Bay Area Rapid Transit: Support Services
P
ROGRAMS
BART Police Program. Staff
and deploy a professional
and well-trained police force.
BART Police Program. Staff
and deploy a professional
and well-trained police force.
Provide Information
Technol-ogy and develop functional
requirements that underlie
Maintenance and Material
Management as well as
Fi-nancial Managerial.
Func-tional areas include:
pro-curement, inventory
man-agement, asset
manage-ment, budgeting, accounting
and related reporting.
Manage a central Data
Cen-ter to provide 24 hours a
day/7 days a week access
for all computing needs.
Manage a central Data
Cen-ter to provide 24 hours a
day/7 days a week access
for all computing needs.
S
TRATEGIES
C
USTOMER
S
ATISFACTION
S
URVEY
R
ESULTS
-
For Support Services October 2014.
Assets Supporting Services
Service / Asset Activities
IT
Office of External Affairs
BART Police Department
IT
Servers
Network
Desktops
BART Police Department
Dispatch
Police Equipment
Cameras
Office of External Affairs
Video cameras
Film editing equipment
Audio/visual equipment
WHAT SERVICES LOOK LIKE
Support Services
$164.2M
Support Services Asset Value
Support Services are 1% of the total asset
value
2015 Se
rv
ice
B
u
d
g
et
JRA USA: SAL3 V24 150207
The BART Strategic Plan Goals and connection to service plans are currently under review.
Advance Sustainability
Sustainability Action Plan
Environmental Management System
Fix, Maintain & Modernize:
Long Term Financial Plan
Asset Management Strategy
Reinvestment Strategy
Safety Technology Strategy
Expand Capacity, Manage Demand:
Operations Strategy
Oakland Strategy
Demand Management Strategy
Strategic Expansion
Policy Deployment Strategy
Align Workforce With Needs:
Labor-Management Partnership
Diversity Initiative
Workforce Strategy
Modernize Business Practices:
Knowledge Management Strategy
Procurement Strategy
Small business Opportunity Program
Human Resources Business Strategy
Employee Safety & Wellness
BAY AREA RAPID TRANSIT:
Support Services
S
UMMARY
OF
A
SSET
C
OSTS
- F
UNDING
G
AP
Funding Model 1—Maintain Current Funding, Scenario 2 estimated Delivery Program for the next 10
years to meet service level targets.
F
UNDING
M
ODEL
1
Current Condition
Overall - 10 Years
Funding Model 1
Current Function
Funding Model 1
Current Capacity
Funding Model 1
O
VERALL
A
SSET
P
ROVISION
—F
UNDING
M
ODEL
1
Source: NAMSPLUS AssetVision Support Services 2015 FM1 Rev2 S2 V1 (Report 1)
Source: FY15 Asset Register & CFC excluding RSS 2014 11 07
20 Year Projected Operating & Capital Expenditure
Source: NAMSPLUS AssetVision Support Services 2015 FM1 Rev2 S2 V1
C
URRENT
FUNDING
LEVELS
CAN
’
T
MEET
GROWTH
DEMANDS
“Plan Bay Area” combines MTC’s 2040 Regional Transportation Plan with the Association of
Bay Area Governments’ Sustainable Communities Strategy. This plan sets a vision for regional
growth in which public transportation forms the backbone of the next chapter in the Bay Area’s
development.7 By 2040, Plan Bay Area anticipates 2 million additional Bay Area residents. It
seeks to accommodate this growth by concentrating future population and employment within
priority development areas around major transit hubs – many of which are centered on BART
stations. Plan Bay Area also projects 250,000 new jobs (a 40% increase) located in areas
adja-cent to BART stations. With the system already supporting nearly half of the Bay Area’s transit
passenger miles, BART’s role to the region is projected to become more important than ever
before. Some support services like it will be heavily impacted by the need for renewal. All will
be affected by growth and increased ridership.
Confidence in Data High Moderate Low Confidence in Data High Moderate Low Confidence in Data High Moderate Low
JRA USA: DRAFT SAL3 V24 150207
$84,000
C
ONTINUE
CURRENT
RISK
CONTROLS
AND
ACCEPT
RISK
(
HIGH
PRIORITY
ONLY
)
-$0.6 M
10 Y
EAR
F
INANCING
S
HORTFALL
:
10YR
ANNUALAVERAGEBAY AREA RAPID TRANSIT:
Support Services
S
UMMARY
OF
A
SSET
C
OSTS
- F
UNDING
G
AP
Funding Model 2—Balanced. Assumes all expenditures are funded (funding equal to planned
expendi-tures each year). Should be no bars above funding line.
F
UNDING
M
ODEL
2
Current Condition
Overall - 10 Years
Funding Model 2
Current Function
Funding Model 2
Current Capacity
Funding Model 2
O
VERALL
A
SSET
P
ROVISION
—F
UNDING
M
ODEL
2
Source: NAMSPLUS AssetVision Support Services 2015 FM2 Rev2 S2 V1 (Report 1)
20 Year Projected Operating & Capital Expenditure
Source: NAMSPLUS AssetVision Support Services 2015 FM2 Rev2 S2 V1
M
EETING
ALL
NEEDS
WILL
REQUIRE
A
20
YEAR
PLAN
Plan Bay Area relies on BART to not only continue to provide reliable, safe service, but to more than double its ridership over the next 25 years. BART’s daily ridership is expected to grow to nearly 500,000 by 2025 and to 600,000 daily riders by 2040.9 These forecasts assume the BART system continues to operate reliably day-to-day and is able to expand its capacity to serve this in-crease in ridership.10 Were BART unable to maintain a state of good repair, it would mean more frequent failures in BART’s infrastructure, decreased reliability and service quality for current passengers, and an inability to serve additional riders. Dimin-ished levels of BART service would have severe implications for the Bay Area’s transportation network.
This funding model shows unconstrained funding that would meet all capital needs This is likely to require a 20 year implementa-tion plan with a high emphasis on improving asset management and infrastructure planning in the next 3 years. Plan Bay Area relies on BART to not only continue to provide reliable, safe service, but to more than double its ridership over the next 25 years. BART’s daily ridership is expected to grow to nearly 500,000 by 2025 and to 600,000 daily riders by 2040.9 These fore-casts assume the BART system continues to operate reliably day-to-day and is able to expand its capacity to serve this increase in ridership.10 Were BART unable to maintain a state of good repair, it would mean more frequent failures in BART’s infra-structure, decreased reliability and service quality for current passengers, and an inability to serve additional riders. Diminished levels of BART service would have severe implications for the Bay Area’s transportation network.
This funding model shows unconstrained funding that would meet all capital and operating needs. The strong growth demand is likely to require a higher capital investment than exists in current programs and some allowance has been made for additional items.
.
Source: FY15 Asset Register & CFC excluding RSS 2014 11 07 Confidence in Data High Moderate Low Confidence in Data High Moderate Low Confidence in Data High Moderate Low
JRA USA: SAL3 V24 150207
$48.7M
C
OST
TO
TREAT
CURRENT
HIGHEST
PRIORITY
RISKS
-$0M
10 Y
EAR
F
INANCING
S
HORTFALL
:
10YR
ANNUALAVERAGEBAY AREA RAPID TRANSIT:
Support Services
S
UMMARY
OF
A
SSET
C
OSTS
- F
UNDING
G
AP
Funding Model 3—$3 Billion, divided into 2 issues FY17 and FY25, Scenario 2 Estimated Delivery
Pro-gram for the next 10 years to meet service level targets.
F
UNDING
M
ODEL
3
Current Condition
Overall - 10 Years
Funding Model 3
Current Function
Funding Model 3
Current Capacity
Funding Model 3
O
VERALL
A
SSET
P
ROVISION
—F
UNDING
M
ODEL
3
Source: NAMSPLUS AssetVision Support Services 2015 FM3 Rev2 S2 V1 (Report 1)
20 Year Projected Operating & Capital Expenditure
Source: NAMSPLUS AssetVision Support Services 2015 FM3 Rev2 S2 V1
A 10
YEAR
PLAN
TO
BALANCE
GROWTH
AND
RELIABILITY
Support services will require high levels of risk management to ensure business continuity and the funding needs are likely to be volatile during the renewal phase. Many complex renewal projects at once will impact on custom-ers and support services will need higher skills and resources to meet these needs. Knowledge management will have a key role in Building a Better BART and will require many technology upgrade projects to be co ordinated and delivered successfully.
The forward predictive model is based on best available information and will have substantial development in 2015. The current model shows that a $3 Billion additional funding would not meet both growth and renewal needs, but is likely to maintain system reliability and growth needs provided expenditures are wisely allocated to areas of highest risk, highest benefit and align with Bart Strategic Plan priorities.
Improvements to governance processes in 2015 will build on past work to continue to invest in BART asset man-agement and planning capability. BART funding needs span many different types of investments, each of which is critical to those closest to and most acutely impacted by the project. Therefore, BART must constantly balance competing funding priorities to ensure that limited revenues are allocated to the highest value projects. The Gen-eral Manager, staff, and the BART Board take a wide variety of factors into consideration in making funding deci-sions. This is underway during 2015 with reviews of Bart’s Strategic Plan, Workforce Plan, Knowledge Manage-ment Plan and Asset ManageManage-ment Plan.
Source: FY15 Asset Register & CFC excluding RSS 2014 11 07 Confidence in Data High Moderate Low Confidence in Data High Moderate Low Confidence in Data High Moderate Low
JRA USA: SAL3 V24 150207
$6.3 M
U
NFUNDED
ACTIONS
NEEDED
TO
CONTROL
HIGH
RISK
FOR
THE
NEXT
4
YEARS
-$0.5M
10 Y
EAR
F
INANCING
S
HORTFALL
:
10YR
ANNUALAVERAGEFunding Model 1
Funding Model 2
Funding Model 3
Current Condition
Condition—10 Yr Projected
Condition—10 Yr Project- Condition—10 Yr Projected
Current Function
Function—10 Yr Projected
Function—10 Yr Projected Function—10 Yr Projected
Current Capacity
Capacity—10 Yr Projected
Capacity—10 Yr Projected Capacity—10 Yr Projected
BAY AREA RAPID TRANSIT:
Support Services
IT
C
OMMENTS
1. At max. Capacity for data storage. Impacts District business - work orders, financials, HR, maintenance., email, etc.
2. Impacts wireless network for maintenance records, email, calls, and connectivity to BART network.
3. Storage capacity at maximum.
Confidence in Data High Moderate Low Confidence in Data High Moderate Low Confidence in Data High Moderate Low
Current Replacement Value
$159.1M
The overall asset value for
Support Services
is $164.1M
This pie chart shows the
IT
portion of the total asset value.
R
ESPONSES
1. Current Control Monitoring power usage and data center. Battery backups (UPS) in place. Recom-mended Control B_Capacity increase of power and cooling to support 100% admin LMA usage for current needs plus 5 year projection. - Renewal Cost $500,000 , Risk IT_R1.
2. Current Control Consolidated staff locations to higher performing areas of the network, provided unsecure cellular network devices and implemented network time-out measures to maintain inter-mittent connections. Begun implementing Virtual Desktop Instances (VDI) to of Recommended Control B_Provide 10GB of bandwidth to each facility and 1GB of bandwidth to each desktop. - Renewal Cost $2,000,000 , Risk IT_R3.
3. Current Control OCIO unable to implement many of the critical configurations and enhancements require by our users. OCIO relies on white papers and pooled funding from stakeholders to main-tain the minimal level of patches and upgrades. Recommended Control B_Provide adequate patch-es, upgradpatch-es, configuration and modifications to align with technology and business needs. Appli-cations will remain in compliance with local, state and federal requirements. In addition, being in compliance and also in alignment - Renewal Cost $4,000,000 , Risk IT_R4.
4. Current Control Some systems are backed up to a hosted environment in Dallas, TX. Data is cop-ied to tape drives and sent to Sacramento. Limited equipment is available at LKS. Recommended Control B_Construction of a larger Data Center. This can be produced as a stand a lone building or in conjunction with other district projects such as a room in another station or room near new OCC. - Renewal Cost $5,000,000 , Risk IT_R2
R
ISKS
1. LMA Primary Data Center out of power and cooling. - On time delivery of project impact due to the required power and cooling required for net new hardware., Risk IT_R1, Criti-cality 50.
2. Network bandwidth to support business operations. - The BART network will not supply enough bandwidth required to support modern business applications. Examples of appli-cations that will be affected include but not limited to PeopleSoft Financials, PeopleSoft HCM and Maximo., Risk IT_R3, Criticality 30.
3. Business Applications - Business applications will fall out of compliance with local, state and federal requirements. Being out of compliance and also behind on technology will decrease the functional life of a Business Application. Business application include but are not limited, Risk IT_R4, Criticality 20.
4. Disaster Recovery and Business Continuity. - If the LMA data center is destroyed much of the districts applications and data will be unavailable for business continuity. Examples of data that will e unavailable include but is not limited to Financial, Human Resource, Payroll, and procurement., Risk IT_R2, Criticality 16.
Funding Model 1
Funding Model 2
Funding Model 3
Current Condition
Condition—10 Yr Projected
Condition—10 Yr Project- Condition—10 Yr Projected
Current Function
Function—10 Yr Projected
Function—10 Yr Projected Function—10 Yr Projected
Current Capacity
Capacity—10 Yr Projected
Capacity—10 Yr Projected Capacity—10 Yr Projected
BAY AREA RAPID TRANSIT:
Support Services
BART P
OLICE
D
EPARTMENT
C
OMMENTS
Overall BPD's assets are in good shape. Ford Motor Co. is no longer producing the Crown Victoria, forcing BART to purchase a new
fleet. Currently there is no funding for the car equipment (such as light bars), which will render the new fleet useless until funding
be-comes available for car equipment. The MDC equipment is out-dated and cannot communicate with outside agency's data base. Our
canine fleet is aging and it takes 6 months of training before the canine is useful. Day to day ammo quantities are sufficient, yet we
lack the capacity for a longer term event (over a few weeks).
Confidence in Data High Moderate Low Confidence in Data High Moderate Low Confidence in Data High Moderate Low
Current Replacement Value
$4.6M
The overall asset value for
Support Services
is $164.1M
This pie chart shows the
BPD
portion of the total asset value.
R
ESPONSES
1. Current Control - Now being updated. Review update plan and risk after
up-grade completed - location and type and asset management plan for
mainte-nance. Recommended Control \Ensure that servers can support the new digital
cameras. Finish updating video cameras Cut shrubs/trees that blocking view.
SY0034, SY0033 - Renewal Cost $25,000,000 , Risk BPD_R1.
2. Current Control - Each Officer is responsible for their own Taser gun.
Recom-mended Control - Taser replacement program. - Renewal Cost $300,000 , Risk
BPD_R2.
3. Current Control - Implement training plan and provide quarterly training status
risk report. Simulator not working well - review with training status report.
Rec-ommended Control - Review Availability of supply - Risk BPD_R3.
4. Current Control - Now being updated. Partially funded - Moderate residual risk.
Recommended Control - MCD replacement program - Renewal Cost $100,000 ,
Risk BPD_R4.
5. Current Control Proper maintenance on pistols. Recommended Control -
Re-newal Cost $0, Risk BPD_R8.
R
ISKS
1. Video/Audio Surveillance Equip. in Stations - Outdated. Can't see enough
imag-es related to Security Safety of Patrons, Risk BPD_R1, Criticality 20.
2. Taser X26 c - No supply for new officer's or replacement for existing supply. Risk
for officer's safety increases. Policy requires Officer's to carry Taser., Risk
BPD_R2, Criticality 16.
3. Ammo - Cannot provide training. Depletion, cannot purchase due national
de-mand . Officer qualification at risk., Risk BPD_R3, Criticality 12.
4. MDC in Vehicles / Laptops - Not able to communicate with our Dispatch Center
and other proper authorities., Risk BPD_R4, Criticality 8/
5. Pistols - Mfg. maybe discontinuing this model., Risk BPD_R8, Criticality 6.
BPD Surveillance Equipment
Funding Model 1
Funding Model 2
Funding Model 3
Current Condition
Condition—10 Yr Projected
Condition—10 Yr Project- Condition—10 Yr Projected
Current Function
Function—10 Yr Projected
Function—10 Yr Projected Function—10 Yr Projected
Current Capacity
Capacity—10 Yr Projected
Capacity—10 Yr Projected Capacity—10 Yr Projected
BAY AREA RAPID TRANSIT:
Support Services
O
FFICE
OF
E
XTERNAL
A
FFAIRS
C
OMMENTS
Although 25% of the equipment is in poor condition, that equipment produces 75% of the work product. The video editing equipment
is at the end of its useful life, there are no replacement parts, and is obsolete. It requires more consultants to do the work, since it can
not be done in-house. The video editing equipment is useless. The turn-around time for editing is lengthy. It is challenging to keep up
with the fast paced demands for communicating to the public and other news organizations, social media, blogs. We need to be
ahead of the message, but instead we can not even keep up with it.
Confidence in Data High Moderate Low Confidence in Data High Moderate Low Confidence in Data High Moderate Low
Current Replacement Value
$397,251
The overall asset value for
Support Services
is $164.1M
This pie chart shows the
OEA
portion of the total asset value.
R
ESPONSES
1. Current Control Employees forced to take own vehicle when going to events Recom-mended Control B_Purchase a vehicle that is suitable to transport multiple OEA Team members - Renewal Cost $30,000 , Risk OEA_R7.
2. Current Control Equipment kept on passenger's lap, put in between blankets to cushion impacts of vehicle movement Recommended Control B_Purchase/be assigned a Com-munications department-only vehicle that has special padding to transport high tech gear. - Renewal Cost $30,000 , Risk OEA_R6.
3. Current Control Equipment locked in cases that are made for secure, safe transport Rec-ommended Control B_Upgrade equipment. Road case equipment. Insure equipment. Checklist with road case to IC (idiot check) equipment. Spare batteries. - Renewal Cost $5,000 , Risk OEA_R2.
4. Current Control Equipment is used by trained, approved staff, stored in secure locations and strapped down during transport Recommended Control B_Security guard for camera escort - Renewal Cost $32,000 , Risk OEA_R4.
5. Current Control Monthly or quarterly check of equipment. Recommended Control B_Continue to use existing security controls -''Continue using equipment, with no insur-ance, replace as needed - Renewal Cost $20,000 , Risk OEA_R5
R
ISKS
1. Office of External Affairs Vehicle - Severe injury or accidental death of an employee, Risk OEA_R7, Criticality 50.
2. Communications group equipment - Equipment fails due to wear and tear or fails be-cause of improper transport. Equipment malfunctions bebe-cause of accidental damage, Risk OEA_R6, Criticality 16.
3. Government & Community Relations Community Outreach Equipment (11 laptops, 2 projectors, 2 screens). Translation equipment backup batteries. - equipment failure, Theft or accidental damage of laptops. Projectors screens during transport, Risk OEA_R2, Criticality 12.
4. Portable Video/Audio equipment for Communications - Theft or accidental damage of laptops. Lights, lectern, speakers, cameras & portable flat screen monitors, Risk OEA_R4, Criticality 8.
5. Boardroom TV equipment - Board room TV equipment needs to be checked and main-tained, Risk OEA_R5, Criticality 6.
Office of External Affairs - Media Equipment
Dashboard Document Control
JRA USA: SAL3 V24 150207
Working Document—This document has been developed on the best available information and continues to be refined.Document ID: BART—Support Services
Version No.
Creation Date
Revision Details
Author
Reviewer
Approver
V17 141107 7 Nov 2014 Updated data from FY15 asset Register & CFC (excluding RSS) 2014 11 07; applied 2015 changes
KA V18 141211 11 Dec 2014 Revised dashboards with new CFC data uploaded provided by 11 Dec 2014, added AssetVision Fig 7 graph and Report 3 Sustainability gap amounts, (15 Dec 2014)
changed titled to Funding Model 1, 2 and 3 (instead of scenario), added risk and responses. (18 Dec 2014) updated Risk and Responses. KA
V19 150108 8 Jan 2015 Updated dashboards to Fig 7 chart, Funding Model table, added 2015 Budget, converted $ to M reference, edited page numbers, removed PBS. (12 Jan 2015) updated
FM2 description provided by JR. KA
V20.2 150121 21 Jan 2015 Replaced all pie charts based on new % provided by JR; updated all Risk & Responses (BARTRISK_All_150113—dashboard version); added photos provided by BART;
(16 Feb 2015) updated Funding Model to Report 1 data KA
V21 150126 26 Jan 2015 Added survey satisfaction result graphs based on data provided by BART.
KA V22.2 150127 3 Feb 2015 Updated incorrect pie charts per audit by DL JR. Include BSP goals.
KA, JR V23 150205 5 Feb 2015 Updated Customer Satisfaction Survey graphs, changed FM1 description to “Scenario 2”, replaced FM1 & FM3 pies incorrectly formatted
KA JR JR
V24 150207 7 Feb 2015 updated strategies (goals) on page 1, audited Risk & Responses and provided spreadsheet to upload to AssetVision so both dashboard and AV correlate.
KA
