrail mount to caster fitting) 4 9221OA253 Flat Head Screw,10-24,2"Long(for handrail mount to caster fitting) 4 3176T34 Vibration Damping U-bolt(to attach panels to framing) 26 94709A516 Rubber-Bonded Washer,0.434"ID,1.000"OD(for panels) 52 2615T16 Clamping Hanger,1-11/16"ID(for framing-privacy screen hand grip) 2 2615T15 Clamping Hanger,1-3/8"ID(for privacy screen hand grip-framing) 2 95475A626 Threaded Rod,3/8"-16,1-1/4"long(to connect clamping hangers) 2 91078AO31 Jam Nut,3/8"-16(for clamping hangers) 4 9546K51 Polyurethane Bumper,3/8"-16,1-1/4"OD,1-1/4"height(for feet) 4 91205A630 Thread-Locking Screw,3/8"-16,1-3/4"long(for feet) 4 91525A136 Washer,0.406"ID, 1.000"OD(for feet) 4 1566N236 Ultra-Weather-Resistant EPDM Foam Strip,12"Wide,1/2"Thick,12" Long(for emergency window latch access cover) 1 Rubber H-channel for Breakaways Wefco Rubber 2395 (http://www.wefcorubber.com/extrusions_industrial_hchannels.asp) or similar,96.5"for upper,106.25"for lower FEDERAL TRANSIT ADMINISTRATION 58 APPENDIX C Cuttist for Plastic Framing Rail Generating the following components: [1]--2.5"(xS) [21 2.75"(x6) [31 21.25"(x4) [4) 29„(30) [5) 26.125"( ? [6] 6.5"(xl) [7] 8.5"(xi) [8]–*18.5"(xl) [9)–y 5"(xl) [10]–*3.75"(xl) (11] 3"(x2) [12]_'35"(,22) (131 6"(x2) [14] 5.875"(x2) [15] 24"(xl) [16]–•22"(xl) [17]—37.875"(x2) The following stock board lengths are available: 120" Results: 120"board=[17137.875"+[12]35"-[7]8.5"–[17137.875"+0.7i"cut losses+0"excess 1, 1? , 120"board=[4]29"+[4]29"+[5]26.125"+[12]35"+0.75"cut losses+0"excess i 6 120"board- 15 24"_ 16 22"+ 3 21.25' 3 21.'_5 T 10 3.75 26.125 1.7 cut losses 01 5 eC. ,< le - 3 tC 120"board=s[3]21.25"+[19] 19"-[19119"+[S'1S.5"-(18]17"+[i]2-5"+[3]21.25"+1.5"cut losses–0"excessis ; 1?0"board [13J 6"–[13]6' (14J>-S75" .575 -[1415.815 x.75 – 2 2.75" i 'S"+ i 2.5"+ 1 ?5"+ 1 2.5' + 1 2.5– 1 2.5"– 1 2.5" iS 17"+SS"cut losses–22 25"excess 4 13 -33 1� l4 9 17 11 1 3 F 3-3 18 Board Count: 5x 120"(10) FEDERAL TRANSIT ADMINISTRATION 59 APPENDIX C Assembly Stage Task Hours Drawing/Reference File(s) Est/ No. Total Persons Note Person Hours Pre-assemblyCut plastic rail to length PlasticFramingRailCutlist.pdf 3 1 3 Cut Panel_Curbside_19XX.DWG, Pre-assembly polycarbonate Pane l_Streetside_19XX.DWG, Or have sheets to shape Panel_Center_19XX_.Breakaway. 3 1 3 waterjet/ DWG laser cut Pre-assembly Assemble feet FootAssembly.DWG 1 1 1 Assemble Pre-assembly vertical hand- PipeClampAssembly.DWG 1 rail clamps 1 1 Pre-assemble -- Pre-assembly framing,glue PlasticRailingFittingsAssembly. joints labeled DWG,AssemblyLengths.DWG 3 1 3 A' Place U-bolts Pre-assembly roughly in PlasticRailingFittingsAssembly. position on DWG 0.5 1 0.5 frame Cutrubber — H-channel to Panel–Center_19XX_Breakaway. Pre-assembly length,attach DWG,96.5"for upper,106.25"for 0.5 breakaways to lower 1 0.5 center panel Assemble — frame in place, glue joints PlasticRailingFittingsAssembly. Assembly labeled nts DWG,AssemblyLengths.DWG, 2 PipeClampAssembl DWG 2 4 attach hand- y rail clamps Be sure to use rubber- AssemblyAttach panels bonded to frame 1 2 2 washers to protect plastic panels from nuts Assembly Seal gaps with clear tape 0.5 2 1 FEDERAL TRANSIT ADMINISTRATION 60 Appendix D Testing Instrumentation f The instrumentation applied for each type of testing is described below. Air Jet Tetttates 1. Very high bonding(VHB) adhesive tape,painter's tape,'/4-in.dowel rods, fluorescent yellow and pink nylon string,extender brackets to elevate above surfaces,sharp knife or scissors to feather the nylon string 2. Specifications: a. Painter's tape:3M -2090 Scotch-Blue Painter's Tape, 1 in. b. '/4-in.dowel rods: Fiberglass reinforced plastic (FRP) rod, '/4-in. diameter,cut to 1 ft long c. Fluorescent yellow and pink nylon mason line string(tied to dowel rod using a clove hitch knot and glued in place using Loctite Instant- Bond Adhesive 416),braided nylon,size 18-6-in.core d. Extender brackets to elevate above surfaces:3D-printed polylactic acid,thermoplastic polyester(PLA)to offset the center of the rod 1 from the surface 3. Mounting locations:driver's window;street-side A-pillar;driver defrost ducts;passenger air driver-workstation ducts;windshield high and low; front entrance ducts; passenger air ducts; passenger floor and roof/rear exhaust 4. Telltale locations that would best demonstrate the airflow were selected. Nylon string lengths were determined based on the air flow direction and force of air.All strings started at 8-in. in length and were trimmed to 6 or 3 in.as needed,dependent on location per bus. The ends of the strings were also frayed to better capture airflow. 5. GoPro Cameras a. GoPro HER06(x2) i. Specifications:full color,GPS, high definition, image stabilizing, night mode,touch screen,waterproof,widescreen video, 12 MP, 4K, 1080p,720 p, 128 GB micro-SD card b. Recording specifications: 1080p,30 fps, normal angle Interior Bus Temperature 1. Digital thermometer,thermocouples, painter's tape for adhering thermocouple wires to bus interior 2. Mounting and temperature collection locations: behind driver seat,on front of street-side modesty panel by ADA section (forward of temporary FEDERAL TRANSIT ADM INISTRATION 61 `- _ APPENDIX i D ----------------------------- barrier),on back of street-side passenger seat(rearward of temporary barrier),on side of street-side passenger seat in elevated seating area. Thermocouples were placed so no other objects or persons would affect the ambient temperature near them. Painter's tape was used for adhering thermocouple wires to bus interior. 3. Digital thermometer:Gain Express-4 channel K type thermometer a. Specifications: i. Temperature range:-200 to 1370°C/-328 to 2498°F ii. Temperature resolution:0.1 °C/°F iii. Temperature accuracy:under 18-28C ambient temp.±(0,3%rdg+1°C) 4. Thermocouples: K type 0-400°C temperature sensor thermocouple probe copper wires at 4 M (1 ea),5 M (2 ea), and 20 M (1 ea) a. Specifications: i. Material: plastic and metal ii. Color:white and orange iii. Temperature range:0 to 400°C;accuracy:±2.5%/0.75% iv. Pin spacing:5 mm/0.2" Air Speeds I. Handheld digital anemometer:BTMETER-BT-846A,Pro HVAC anemometer i. Specifications: 1. Wind speed range:0.001100 mph (accuracy:±3%±0.2 reading), resolution:0.001 2. Air temperature range:32.0-113.0 IF(0-45°C), resolution 0.1 3. Speed units: m/s, km/h,ft/min, knots, mph Air HOW Tracing 1. 0.3-mil black plastic was installed with painter's tape overall windows except for the forward windshield,driver's window,and front entrance windows. 2. Fogging machine:JDR Portable 40OW Smoke Machine 3. Foggerfluid:FogWorx Fog Juice a. Product information: medium density-all organic ingredients and works in all fog machines designed for water-based fluid. Specially formulated fog machine fluid with premium pharmaceutical grade chemicals,to produce a medium density fog with great hang time and dispersion. FEDERAL TRANSIT ADMINISTRATION 62 APPENDIX D 4. Two GoPro digital video recorders were handheld during testing and a third GoPro video recorder was mounted on a curb-side window in front of the barrier to capture continuous airflow near the barrier. 5. GoPro cameras a. GoPro HERO i. Specifications:full color, high definition, night mode,waterproof, widescreen video,5 MP, 1080p,720p,wide-angle lens,32 GB micro-SD card b. GoPro HER06(x2) i. Specifications:full color,GPS,high definition, image stabilizing, night mode,touch screen,waterproof,widescreen video,12 MP,4K, 1080p,720 p, 128 GB micro-SD card c. Recording specifications: 1080p,30 fps, normal field of view angle FEDERAL TRANSIT ADMINISTRATION 63 Appen ix E Temporary Transit Bus Engineerin r .--:- Controls to Reduce C VI -1 Exposure r� TEMPORARY TRANSIT BUS ENGINEERING CONTROLS TO REDUCE COVID-19 EXPOSURE -_ _ i �w rr s� �r 3 i i i 73 i e.t.a INVESTIGATION PURPOSE t Pad uce bus operatcns exposure to the presence of COVID49 In aMme dropletsand pafttes 2.htaximlta fresh air for Passengers who occupy buses for shorterperieds of time than bus opa rators. 3. Determine feasibll&yy of a temporary Wer to organite air flow are pressury in a tic bus. ENGINEERING CONTROL SOLUTION Three barter designs were considered,Including one near the bus operator workstation and two In the passenger compardmem A barrier design was devatoped priorto testing to meet the air quaii ry objeahros:W maximize fresh alp for d[tuilott I<„Produce a pressure dffferendal Inside the bus to organ be ahr flaw.'1,2,Identify other methods to reduce exposure for bus operators HIERARCHY OF CONTROLS To reduce risks a0 workers,the range of eontrots used in workptacoc inctude • . etiminatiort engireeft administrative,and personal prctectRre equipment (PPE). NO VENTILATION CONTROLS Other than ebminatlort engineering contorts are the most effectNe risk reaucers.According to OSPA loworkkiceswhere appropriate,these typea Of 000trois reduce exposure to hazards withoust re M on wortar beharvioN .t� t4''€t25'tk'T7RAatiti'+rr�..nr�cz�p,�echa.a tst�s -vt .:. This Invtstfg4ort perfomDel by the Virginia Tech Tfarqortgon insbtute {VTTIJ focused on appVlog a temporary barrier as a Physical and ventilation • engineering control to reduce bus operator exposure w COV&19.The study OpTIFALVENTILATION CONTROLS also sought to Identify other bus features that may PfOvIdeventilation be nefts. FEDERAL TRANSIT ADMINISTRATION 64 APPENDIX i E A� ROOF HATCHES AND DRIVER WINDOW D dverwlndaw open dram airoutand towards the drNer•averooming OBSERVATIONS all other alrfioweffects, Rear roof hatch open draw alp into the bus and forward towards the REAR-MOUNTED HVAC RETURN bus operatorwhenthe driver widowwasopen. Organized flows front-to-rear was achieved with the temporary Rear roof hatch open drew air into the bus and rearward on a rear, barriepwhenthefront roof hatchand driverwindawwere closed. mounted HVAC return equipped bus when the driver window was If the bus Is equipped with a frsafVreCirmulate option for the driver closed and the passenger airwas active. heateq'defrostar•fresh air helps resist rear air flowlng toward the From roof hatch open near bus opera ripworkstation draw air out bus operator. and towards the driver,overcoming allotherairftov effects of driver Adriver HVAC boosterfanbtovisalrfromthe passergeraMeInto the HVAC,passenger HVAC.ratrhatch•and temporary barder. bus operator workstation. From roof hatch open rearward of front axle drew air Into the bus intedorcoclingtemperstureSwere tar"unaffected byInstallation and away from driver.This configuration was only evaluated without of the temporary barrier. the temporary barrier. TEMPORARY BARRIER DESIGN FEATURES physically limits passenger access near bus operatorswhencombinedwith rear- door". eardoorerrtr a!and durable enough to last approximately one year(barring abuse or M - _ vandalism). Supports interior bus ventilation flaw from front to back on buses equlpped with rear-mounted passenger MAC air returns,Improving safety for operators and passengers by reducing exposure and increasing airborne particle extraction, Has no moving parts and does notinterferewith bus operatorworiatatlonaccess ar visiblUty.Gaps betvl-een the barrier and the bus ceiling 0 and 3 inches)provide for organt?ed flow. Design can be modified to fit many bus maka(model configurations that are equipped wb reardoors.Considers nationalAPTA and FMVSSstandards Barrier features support emergency egress. rAWA94MM FOR QUESTIONS + CovID-19 EXPOSURE REDUCTION FOR BUS r .20 CAD Models1 SENGERS Description 1: t 11 Documents OPERATORS AND PAS (fresh air)vilth Cont3ct:akru1ri@Vt1l.vt-Odu Apply principles of gravity 0hysical distance)and dilution organized 1 t reduce exposure. Close driverwindow. Open 1/ 1 Increase front to rear flowand fresh alp mix Ing; closetnt roof hatch if tomed near bus opera/ 1 . 1 /1' front1fhatch iftocated 1 of frontaxia %)fresh equipped set driN,or heateddel'WerOn max rr with the fan on high. Filter e S or close/1 . / 1 / grille connected to the passengerarea Altering option 1 1 11• 1 1 CUTR ,pear-mounted I 11 1benefits. US,tDopel—M 0iranspcswMM 11 :1 HVAC return equipped b1 Federal Transit Administration construction and installation of tempomry bardernearADA area o organize Interior a ir now1 o back.Best w hen combined OYT P'IRB 1 1 1 FEDERAL TRANSIT ADMINISTRATION 65 f� Acronyms and Abbreviations ADA Americans with Disabilities Act APTA American Public Transportation Association ATU Amalgamated Transit Union BoC Body on Chassis BT Blacksburg Transit, Blacksburg VA CAD Computer-Aided Design CDC Centers for Disease Control and Prevention COVID-19 Coronavirus Disease 2019 CUTR Center for Urban Transportation Research FMVSS Federal Motor Vehicle Safety Standards FRP Fiberglass Reinforced Plastic FTA Federal Transit Administration HVAC Heating,Ventilation,and Air Conditioning MERV Minimum Efficiency Reporting Value PLA Polylactic acid,thermoplastic polyester PPE Personal Protective Equipment USF University of South Florida VHB Very High Bonding VM Valley Metro, Roanoke VA VSR Virginia Smart Roads VTTI Virginia Tech Transportation Institute FEDERAL TRANSIT ADM INISTRATION 66 y U.S.Deportment of Transportation Federal Transit Administration U.S. Department of Transportation i Federal Transit Administration East Building 1200 New Jersey Avenue, SE Washington, DC 20590 https://www.transit.dot.gov/about/research-innovation Greater Roanoke Transit Company Board of Directors Meeting Action Item September 19, 2022 The Honorable Joseph L. Cobb, President, and Members of the Board of Directors of Greater Roanoke Transit Company Roanoke, Virginia Dear President Cobb and Members of the Board: Subject: Authorization to Purchase Equipment and Install for Real-time Transit Passenger Information project (VMGO) —Third Street Station Project Background The Third Street Station VMGO Project will provide real-time transit service information to passengers using the newly constructed Third Street Station transfer center. Third Street Station will have LED service displays, kiosks, and flat screen TVs throughout the station which will provide transit service arrival information in real-time. The Third Street Station VMGO Project has an estimated cost of$347,820. This project is funded by Regional Surface Transportation Program funds. No local match is required. Recommendation GRTC Board of Directors authorize the purchase of Equipment and Install for Real-time Transit Passenger Information project (VMGO) —Third Street Station Project, in accordance with Sections 2a and 2e of GRTC November 15, 2010 Board Resolution and FTA/Virginia Public Procurement Act requirements; that either GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations or General Manager(or designee) or any combination of two of the four aforementioned individuals be authorized to execute a purchase contract for said project. Respec u Submitted, evi rice Ge eral Manager Co Vice President cfOperations Assistant Vice President ofOperations Treasurer Secretary GRTCGeneral Counsel Municipal Auditor �.ca�erkumno:er,ansifcompanv BOARD OF DIRECTORS OF THE GREATER ROANOKE TRANSIT COMPANY A RESOLUTION authorizing Greater Roanoke Transit Company's President, Vice- President of Operations, Assistant Vice-President of Operations or General Manager or any combination of two of the four aforementioned individuals to execute a purchase contract in a form approved by General Counsel, needed to purchase and install Real-time Transit Passenger Information System — Third Street Station Project in accordance with FTA and Virginia Public Procurement Act regulations; and authorizing the Vice-President of Operations and General Manager to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such contract. BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company as follows: I. GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations, or General Manager, or any combination of two of the four aforementioned individuals are each authorized, for and on behalf of GRTC, to take such actions and execute a purchase contract, in a form approved by General Counsel, to purchase and install Real-time Transit Passenger Information System — Third Street Station Project in accordance with Section 2A and 2E of GRTC November 15, 2010 Board Resolution and FTA/Virginia Public Procurement Act requirements referred to in the General Manager's report dated September 19, 2022, to this Board. GRTC has the necessary funds available by grant funds in the amount of $347,820, with no local matching funds required. 2. The Vice President of Operations and General Manager are further authorized to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such purchase contract, with any such documents to be in a form approved by General Counsel. ATTEST: c Secretary. 2 Age'- Greater Greater Roanoke Transit Company Board of Directors Meeting September 19, 2022 Honorable Joseph L. Cobb, President, and Members and Officers of the Board of Directors Greater Roanoke Transit Company Roanoke, Virginia Subject: Authorization— Fare Free Election Day Service—November 8, 2022 Background Election Day 2022 is Tuesday November 8, 2022. This Election Day registered voters will have the opportunity to exercise their right to vote. The lack of affordable transportation to polling locations is often mentioned as an obstacle in a citizen's quest to exercise their right to vote. The provision of Fare Free Election Day Transit Service will assist in providing an affordable transportation option for those citizens looking to access their local polling location in order to cast their ballot. Recommendation Authorize the provision of Fare Free Election Day Transit Service on Tuesday, November 8, 2022. Respectful Submitted, Ke n L. Price neral Manager Cc: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary General Counsel Municipal Auditor :SiwYbz�;"s; BOARD OF DIRECTORS OF GREATER ROANOKE TRANSIT COMPANY A RESOLUTION approving and adopting Fare Free Election Day Service for Tuesday, November 8, 2022, for the Greater Roanoke Transit Company (GRTC) DBA Valley Metro; and authorizing the General Manager of GRTC to take appropriate action to implement such Fare Free Election Day Service for Tuesday,November 8, 2022. WHEREAS, GRTC staff has recommended Fare Free Election Day Service for Tuesday, November 8, 2022, so that registered voters will have the opportunity to exercise their right to vote for the national and local leadership, as further set forth in a report to the GRTC Board dated September 19, 2022. BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company as follows: 1. The Board of Directors hereby approves and adopts Fare Free Election Day Service for Tuesday,November 8, 2022. 2. The above passenger Fare Free Election Day Service shall be effective on November 8, 2022, and shall be fare free for those citizens looking to access their local polling location in order to cast their ballot. 3. The General Manager of GRTC is hereby authorized to take appropriate action to implement and administer the Fare Free Election Day Service for Tuesday, November 8, 2022, set forth in paragraph No. I above, subject to any needed approval by the Council of the City of Roanoke. ATTEST: Secretary. V 1140y Greater Roanoke Transit Company Board of Directors Meeting Action Item September 19, 2022 The Honorable Joseph Cobb, President, and Members of the Board of Directors of Greater Roanoke Transit Company, Roanoke,Virginia Subject: Sole Source of Motorola Radios and Equipment—Phase 2 Background Through a Sole Source procurement process, GRTC initiated and concluded purchase of radios and equipment with Bearcom on September 21, 2021. The purchase order totaled $125,568.92. Bearcom is a licensed Motorola Solutions retailer. Bearcom manages the sales and service whilst Motorola Solutions maintains manufacturing,shipping, and invoicing. GRTC considers this Phase 1 to incorporate mobile radio units with City of Roanoke's P25 environment which is exclusive to Motorola. Phase 2 will integrate a new digital communication system with city-wide emergency systems, 1108 Campbell Avenue headquarters, and the new Transit Center at 325 Salem Avenue. This upgrade will improve safety and increase communication between dispatchers, street supervisors, bus operators, and mechanics. The anticipated total cost to complete the transition from analog to digital is estimated to be $340,000. $231,000 68% from Dept of Rail and Public Transportation(DRPT) $95,200 28% from Federal Transit Administration (FTA)grant awards $13,600 4% from GRTC local funding Recommendation GRTC Board of Directors authorize the purchase of Phase 2 Motorola Radios and Equipment in accordance with FTA/Virginia Public Procurement Act requirements;that either GRTC's President,Vice- President of Operations,Assistant Vice-President of Operations or General Manager(or designee)or any combination of two of the four aforementioned individuals be authorized to execute an amendment to the contract for said services. Resp ull ubmi ed, evi . rice Gen ral Manager Copy: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor BOARD OF DIRECTORS OF THE GREATER ROANOKE TRANSIT COMPANY A RESOLUTION authorizing Greater Roanoke Transit Company's President, Vice- President of Operations, Assistant Vice-President of Operations or General Manager or any combination of two of the four aforementioned individuals for the issuance and execution of a contract amendment for Phase 2— Sole Source of Motorola Radios and Equipment with Bearcom in a form approved by General Counsel, in accordance with FTA and Virginia Public Procurement Act regulations; and authorizing the Vice-President of Operations and General Manager to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such contract. BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company as follows: 1. GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations, or General Manager, or any combination of two of the four aforementioned individuals are each authorized, for and on behalf of GRTC, to issue and execute a contract amendment for Phase 2 — Sole Source of Motorola Radios and Equipment with Bearcom, in a form approved by General Counsel, in the amount of $340,000 in accordance with Section 2A and 2E of GRTC November 15, 2010 Board Resolution and FTA/Virginia Public Procurement Act requirements referred to in the General Manager's report dated September 19, 2022, to this Board. 2. The Vice President of Operations and General Manager are further authorized to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such purchase contract, with any such documents to be in a form approved by General Counsel. ATTEST: Secretary. 2 W=11E°`y m 'ago, &Awmnolm Greater Roanoke Transit Company Board of Directors Meeting Action Item September 19, 2022 The Honorable Joseph Cobb, President, and Members of the Board of Directors of Greater Roanoke Transit Company, Roanoke,Virginia Subject: Amendment No. 2 to Contract with Spectrum Design, PC for A/E Consulting Fees for Additional Scope of Work—new GRTC Transfer Center Background GRTC entered into a Contract with Spectrum Design, PC on February 6, 2020 to provide design and construction administration for the GRTC Transfer Facility which is currently under construction at 325 Salem Avenue, SW. The contract, including a scope of services for this project was executed at a firm fixed cost of$670,975.59. There has been one Contract Amendment to the initial Contract. A fee of$229,443.55 for construction administration was approved by the Board on September 20, 2021 and incorporated to the Contract as Amendment 1. Amendment 2 is now needed to increase the total amount of the contract by$16,879.72 for a total Contract not to exceed amount of $917,298.86 (36.71% over base contract). The new Scope of Work will include professional services to: * assist in the selection and coordination of Owner-provided FFE; * provide additional services for Homeless Assistance Team Building and project phasing coordination; * revisions to plumbing fixture specifications; * contract total includes reimbursables and credits. Recommendation GRTC Board of Directors authorize the provision of this additional Scope of Work and associated professional fees in accordance with FTA/Virginia Public Procurement Act requirements;that either GRTC's President,Vice-President of Operations,Assistant Vice-President of Operations or General Manager(or designee)or any combination of two of the four aforementioned individuals be authorized to execute an am ndment to the contract for said services. Respect III ubmitted, evin . rice Gen ral Manager Copy: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor :.,star R tia ro ke,T r a.tit C n'PIrry P 7 BOARD OF DIRECTORS OF THE GREATER ROANOKE TRANSIT COMPANY A RESOLUTION authorizing Greater Roanoke Transit Company's President, Vice- President of Operations, Assistant Vice-President of Operations or General Manager or any combination of two of the four aforementioned individuals for the issuance and execution of a contract amendment for Additional Scope of Work — New Downtown Transit Center with Spectrum Design in a form approved by General Counsel, in accordance with FTA and Virginia Public Procurement Act regulations; and authorizing the Vice-President of Operations and General Manager to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such contract. BE IT RESOLVED by the Board of Directors of the Greater Roanoke Transit Company as follows: 1. GRTC's President, Vice-President of Operations, Assistant Vice-President of Operations, or General Manager, or any combination of two of the four aforementioned individuals are each authorized, for and on behalf of GRTC, to issue and execute a contract amendment for Additional Scope of Work — New Downtown Transit Center with Spectrum Design, in a form approved by General Counsel, in the amount of$16,879.72 in accordance with Section 2A and 2E of GRTC November 15, 2010 Board Resolution and FTA/Virginia Public Procurement Act requirements referred to in the General Manager's report dated September 19, 2022, to this Board. 2. The Vice President of Operations and General Manager are further authorized to take such further actions and execute such further documents, as may be necessary to implement, administer, and enforce such purchase contract, with any such documents to be in a form approved by General Counsel. ATTEST: Secretary. 2 GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS October 31, 2022 Joseph L. Cobb, President, and Members of the Greater Roanoke Transit Company Board of Directors Dear President Cobb and Members of the Board: A special meeting of the Greater Roanoke Transit Company Board of Directors will be held on Sunday, November 6, 2022, at 2:00 p.m., at the Third Street Station, 325 Salem Avenue, S. W., Roanoke, Virginia, for an informal tour of the facilities. Sincerely, Cecelia F. McCoy Secretary pc: Robert S. Cowell, Jr., Vice-President of Operations, GRTC W. Brent Robertson, Assistant Vice-President of Operations, GRTC Timothy Spencer, General Counsel, GRTC Laura M. Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Troy A. Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS SPECIAL MEETING Sunday, November 6, 2022 2:00 p.m. Third Street Station Facilities 325 Salem Avenue, S. W. ACTION AGENDA 1. Call to Order— Roll Call: Directors Keen, Light, and Michalski-Karney were absent. 2. Statement of Purpose: The purpose of this Special Meeting was to tour the Third Street Station Facilities. 3. Other Busines: None. 4. Next Meeting: Monday, November 21 at 12:30 p.m., in the EOC Conference Room. 5. Adjournment: 2:09 p.m. GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS November 14, 2022 Joseph L. Cobb, President, and Members of the Greater Roanoke Transit Company Board of Directors Dear President Cobb and Members of the Board: The regular meeting of the Greater Roanoke Transit Company Board of Directors will be held on Monday, November 21, 2022, at 12:30 p.m., in the EOC Conference Room, Room 159, first floor, Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., Roanoke, Virginia. Sincerely, &t2'.J � Cecelia F. McCoy Secretary pc: Robert S. Cowell, Jr., Vice-President of Operations, GRTC W. Brent Robertson, Assistant Vice-President of Operations, GRTC Timothy Spencer, General Counsel, GRTC Laura M. Carini, Assistant General Counsel, GRTC Amelia C. Merchant, Treasurer, GRTC Troy A. Harmon, Municipal Auditor Kevin Price, General Manager, Valley Metro Ron Parker, Assistant General Manager, Valley Metro GREATER ROANOKE TRANSIT COMPANY BOARD OF DIRECTORS Monday, November 21, 2022 12:30 P.M. EOC CONFERENCE ROOM ROOM 159 AGENDA 1. Call to Order— Roll Call: Directors Andrew Keen, H. Robert Light, and Karen Michalski-Karney were absent. Vice-President Vivian Sanchez-Jones arrived late at 12:36 p.m. 2. Approval of Minutes: Regular meeting of GRTC held on Monday, September 19, 2022 and Special Meeting held on Sunday, November 6, 2022. Without objection,the reading of the Minutes were dispensed with and approved. (Minutes were approved following `Other Business' due to not having a quorum at the start of the meeting.) 3. Reports of Officers: a. General Manager: 1. Management Update: • Downtown Transit Center Construction Update • TPAC Meeting Update • Finance Department/External Audit • GRTC Ridership Update Without objection, the Management Update was received and filed. 4. Other Business: President Cobb announced the Board should anticipate riding a bus route at the January 17, 2023 meeting beginning at 12:00 noon. He also informed the Board of a possible Board Retreat to be held in March, 2023 to review goals and engage TPAC and advocacy groups and celebrate the accomplishments of Valley Metro; this meeting would be held at a separate time than the regular meeting time. (Minutes were approved at this point due to not having a quorum at the start of the meeting.) 5. Next Meeting: Tuesday,January 17, 2023 at 12:00 p.m., at the Third Street Station Transit Transfer Center 6. Adjournment: 1:05 p.m. Ago, Greater Roanoke Transit Company(GRTC) Board of Directors Meeting Management Update November 21, 2022 Planning and Special Projects Downtown Transit Transfer Center Construction—UPDATE On Monday November 14, 2022, GRTC transitioned into Phase 2 of the Third Street Station Transit Transfer Center construction project. As a reminder, Phase 2 will be a 10/6 transit bus configuration. 10 transit buses will receive passengers on the newly paved Third Street Station lot, while 6 transit buses will be receiving passengers from a loading area on Salem Avenue. Salem Avenue will be open to traffic during this phase and moving forward.Transit passengers will be able to wait for transit service in the new passenger waiting area in the facility or wait under the newly constructed outdoor canopy system. Project completion is currently on pace for Spring 2023. Any interruptions in materials or available labor may negatively affect the timeline. TPAC Meeting Update On October 13,2022,TPAC held a virtual meeting via Zoom Meeting.Transit route updates, transfer center construction update, and transit ridership updates were the primary topics discussed. Staff also responded to questions from TPAC members. Minutes from the October 13, 2022, meeting is included in the GRTC Board Packet. Finance Department/External Audit—UPDATE GRTC Management anticipated the resumption of monthly financial reporting in October 2022, however, due to additional staff turnover in the Finance Department, available staff were forced to focus primarily on responses to federal spot reviews (x2), scheduled state review, and information requests as related to the annual external audit. As of November 2022, GRTC has been successful in hiring additional accounting staff.The GRTC Finance Department is now fully staffed. Orientation regarding FTA and state procedures is on-going. Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(540)982-0305 Fax:(540)982-2703 www,valleymee4ro.com GRTC Ridership Update Ridership Comparison Chart 160000 140000 120000 100000 80000 s 60000 ' 40000 ; 20000 a Qyy� ■FY 2019-20 ■FY 2020-21 a FY 2021-22 FY 2022-23 ■FY 2023-24 • Current GRTC ridership trend = UP 10% (monthly) Respectfully bmitted, Kev' L. Price G neral Manager Copy: Vice President of Operations Assistant Vice President of Operations Treasurer Secretary GRTC General Counsel Municipal Auditor Greater Roanoke Transit Company P.O.Box 13247 Roanoke,Virginia 24032 Phone:(.540)982-0305 Fax:(540)982-2703 www,valleymetro.com TPAC Meeting Notes from October 13,2022 October 13, 2022—6:30pm Virtual Meeting 1.Welcome/Roll Call Present: Alison Stinnette,Hope Trachtenberg-Fifer, Stephen Grammer, Sean McGinnis Staff. Kevin Price, Ron Parker, William Long Others present: Joe Cobb, Jeff Richards 2. Valley Metro Updates a. Route updates William Long reviewed the temporary route change for the Star Line Trolley. Construction at Carilion will require the Trolley to turn left from McClanahan onto Crystal Spring Avenue, then left on 22nd, and left on Jefferson to continue the normal route toward downtown. • A temporary stop will be placed at the corner of McClanahan and Crystal Spring. A temporary timecheck will be at the intersection of Jefferson and Yellow Mountain Road. William Long also noted that when construction at Third Street Station moves to phase 2 in mid-November, all routes will be altered surrounding the transit facility. All buses leaving Third Street Station will be traveling west on Salem Avenue, which will temporarily detour routes to the east of the Station. b. Transfer facility construction • William Long shared updates on progress and pictures of construction at Third Street Station. Beginning with phase 2 (mid-November),the building will open for operations. Buses will either line up on Salem Avenue or pull into the lane that has been built directly behind the building. Construction will begin on the lanes where buses currently stop. As noted before, buses will leave the station traveling west. • Greyhound will continue to stop on Norfolk Avenue across from the Transportation Museum c. Follow-up items William Long shared an email from Sean McGinnis inquiring about the drop-off-only stop at Harper Hall on Virginia Tech's campus. Google does not recognize drop-off-only stops, which can be confusing to passengers using Google Maps to plan a trip. William Long noted that it is drop-off only because it's a popular stop for Blacksburg Transit riders and a Smart Way bus won't have to stop unless someone on the bus requests it. If a passenger wants to board the Smart Way at Harper Hall,the driver allows it but notifies the passenger that it is drop-off only for the future. In August and September combined, four to six passengers boarded at Harper Hall. • William Long said that he is working on ways to make the drop-off-only designation clearer. Sean McGinnis said that, while confusing, the low numbers of boarders meant it's not an urgent need. 3. Questions/Comments • Hope Trachtenberg-Fifer noted that the diagram for the Smart Way is confusing, as it labels the Higher Ed Center as a stop,but the stop is actually at the intersection of Wells and Jefferson a block away. William Long noted possible confusion and will relabel the stop name to resolve any confusion. • Sean McGinnis mentioned that the VMGO app for the Smart Way has been working well recently. • Sean McGinnis asked how a passenger should help when the Wi-Fi is out on the Smart Way. It's not clear if the driver should know or Valley Metro admin, as some buses have had Wi-Fi for several days in a row. Alison Stinnette asked about the progress of the MetroFlex micro-transit project. Ron Parker answered that an RFP is currently being drafted. That RFP will be released before the end of 2022 and Valley Metro will begin working with the selected provider in 2023. • Laura Hartman(briefly joined) asked if there are any plans for a grand opening at Third Street Station once construction is complete. Ron Parker answered that there will be a "soft opening when the building opens for operation soon. There will be a grand opening celebration when construction is complete in September 2023. • Sean McGinnis asked about the timeline for Valley Metro's electric buses. Ron Parker said the buses have been ordered,but with manufacturers' delays,the delivery timeline is 24 months. Valley Metro plans to begin running electric buses mid-2024. William Long noted that two TPAC members were traveling during tonight's meeting. To keep everyone up to date,the PowerPoint slides will be sent to all TPAC members. 4. Next Meeting—November 10,2022 William Long said to note that the next TPAC meeting will be in one month rather than the typical two-month interval. The 2023 schedule will be announced at the November meeting. 5. Adjourn