Board of Directors Meeting – Tuesday, January 20, 2026

Board of Directors Meeting
Tuesday, January 20, 2026
A regular meeting of the Board of Directors of the GRTC, Old Dominion Transit Management
Company (ODTMC), and RideFinders will be held concurrently at 8:00 a.m. January 20, 2026,
at GRTC, 301 East Belt Boulevard, 3rd Floor Conference Room, Richmond, Virginia. Video and
audio of the meeting will be streamed live online and recorded for later viewing at the following
web address: https://www.youtube.com/results?search_query=grtc.
Agenda
I. Call to Order & Introductions
II. Public Comments
III. Chief Executive Officer’s Report – Sheryl Adams
A. Employee of the Month
B. Simulator
C. Community Foundation Grant
D. Service Updates
IV. Approval of December 16, 2025 Board Meeting Minutes – Tyrone Nelson 2
V. Consent Agenda
A. Maintenance and Transit Operations Technical Study – Tim Martin 6
B. Expansion Microtransit Vehicles – Tony Byrd 8
C. Driver Barriers Retrofit Project, Phase 2 – Tony Byrd 10
D. Via Change Order Microtransit – Dexter Hurt 12
E. Paratransit Vehicle Camera Equipment Retrofit – Dexter Hurt 13
F. Resolution for Grant Applications – Adrienne Torres 14
G. Medical Health Insurance Renewal – John Zinzarella 18
H. Focal Point Advertising Contract Change Order – Mike Hurt 21
VI. Development Updates
A. Subcommittee Report – Barb Smith 23
Action Item
B. February Service Changes – Patricia Robinson 24
VII. Financial Updates
A. Subcommittee Report – Jim Ingle 32
VIII. Board Chair’s Report
IX. Executive Session
X. Other Business
XI. Adjourn
MINUTES
DECEMBER 16, 2025
GRTC BOARD OF DIRECTORS
BOARD MEETING
Members Present: Tyrone E. Nelson, Chair, Henrico County
Jim Ingle, Vice Chair, Chesterfield County
Ellen Robertson, Secretary/Treasurer, City of Richmond
Dave Anderson, Chesterfield County
Odie Donald, City of Richmond
Terrell Hughes, Henrico County
Nicole Jones, City of Richmond
Dan Schmitt, Henrico County
Barb Smith, Chesterfield County
Others Present: Neil Gibson, General Counsel
Sheryl Adams, Chief Executive Officer
Adrienne Torres, Chief of Staff
John Zinzarella, Chief Administrative Financial Officer (Virtual)
Kevin Hernandez, Chief Operating Officer
Anthony Carter, Director of Safety & Security
Joe Dillard, Director of Government & External Affairs
Dexter Hurt, Director of Information Systems
Mike Hurt, Director of Marketing and Communications
Tim Martin, Director of Transportation
Cherika Ruffin, Executive Director, RideFinders
Tonya Thompson, Director of Procurement
Lora Toothman, Director of Capital Construction and Facility Improvement
Dominique Berry, Bus Operator
Ashley Potter, Communications Manager
David Wilde, IT
Janice Witt, Executive Assistant
Latrail Youmans, Microtransit LINK
Maurice Carter, Local 1220, Amalgamated Transit Union
Candace Haskins, Citizen
Ken Lantz, PlanRVA
Rasheed Parker, New Virginia Majority
Dina Weinstein, Community Vitality Reporter
I. Call to Order & Introductions
This meeting of the Board of Directors of the GRTC, Old Dominion Transit Management Company
(ODTMC), and RideFinders was called to order on December 16, 2025, by Chairman Tyrone Nelson at
8AM at GRTC, 3rd Floor Conference Room, 301 East Belt Boulevard, Richmond, Virginia. Video and
audio of the meeting will be streamed live online and recorded for later viewing at the following web
address: https://www.youtube.com/watch?v=ZP4b5wxubvY.
II. Public Comments
The public notice, meeting agenda, and agenda attachments for this December 16, 2025 meeting
of the Boards of GRTC, RideFinders, and Old Dominion Transit Management Company were
posted at rideGRTC.com. There were two written public comments.
There were no written public comments.2
Constance Haskins
I’m here today. I work two full-time job. I get off at 9:00 at night and there’s no Pulse buses out
there and it’s taking me approximately two hours to get home. I just want to know what we can do
about this? And I only live like 20 minutes away.
III. Chief Executive Officer’s Report
A. Employee of the Month – Congratulations to the December Employees of the Month which are:
Dominique Berry (Bus Operator) and Latrail Youmans (Microtransit LINK).
B. Holiday Parade and Holiday Bus – GRTC participated in the Richmond Parade; we wrapped
one of our fixed route buses in a festive holiday theme.
C. RVA Rapid Transit / Faith Walker Acknowledgement – Faith Walker, Executive Director of RVA
Rapid Transit, is moving to Africa and we wanted to honor her. We are incredibly grateful for
her and her advocacy and leadership, which has had a lasting impact on the Richmond region.
The new Executive Director is Chad Sanders; we look forward to working with him and
continuing to strengthen our partnership between GRTC and RVA Rapid Transit.
D. Annual Report – The Annual Report highlights all the accomplishments of 2025. Each Board
member received a copy and Ms. Adams gave a brief overview of the report.
E. Budget Process Update – Started planning for the FY27 during our Retreat in September.
Since then, we have met with each of our Department Directors/Chiefs working through what
they would like and we will continue that process. Our goal is to have a draft of the major
drivers influencing our budget to the Finance Committee in January. Once we do that, we want
to hear from you all and then we will move to a full draft budget review workshop in March at
the Finance Committee meeting and follow-up with the full Board.
F. Additional Comments – The Request for Qualifications is now live and will close at the end of
January. We have over 100 vendors registered.
IV. Approval of October 28, 2025 Board Meeting Minutes
Mr. Hughes motioned to approve the October 28, 2025 Board Meeting minutes. Ms. Jones
seconded, and the motion carried unanimously.
V. Consent Agenda
A. Regional Public Transportation FY27
B. MOU for CVTA Regional Funds from City of Richmond for North/South BRT
C. Resolution for FY25 Annual Report
D. Conference Room Technology Upgrades Change Order
Ms. Jones motioned to approve the Consent Agenda items. Mr. Anderson seconded, and the
motion carried unanimously.
VI. Development Updates
A. Subcommittee Report – Ms. Smith stated that the Development Subcommittee met on
Thursday, December 11, 2025, at 1:30PM. Ms. Smith highlighted the following that was
discussed during the meeting:

• Discussed the RFQ for the Downtown Transfer Station and noted that the associated
  operation and maintenance plan is still in development.
• We received an update from Mr. Hernandez on paratransit recommendations and next
  steps.
• Initiated discussion on a cost participation policy for new services, including new routes,
  zones, and service expansions that may affect frequency or operating hours. This topic was
  also reviewed by the Finance Committee.
• Discussed the advancement of the North/South BRT Design to 30%, which is next on the
  agenda.3
  Action Item
  North/South BRT Advance Design and Engineering – Ms. Toothman reviewed the information for
  the North/South BRT Advance Design and Engineering and staff is recommending that the Board
  approve a Resolution to advance the project to 30% design and approve a task order with
  Windell/Kimley Horn for $3,146,266 to move the North/South BRT project design forward to 30%.
  Ms. Smith motioned to approve staff’s request, Ms. Jones seconded, and the motion carried
  unanimously.
  VII. Operational Updates
  A. Subcommittee Report – Ms. Robertson stated that the Operations Subcommittee met on
  Thursday, December 11, 2025, at noon. Ms. Robertson thanked staff for the work they do,
  preparing the information for the committee meetings and stated she is really impressed with
  the data provided. The details of the data relate to what is going on in operations and it gives
  an extreme appreciation for the magnitude of this corporation and the work that is being done!
  Here are a few highlights of the meeting:
• Operator staff is currently at 313 with a goal of 325. There is a new class already in
  progress with 10 operators in training and another class will start in January.
• The Mobility operation continues to perform well and staffing is stable.
• Ontime performance is meeting targets and customer feedback remains positive.
• Customer Service performance has improved; verified complaints dropped by 17%, which
  is a 5% improvement over the last report.
• Accidents have increased slightly but remained below the 2025 baseline and retraining
  efforts are underway to reinforce safety operations.
• Security is doing a great job and their efforts remain effective with the public.
  B. Operations KPI Briefing – Mr. Hernandez stated that Ms. Robertson gave a great synopsis of
  the Committee meeting. Mr. Hernandez stated at the last Operations Committee meeting staff
  report out of all the vehicles that are currently in production. He showed a draft picture of what
  our motor coach buses will look like. They are slated to come in July and September 2026 and
  they will replace our existing buses for the commuter routes.
  C. Paratransit Study Project Recap – Mr. Hernandez gave a review of the project and stated that
  the board approved a review of GRTC’s paratransit services to assess performance, rider
  experience, costs, and future needs as the current contractor, We Drive You, enters year four
  of a five-year contract. WSP conducted the study, reviewing operations, contract structure,
  technology, rider feedback, and performance data, and benchmarking against a peer agency.
  The review led to immediate improvements, including about 92% on-time performance, fewer
  customer complaints, stronger contract oversight, a new mobility unit, and the reactivation of a
  rider advisory committee. WSP also provided short- and long-term improvement plans. The
  study found that operating ADA paratransit (CARE) and the premium CARE Plus service
  together has driven inefficiencies and a 79% increase in per-trip costs since 2017, largely due
  to longer trips and increased deadhead miles. Staff is evaluating separating CARE Plus into a
  third-party, on-demand model to improve efficiency and rider experience, but this could
  introduce fares and impact riders. No decision has been made yet. Staff will continue analysis
  and return with a recommendation, including cost and rider impacts, by spring, with potential
  changes targeted for the next fiscal year.
  VIII. Financial Updates
  A. Subcommittee Update – Mr. Ingle stated that the Finance Subcommittee met on December 11,
  2025 at 3PM. Below are highlights of the meeting:
• The committee reviewed the current financial report and confirmed the organization is in a
  strong financial position year-to-date. While current reports focus on where finances stand
  now, the board agreed that future reports should also include year-end projections once
  there is enough fiscal-year data to make those projections reliable. This change is expected
  to begin next month.4
• Board members praised the organization’s strong fiscal management and prudent past
  decisions, which have positioned it well in a changing federal and state funding
  environment; however, there was concern about how this financial situation is
  communicated publicly. Media narratives about a future “financial cliff” do not accurately
  reflect the organization’s current strength and preparation, and risk making the Board
  appear irresponsible when that is not the case. The Board emphasized the need for clearer,
  board-guided communication that highlights responsible planning and long-term stability. A
  major source of confusion is that discussions about a future financial cliff are happening
  alongside plans for service expansion. The concern is not current financial instability, but
  the long-term costs of continued expansion. The key question is whether expansion should
  continue at the current pace or be adjusted to ensure long-term sustainability without
  weakening the system.
  IX. Board Chair’s Report
  No Report.
  X. Executive Session
  Mr. Nelson moved that GRTC’s Board of Directors hold a closed meeting pursuant to Section
  2.2-3711(A)(1) of the Code of Virginia for the discussion and consideration of the performance
  of the Chief Executive Officer of GRTC. The motion was seconded by Ms. Jones, and the
  motion carried unanimously.
  Mr. Nelson moved that this closed meeting was convened pursuant to the Virginia Freedom of
  Information Act and that, according to Sections 2.2-3712 of the Code of Virginia, it was
  conducted in conformity with Virginia law and that nothing was discussed exc ept the matter or
  matters (1) specifically identified in the motion to convene in closed session and (2) lawfully
  permitted to be discussed under the provisions of the Virginia Freedom of Information Act
  cited in that motion. Mr. Nelson requested a Roll Call Vote which was unanimous.
  XI. Adjourn
  There being no further business, the meeting adjourned at 9:40AM.
  APPROVED:
  Tyrone E. Nelson, Chair
  GRTC Board of Directors
  Date5
  Meeting Date: January 20, 2026
  Consent Agenda: Maintenance & Transit Operations Technical Study
  BACKGROUND:
  GRTC’s transit and maintenance operations have achieved success throughout the agency’s 50-year
  plus history. Many of these successes were developed internally; however, several policies,
  procedures, and operational practices date back to the agency’s founding in 1973. To ensure
  continued effectiveness, efficiency, and alignment with current industry standards, GRTC seeks to
  benchmark both functions against current best practices within the public transportation industry.
  This engagement will take a dual-track approach. For transit operations, the assessment will
  emphasize hands-on, practical solutions, with the consultant working directly alongside GRTC staff to
  implement near-term operational improvements, provide applied and on-the-job training, and support
  the adoption of updated procedures and tools during the course of the study. This approach is
  intended to deliver immediate operational benefits while strengthening internal capacity and
  consistency.
  For maintenance operations, the assessment will follow a more traditional, comprehensive evaluation
  model, focusing on policies, procedures, asset management practices, staffing, training, facilities, and
  lifecycle planning. The maintenance assessment will identify gaps, risks, and improvement
  opportunities and provide actionable recommendations aligned with industry standards and long-term
  sustainability.
  Together, this blended approach will improve efficiency, service quality, safety, and workforce
  effectiveness, while reducing reliance on outdated, manual, and paper-based processes across both
  operational areas.
  HIGHLIGHTS:
• GRTC invited qualified firms available through the Virginia Department of Rail and Public
  Transportation (DRPT) state contract to submit proposals.
• WSP, Inc. was selected as the consultant to conduct the assessment.
• An Independent Cost Estimate determined WSP’s proposed fee to be fair, reasonable, and below
  the estimated cost.
• The assessment will be completed within twelve to eighteen months from the Notice to Proceed.
• Funding will be provided through a DRPT Technical Assistance grant, supplemented by federal
  and local funding.
  Grant # Federal (46%) State (50%) Local (4%)
  71326-14 $91,996.45 $99,996.14 $7,999.69
• The total value of the assessment is $199,992.28.6
  RECOMMENDATION:
  GRTC staff recommends that the Board of Directors authorize the Chief Executive Officer to execute
  an agreement with WSP, Inc. to conduct a transit and maintenance operations assessment in an
  amount not to exceed $199,992.28.
  Ellen Robertson, Secretary Date
  GRTC Board of Directors7
  Meeting Date: January 20, 2026
  Consent Agenda: Expansion Microtransit Vehicles
  BACKGROUND:
  With the continued growth and expansion of GRTC’s microtransit LINK service, additional vehicles are
  required to sustain service demand and maintain an appropriate spare ratio to ensure continuity of
  operations. Staff proposes the acquisition of five (5) additional microtransit vehicles to expand fleet
  capacity and operational flexibility.
  After evaluation, staff has determined that the gasoline-powered Ford Transit Van best meets current
  service needs in terms of size, passenger capacity, and deployment flexibility. GRTC currently
  operates five (5) electric Ford Transit vans of a similar configuration, which have performed reliably;
  however, additional electric vehicles are not recommended at this time due to extended vehicle lead
  times and on-site charging infrastructure limitations.
  Of the five proposed vehicles, three (3) will be non-ADA compliant and two (2) will be ADA-compliant
  and equipped with wheelchair lifts and securement. This mixed fleet approach ensures that an ADA-
  accessible vehicle is always in service in each LINK service zone while increasing overall passenger
  capacity. The busiest LINK zones—Azalea, Ashland, and Sandston—will particularly benefit from
  these additional vehicles.
  The non-ADA vehicles will have a passenger capacity of up to thirteen (13) passengers. The ADA-
  compliant vehicles will include eight (8) passenger seats and one (1) wheelchair position.
  HIGHLIGHTS:
• The Virginia Division of Purchases and Supply (DPS) maintains a statewide contract with Sonny
  Merryman, Inc. (Contract No. CTR005759) for small transit vehicles, including Ford Transit Vans.
• The unit price for a 2025 Ford Transit Gasoline Van, 3.5L V6 (non-ADA), is $103,297.00 each, for
  a total of $309,891.00 for three (3) vehicles. The unit price for the ADA-compliant version is
  $122,907.00 each, for a total of $245,814.00 for two (2) vehicles.
• The total purchase amount is $555,705.00 for all five (5) vehicles.
• If approved, the contractor will be authorized to begin production of all five vehicles immediately.
  The anticipated delivery timeframe is approximately one (1) year from notice to proceed;
  however, current production lead times remain subject to manufacturer scheduling.
• This purchase will be funded with federal, state, and local funding that was approved in FY26.
  Grant # Federal (28%) State (68%) Local (4%)
  73026-52 $155,597.40 $377,879.40 $22,228.208
  RECOMMENDATION:
  That the Board of Directors authorizes the Chief Executive Officer to issue a purchase order to Sonny
  Merryman, Inc., under Virginia DPS Contract No. CTR005759, in the amount of $555,705.00 for the
  purchase of five (5) microtransit expansion vehicles for the LINK service.
  Ellen Robertson, Secretary Date
  GRTC Board of Directors9
  Meeting Date: January 20, 2026
  Consent Agenda: Driver Barriers Retrofit Project, Phase 2
  BACKGROUND:
  In March 2025, the GRTC Board of Directors authorized the procurement and installation of
  enhanced operator protective barriers on 79 fixed-route buses to mitigate the growing risk of
  physical assaults against transit operators. This action aligned with Federal Transit
  Administration (FTA) General Directive 24-1 (2024), which reported a 120% increase in operator
  assaults nationwide between 2013 and 2021, and reflected GRTC’s experience of more than 50
  physical assaults against operators since 2020.
  As part of GRTC’s continued commitment to operator safety, staff evaluated the remaining
  fixed-route fleet eligible for additional protective enhancements. Sixty-five (65) buses are
  currently equipped with original manufacturer-installed operator barriers provided by Arow
  Global. While these barriers offered initial protection, they do not fully enclose the operator
  compartment and no longer adequately mitigate evolving safety risks, including attempts by
  members of the public to access the operator around the glass or to throw objects over the
  existing barrier opening.
  To address these vulnerabilities, GRTC proposes upgrading the existing barriers by extending
  the glass closer to the windshield to create a semi-full enclosure of the operator compartment.
  The upgrade will also include glass enclosure above the door opening to prevent objects from
  being thrown into the operator area. These enhancements are consistent with recommendations
  from the joint management-labor safety committee established in compliance with FTA
  requirements and GRTC’s collective bargaining agreement with ATU Local 1220.
  Following a competitive bid for proposals, Gillig, a certified distributor of Arow Global products,
  was selected as the lowest, responsive, and responsible proposer to provide the barrier
  upgrades for the eligible buses.
  HIGHLIGHTS:
• Vendor Selection: Gillig was selected through a competitive bid for proposals process as
  the lowest, responsive, and responsible proposer.
• Scope of Work: Upgrade of existing operator barriers on 65 fixed-route buses, including
  extended glass enclosure toward the windshield and above the door opening.
• Unit Cost: $3,038.07 per barrier with $249.31 per bus for installation labor.
• Total Project Cost: $213,679.70.
• Funding Source: 100% ARPA funded.
• Project Timeline: The project is expected to be completed within one (1) year of contract
  award.10
  RECOMMENDATION:
  GRTC staff recommends that the Board of Directors authorize the Chief Executive Officer to
  approve the procurement and installation of upgraded operator compartment protective barriers
  on 65 fixed-route buses with Gillig for a total project value of $213,679.70, utilizing federal
  funds.
  Ellen Robertson, Secretary Date
  GRTC Board of Directors11
  Meeting Date: January 20, 2026
  Consent Agenda: Change Request – VIA Software Change Order – Microtransit Service
  BACKGROUND:
  On December 20, 2022, the Board of Directors authorized the CEO to contract with Via Mobility,
  LLC for the purchase of scheduling software and services to support Paratransit. The scope
  included Paratransit service and expanded to include a new Microtransit service offering. A
  Change Request is required to incorporate additional funding to cover the rapid growth in
  service.
  HIGHLIGHTS:
  The Change Request applies to the purchase order for the contract services provided through
  Via Mobility, LLC’s software services. The total cost for the procured software services is
  amended to reflect the same terms with a $274,425 increase to accommodate additional service
  changes.
• The proposed service increase involves a thorough assessment of the organization’s current
  operations. With the growth of the Microtransit service, additional funding is provided to
  cover the remainder of the contract term, given the expected growth.
• The total cost for this change is a not-to-exceed amount of $274,425 for Microtransit. This
  amount is budgeted as part of the overall ADA-compliant Software-as-a-Service (SaaS)
  solution: a comprehensive technology system that will enable GRTC to offer a cost-effective,
  reliable, and accessible paratransit service, aligning with the agency’s mission to provide
  safe, friendly, and reliable public transit.
• This change request is funded with federal, state, and local grant funds.
  Grant # Federal (28%) State (68%) Local (4%)
  VA2023008
  000-111-01-868
  $76,839 $186,609 $10,977
  RECOMMENDATION:
  The Board of Directors authorizes the CEO to sign an amended contract with Via Mobility LLC
  for the change order to paratransit scheduling software and services, with a not-to-exceed price
  of $274,425.
  Ellen Robertson, Secretary Date
  GRTC Board of Directors12
  Meeting Date: January 20, 2026
  Consent Agenda: Paratransit Vehicle Camera Equipment Retrofit
  BACKGROUND:
  GRTC equips all its vehicles with an onboard camera system that visually and audibly monitors and
  records events in and around them. The surveillance system and its software provide high-quality
  onboard video surveillance. GRTC plans to continue utilizing its existing investment in TSI technology,
  provided that the equipment’s performance meets or exceeds industry standards.
  The project is designed to continue a standardized approach across our vehicle fleet by implementing a
  unified control system and streamlined processes for managing camera equipment on 23 vehicles to
  bring into compliance. This initiative will replace outdated hardware and technology with a modern,
  reliable, and adaptable Video Surveillance System. The new system will be user-friendly, making it
  easier for our staff to operate and enhance our ability to monitor real-time conditions within the
  transportation environment. By improving the reliability and functionality of our surveillance capabilities,
  we aim to foster a safer and more efficient system for managing transportation operations.
  HIGHLIGHTS:
• This purchase includes new cameras, NVR recorders, associated parts, and installation for
  retrofitting approximately 23 paratransit vehicles currently equipped with outdated hardware and
  technology.
• This purchase includes a 2-year warranty for all new equipment and components.
• At no additional charge, TSI LLC offers unlimited technical support with updates for license-free
  secure camera management software.
• The total cost for installation, cameras, accessories, and warranty is $165,500. A cost analysis has
  been performed, and the staff determined the price to be fair and reasonable
• This purchase is fully funded with federal, state, and local grant funds.
  Grant # Federal (28%) State (68%) Local (4%)
  VA-2023-008
  000-111-01-868
  $46,340 $112,540 $6,620
  RECOMMENDATION:
  The Board of Directors authorizes the CEO to issue a purchase order to Transit Solutions LLC to
  purchase cameras, NVR hardware, associated components, and installation services for retrofitting
  GRTC Paratransit service vehicles for $165,500.
  Ellen Robertson, Secretary Date
  GRTC Board of Directors13
  Meeting Date: January 20, 2026
  Consent Agenda: FY27 Capital Investment Program
  BACKGROUND:
  GRTC’s FY27 Capital Investment Program identifies priority investments necessary
  to maintain a safe and reliable transit system, address state of good repair needs, support
  targeted service expansion, enhance system safety, and advance regional
  mobility objectives.
  The program reflects a comprehensive assessment of agency needs, available funding
  opportunities, and alignment with adopted plans and policy direction. The FY27 Capital
  Investment Program includes projects across categories including State of Good Repair,
  Infrastructure and Facilities, Service Expansion, Safety, Business Improvement and
  Workforce Development, Technology and Planning, and Service Sustainability.
  Approval of this item authorizes staff to proceed with grant submissions, funding requests,
  and project advancement consistent with the adopted capital program.
  Attachments
• FY27 Capital Investment Program – Board Book
  RECOMMENDATION:
  That the Board of Directors approve the FY27 Capital Investment Program and authorizes
  the Chief Executive Officer to submit and execute grant applications, with the understanding
  that a policy will be set related to local contributions towards expansion of capital and service
  projects prior to establishing service agreements.
  Ellen Robertson, Secretary Date
  GRTC Board of Directors14
  Category Type Priority Level Project Name Project Description (include what problem is and how project will solve it) Jurisdiction Project Total Sum of Federal Sum of State Sum of Local
  SGR High Bus Replacement (Fixed Route) Ten (10) 29-foot CNG buses will reach their useful life in 2027 and are eligible for replacement. These buses will be replaced by
  larger 35-foot buses with increased seating capacity and versatility to be used on other routes in the system.
  General 9,000,000.00$ 2,520,000.00$ 6,120,000.00$ 360,000.00$
  Bus Replacement (Fixed Route) Amendment VA25-69 additional funding needed due to wrong quote used for grant application. The existing amount covers 17 buses, but we
  need to replace five (6) more buses from the original grant for a total of 22 buses. We do not need to replace 29 total buses, due
  to spare ratio count.
  General 5,450,000.00$ 1,526,000.00$ 3,706,000.00$ 218,000.00$
  Bus Replacement (Paratransit) Eleven (11) CNG paratransit vans have reached their useful life in 2026 and are eligible for replacement to continue providing
  safe and reliable service to the paratransit community. Ridership on paratransit over the past two years has significantly
  increased and reliable vehicles are paramount to sustain this growth. Thirteen (13) vans are eligible for replacement in 2027,
  total need is 24 vans.
  General 4,500,000.00$ 1,260,000.00$ 3,060,000.00$ 180,000.00$
  Chiller Replacement Demolition and like-for-like replacement of GRTC’s chiller. The chiller is the primary means of cooling for the entire GRTC
  facility. Installed in 2009, it is nearing the end of its useful life, and GRTC’s mechanical contractor advises that it needs
  replacement as soon as possible. Replacing the chiller will allow GRTC to maintain indoor air temperatures at optimal levels,
  and may contribute to lower electrical usage.
  General 447,000.00$ 125,160.00$ 303,960.00$ 17,880.00$
  Elevator Replacement Demolition and replacement of both elevator cars and machinery. Installed in 2009, GRTC’s elevators incorporate a challenging
  design that has contributed to maintenance difficulties throughout its useful life. GRTC’s elevator contractor recommends
  replacement as the equipment nears the end of its useful life.
  General 1,342,000.00$ 375,760.00$ 912,560.00$ 53,680.00$
  Fleet Hardware Maintenance & Support (Cameras, DVRs, Destination Signs, CAD/AVL, Comms EquipmentThis project ensures the reliability, safety, and operational efficiency of the organization’s transportation fleet by providing
  comprehensive maintenance and support for critical onboard hardware systems throughout the fiscal year. The initiative
  focuses on sustaining optimal performance of surveillance, communication, and operational technology to minimize downtime
  and enhance service delivery.
  Scope:
• Preventive Maintenance: Regular inspection and service of cameras, DVRs, destination signs, CAD/AVL units, and
  communication equipment.
• Corrective Maintenance: Rapid response and repair for hardware failures to reduce service interruptions.
• Firmware & Software Updates: Keep all devices up to date for security and functionality improvements.
• Inventory & Lifecycle Management: Track hardware health and plan for replacements as needed.
• Compliance: Ensure adherence to safety and regulatory standards for fleet technology systems.
  General 150,000.00$ 42,000.00$ 102,000.00$ 6,000.00$
  Paving of Downtown Transfer Center The asphalt at GRTC’s Temporary Downtown Transfer Center has been damaged by the frequent stopping and starting motions of
  buses pulling into and leaving the bays, causing rutting that has become a tripping hazard for riders. Repaving will provide a
  smooth surface for GRTC vehicles and a safer walking environment for people using the transfer center.
  General 107,555.00$ 30,115.40$ 73,137.40$ 4,302.20$
  Server Room HVAC System Replacement Originally installed in 2013, this equipment provides critical cooling for GRTC’s primary server room. Nearing the end of its
  useful life, this equipment is in need of like-for-like replacement. This project will utilize existing piping and electrical supply,
  greatly reducing the potential replacement cost.
  General 355,404.00$ 99,513.12$ 241,674.72$ 14,216.16$
  Support Vehicles Replace (2) auxillary vehicles for maintenance (Gators) for navigation through the bus grounds. The existing vehicles are eligible
  for replacement. Add (1) additional Gator for facilities/transportation use in the grounds due to additional auxillary yard where
  buses will be parked. There are eight (8) sedans used for public safety, BRT Cleaning Support, and Paratransit Road Supervision
  that are eligible for replacement with SUVs for flexibility with space and sizing and equipment. One (1) additional SUV is
  required for Microtransit road supervision. Five (5) passenger vans for operator shift reliefs throughout the service day.
  General 1,125,000.00$ 315,000.00$ 765,000.00$ 45,000.00$
  Business Improvement High Annual IT Software Maintenance Contracts (Service) IT Software Maintenance Contracts are agreements between GRTC and our vendors to ensure the ongoing support, updates, and
  functionality of agency software systems. These contracts are critical for maintaining operational continuity, security, and
  compliance.
  The scope of this project encompasses all activities required to establish, manage, and optimize IT software maintenance
  agreements to ensure system reliability, security, and compliance.
  General 1,121,816.00$ 314,108.48$ 762,834.88$ 44,872.64$
  Oracle Cloud ERP Modernization for Transit Operations, Asset Management, and Financial SystemsGRTC’s current enterprise systems are outdated, fragmented, and unable to support modern transit operations or reporting
  requirements. Oracle Cloud provides a single, integrated platform that improves accuracy, transparency, and efficiency across
  all functions that support transit service delivery. The system will enhance asset lifecycle management, streamline
  maintenance workflows, improve procurement and inventory processes, and strengthen financial and grants reporting required
  by DRPT and FTA.
  General 8,734,588.55$ 2,445,684.79$ 5,939,520.21$ 349,383.54$
  Medium HR Training Program & Implementation The purpose of this project is to design, develop, and implement a comprehensive Human Resources Training Program that
  strengthens organizational capacity, improves workforce performance, and ensures consistent application of HR policies,
  procedures, and best practices across the agency. The program will support employee development, supervisor competency,
  compliance, and organizational culture.
  General 200,000.00$ 92,000.00$ 100,000.00$ 8,000.00$
  Training (Udemy) This project will offer staff access to a variety of learning platforms to enhance skills across the organization. It will provide
  flexible, self-paced educational tools and downloadable resources to support ongoing efforts to develop staff. The cost of this
  project is approximately $17,300 with a projected timeline of 1 year. This project will provide the tools necessary to develop and
  retain skilled managers and leaders, while expanding the internal talent pool through internal candidate recruitment.
  General 17,300.00$ 7,958.00$ 8,650.00$ 692.00$
  Low Executive Intern This position will support the placement of one Executive Office Intern within the Greater Richmond Transit Company (GRTC).
  The intern will work directly with the Chief of Staff and executive leadership to support agencywide initiatives,
  cross departmental coordination, data collection, and organizational process improvements.
  General 41,600.00$ 19,136.00$ 20,800.00$ 1,664.00$15
  Business Improvement Low HR Intern This project aims to strengthen workforce management and support systems for transit employees while enhancing human
  resources and compliance efforts. These efforts will ensure the long-term sustainability of the transit workforce by improving HR
  infrastructure and labor relations support, and advancing workforce development initiatives through education and training. The
  cost is approximately $30,500, and with an approximate project length of 1 year. This project will provide enhancement of
  recruitment and onboarding processes and branding while strengthening HR compliance with federal, state, and local transit-
  specific regulations.
  General 30,500.00$ 14,030.00$ 15,250.00$ 1,220.00$
  IT Intern – Workforce Development The IS Intern position is designed to attract, develop, and retain top talent by providing hands-on experience in Information
  Systems. The position aims to build a pipeline of skilled professionals who can contribute to the organization’s technology
  initiatives while fostering innovation and knowledge transfer. This position will support the placement of one IS Department
  Intern within the Greater Richmond Transit Company (GRTC). The intern will work directly with the IS Director and IS Department
  to support IS team initiatives, cross departmental coordination, agency user support, report data collection, and organizational
  process improvements.
  General 41,600.00$ 19,136.00$ 20,800.00$ 1,664.00$
  Planning Intern The Planning Intern position supports GRTC’s Planning Department by assisting with transit operations analysis, data collection,
  research, report writing, and special project development. The role provides exposure to multiple departments—including
  Scheduling, Transportation, and Capital Construction—to offer a comprehensive understanding of transit operations. The
  interns (2) work collaboratively in a team environment and gains hands-on experience supporting planning activities within a
  public transit agency.
  General 43,680.00$ 20,092.80$ 21,840.00$ 1,747.20$
  Infrastructure/Facility Improvement Medium HQ Space Assessment & Design Following recommendations presented in GRTC’s 2024 facilities master plan, a comprehensive facility assessment and
  redesign will prioritize changes to the facility to accommodate current and future staffing needs, reflecting the agency’s
  substantial growth over the past 15 years.
  General 193,328.00$ 88,930.88$ 96,664.00$ 7,733.12$
  Install ETI This phase of the ETI initiative will enable GRTC to complete more than 150 stop improvements systemwide. These projects
  improve accessibility, safety, and environmental quality by providing ADA-compliant boarding areas, reducing exposure to
  traffic and heat, and encouraging mode shift from personal vehicles to transit.
  General 2,180,483.00$ 610,535.24$ 1,482,728.44$ 87,219.32$
  Low TOD Planning for 325 Belt Blvd Consultant to perform Pre-Development Service/Conceptual Design services on the 3.99-acre site. General 1,449,212.00$ 666,637.52$ 724,606.00$ 57,968.48$
  Safety Medium Broad Street Safety Enhancements BRT(Median Stations) GRTC would like to assess median BRT stations and identify any opportunities for safety and security improvements. This will
  include looking at peer agencies and how they design station enhancements to achieve these goals. The study should also
  identify community, and economic development opportunities to improve safety and security.
  General 200,000.00$ 92,000.00$ 100,000.00$ 8,000.00$
  Public Safety Officer This project is instrumental in continuing to provide safety and security for transit passengers and employees. Public Safety
  Officers will continue providing immediate response to security incidents and emergencies, as well as preventing criminal
  activities that negatively impact transit. This project is expected to continue over a 5-year contract period, with incurred costs of
  approximately $964,000 per year, and will result in continued enhancement of the overall passenger experience by contributing
  to public safety.
  General 964,000.00$ 154,240.00$ 771,200.00$ 38,560.00$
  Security Technology Improvement – Facility Maintenance – Camera Improvements & Replacement (Headquarters,RideFinders)The project aims to modernize and enhance the building’s technology infrastructure by replacing outdated cameras and
  upgrading communication hardware systems. This initiative will ensure improved security, reliability, and scalability to support
  current and future operational needs.
  Scope:
• Camera Replacement: Deploy advanced IP-based surveillance cameras with higher resolution, improved coverage, and
  integrated analytics capabilities.
• Infrastructure Upgrade: Replace legacy network and communication hardware with modern, high-performance equipment to
  support increased bandwidth and secure connectivity.
• Integration: Ensure seamless integration with existing building management systems and security platforms.
• Compliance: Align with organizational security standards and regulatory requirements.
  General 350,000.00$ 98,000.00$ 238,000.00$ 14,000.00$
  Service Expansion High Broad Rock Zone The Broad Rock Microtransit zone will continue offering vital and essential service to the region, with strategic expansion to
  nearby communities and developments to meet growing demand.
  Richmond 600,000.00$ 96,000.00$ 480,000.00$ 24,000.00$
  NS Pulse (BRT) – 15-30% (Amendment) GRTC is requesting an amendment to its existing MERIT Technical Assistance award to increase the total state funding available
  for the North–South Bus Rapid Transit (NS BRT) 15–30% design phase. Since the original award, GRTC has advanced the project
  and has identifed a need for additional $1,135,326 in state funding to strengthen the project’s financial structure and reduce the
  reliance on local and CVTA regional sources. This amendment would increase the state share of the project from approximately
  14% to 50%, significantly improving the overall funding balance for this phase of work.
  Richmond 1,135,326.00$ 522,249.96$ 567,663.00$ 45,413.04$
  Medium N-S BRT Engineering This request is for funding to complete engineering for the North-South BRT. The North-South BRT will meet several public
  needs, creating reliable, higher-frequency transit connections across the James River, improving transit reliability, accessibility,
  and connectivity, and expanding equitable access to goods and services.
  Richmond 18,124,000.00$ 5,074,720.00$ 12,324,320.00$ 724,960.00$
  Western Pulse (BRT) Extension – Construction Partial construction funding for the Pulse Western Extension from Willow Lawn to Parham Road. This project will provide
  extended, higher-frequency transit service along West Broad Street, where demand for transit continues to grow. Plan RVA’s
  2017 Transit Vision Plan recommended extending the Pulse based on projected ridership and the corridor’s favorable
  characteristics for public transit.
  Henrico 16,666,667.00$ 4,666,666.76$ 11,333,333.56$ 666,666.68$
  Western Pulse (BRT) Extension – Engineering and Design (Amendment)This amendment will bridge a gap in funding and provide 30% design for the Pulse Western Extension project. Henrico 500,000.00$ 230,000.00$ 250,000.00$ 20,000.00$
  Low Goochland Microtransit The project will support the implementation of a new microtransit service in Goochland County to allow access to public
  transportation mobility options. Goochland County is currently not served by public transportation.
  Goochland 545,000.00$ 87,200.00$ 436,000.00$ 21,800.00$
  Parham Connector This project proposes the introduction of Route 92 to create a new east–west crosstown transit connection between the GRTC’s
  2 proposed BRT lines via Parham Road. Route 92 is intended to capture unmet travel demand, enhance connectivity to BRT and
  local fixed routes, and strengthen the overall transit network.
  Henrico 1,300,000.00$ 208,000.00$ 1,040,000.00$ 52,000.00$
  Service Improvement Medium Paratransit Grocery Pilot This grocery delivery pilot project will enhance and improve convenience, food access and efficiency for older adults and people
  with disabilities. This project will coordinate and collaborate with area non-profits and tech firms to help resolve food deserts,
  accessibility for disabled individuals and last-mile delivery costs for underserved areas and populations.
  Operating 25,000.00$ 4,000.00$ 20,000.00$ 1,000.00$16
  Service Improvement Low 14th Dedicated Lanes 0-30% Design for transit dedicated lanes along Pulse route on 14th Street between Broad and Main Streets. Current peak-period
  congestion has significant negative impacts on the Pulse’s on-time performance. Adding dedicated lanes will increase on-time
  performance and in some cases will help ease overall congestion on this segment of 14th Street.
  General 360,987.00$ 166,054.02$ 180,493.50$ 14,439.48$
  O&D Study To ensure that service planning decisions are data-driven, equitable, and compliant with federal and state requirements, GRTC
  conducts a systemwide Origin–Destination (O-D) survey every three years.
  General 300,000.00$ 138,000.00$ 150,000.00$ 12,000.00$
  Service Sustainability High Paratransit Support for CARE Plus (5310) This project is aimed to enhance current complementary paratransit services for older adults and people with disabilities that
  travel outside of the ¾ mile paratransit service area. This enhanced transportation option will address current transportation
  service gaps for older adults and people with disabilities that are eligible for paratransit services. These transportation service
  gaps will include but are not limited to cross jurisdictional, longer distance travel and essential, non-medical trip purposes.
  Henrico 800,000.00$ 128,000.00$ 640,000.00$ 32,000.00$
  Powhatan Microtransit Zone GRTC is seeking TRIP funding to support the continued operation and enhancement of its Powhatan Microtransit service, which
  provides flexible, demand‑responsive mobility to residents in a rural area with limited transportation options. This service has
  already demonstrated strong community value by connecting Powhatan residents to essential destinations, including
  employment centers, medical facilities, educational institutions, and commercial services in both Powhatan County and the
  greater Richmond region. Continued investment in Powhatan Microtransit ensures that rural residents remain connected to the
  region’s economic and social infrastructure. TRIP funding will allow GRTC to sustain this critical service, refine operations based
  on demand patterns, and maintain a high level of reliability and responsiveness for riders who depend on it
  Powhatan 300,000.00$ 48,000.00$ 240,000.00$ 12,000.00$
  Regional Public Transportation Prep The Central Virginia Transportation Authority (CVTA) requires regional transit planning to guide investment and service
  improvements. To meet this requirement, GRTC will lead technical analysis and planning efforts for the FY27 and FY28 Regional
  Transit Plans in coordination with regional partners. GRTC will work with all jurisdictions in the region to identify transit priorities
  in the short and long term.
  General 200,000.00$ 92,000.00$ 100,000.00$ 8,000.00$
  Route 19 Frequency This grant ensures that the enhanced frequency already in place can be maintained and refined as demand continues to grow
  along the Broad Street corridor. Route 19 serves one of the region’s most significant commercial and employment corridors,
  connecting major retail destinations, job centers, residential communities, and regional attractions. Ridership patterns and
  land‑use density along West Broad Street demonstrate a clear need for frequent, reliable service that reduces wait times,
  improves travel time competitiveness, and supports continued economic growth in the corridor.
  Sustaining 15‑minute frequency on Route 19 will:
• Maintain high‑quality service for workers, shoppers, and residents traveling to and from Short Pump and surrounding areas
• Support equitable access to jobs and services in a rapidly developing part of the region
• Reduce congestion by offering a viable alternative to driving along one of Henrico County’s busiest corridors
• Strengthen regional mobility by connecting northwest Henrico to GRTC’s broader frequent network
  Henrico 1,821,435.00$ 291,429.60$ 1,457,148.00$ 72,857.40$
  Route 7A-7B GRTC is seeking TRIP funding to support the continued operation and enhancement of Route 7A/7B, which provides critical
  east–west connectivity across the City of Richmond and Henrico County. The 7A/7B corridor serves dense residential
  neighborhoods, major commercial destinations, healthcare facilities, and employment centers, making it one of the most
  important crosstown transit links in the region. Ridership patterns show consistently strong utilization throughout the day, with
  particularly high demand for work, school, and essential‑service trips. Sustaining these improvements is essential to
  maintaining equitable access and supporting the mobility needs of the communities served. TRIP funding will allow GRTC to
  sustain the enhanced service already in place, refine operations based on ridership trends, and maintain a high level of
  reliability for the thousands of riders who depend on Route 7A/7B every day.
  Henrico 1,966,006.00$ 314,560.96$ 1,572,804.80$ 78,640.24$
  Medium Travel Training (5310) Provides individualized travel training for seniors, individuals with disabilities, and eligible riders to use fixed-route transit
  independently, reducing paratransit reliance and improving system efficiency. Program is housed in the Executive Office to align
  outreach, accessibility, and customer engagement.
  General 90,000.00$ 72,000.00$ 45,000.00$ 3,600.00$
  Grand Total 82,779,487.55$ 23,074,919.53$ 56,423,988.51$ 3,311,179.50$17
  Meeting Date: January 20, 2026
  Consent Agenda: Medical Health Insurance Renewal
  BACKGROUND
  For the upcoming benefit year of March 1, 2026 – February 28, 2027, GRTC intends to offer eligible
  employees the choice of either the traditional Open Access Plan (OAP) or the Consumer Driven
  Wellness Plan with an HSA (CDWP). The tables below highlight the key components of the proposed
  medical offerings.OAP CDWP w HSA
  Accumulators Plan Year Plan Year
  Deductible (Ind/Fam) None $3,300/$6,000
  Out of Pocket Max (Ind/Fam) $4,500/$9,000 $4,000/$8,000
  Embedded or Non Embedded OOP Embedded Embedded
  Coinsurance 100% 100%
  PCP/Specialist Office Visit $25/$50 0% after ded
  Preventive Care No Cost No Cost
  Urgent Care $25 0% after ded
  Emergency Room Facility: $250, Doctor: No charge 0% after ded
  Inpatient Hospital Facility: $350/day up to 5 day
  max ($1750), Doctor: No charge
  0% after ded
  Outpatient Surgery Facility: $300, Doctor: No charge 0% after ded
  Labs Office: $25/$50
  Outpatient or independent lab: No
  charge
  0% after ded
  X-rays Office: $25/$50
  Outpatient hospital: No charge
  0% after ded
  Advanced Diagnostic Imaging 20% coinsurance 0% after ded
  Telemedicine $25 0% after ded
  Vision Exam $15 $15
  In NetworkOAP CDWP w HSA
  Formulary Standard Standard
  Deductivle $150/$300 tiers 2,3,4 Medical Deductible applies
  Preventative Main. Meds Covered
  before ded
  Retail (Tier 1,2,3,4) $15/$40/$75 20% to $200 Self
  Administered Injectables: 20%
  $15/$40/$75/$80 after deductible
  Mail Order (Tier 1, 2,3,4) $38/$100/$188 Self Administered
  injectables: 20%
  $38/$100/$188/$200 after
  deductible
  Deductible (Ind/Fam) $1,000/$2,000 $6,000/$12,000
  Out of Pocket Max (Ind/Fam) $5,500/$11,000 $8,000/$16,000
  Coinsurance 30% 30%
  Prescription Drug
  Out of Network18
  Through our medical insurance broker, Marsh & McLennan, GRTC’s medical plans were competitively
  marketed and GRTC received proposals from Cigna (Incumbent vendor), Anthem, Aetna and
  Sentara. Based upon the proposals received, Cigna and Anthem were determined to be the leading
  proposals and GRTC through Marsh & McLennan negotiated final proposals with Cigna’s offering
  being the preferred choice.
  The OAP and CDWP medical plans are fully insured medical plans and pricing is based upon GRTC
  claims experience. Due to medical claims increasing relative to premiums paid over the preceding
  plan years, GRTC experienced prior plan year renewal increases of 13.0% (January 2023), 7.5%
  (January 2024) and 4.65% (January 2025) as actual paid claims exceeded the targeted loss ratio of
  85%. During the last 18 months GRTC’s, claims experience has demonstrated improvement and
  through negotiation with Cigna, a 2.0% decrease was set for the medical plan year March 1, 2026 –
  February 28, 2027.
  The below table reflects the impact on coverage premiums by coverage class for monthly premiums.
  The CDWP is a fully insured medical plan but due to the deductibles and accompanying HSA funded
  accounts, the premiums for these types of policies are more cost effective to the sponsor but provide
  the same healthcare network. Accordingly, GRTC Management is recommending the below
  employee contribution percentages and HSA funding for the active employees who opt for the CDWP:Cigna
  OAP
  National
  Network
  Cigna
  CDWP
  GRTC HSA
  Funding for
  CDWP
  Cigna
  OAP
  National
  Network
  Cigna
  CDWP
  GRTC HSA
  Funding for
  CDWP
  Employee Only $1,464.70 $889.07 $259,200 $1,435.12 $871.13 $252,000
  Employee + Child(ren) $2,497.22 $1,513.66 $93,600 $2,446.80 $1,483.13 $97,500
  Employee + Spouse $2,831.04 $1,718.50 $78,000 $2,773.87 $1,683.83 $78,000
  Employee + Family $4,447.10 $2,699.52 $50,700 $4,357.30 $2,645.06 $50,700
  Monthly Premium $554,820 $200,658 $40,125 $543,616 $196,609 $39,850
  Annual Premium $6,657,840 $2,407,896 $481,500 $6,523,392 $2,359,308 $478,200
  Combined Annual
  Premium $481,500 $478,200
  -0.69%
  (3,300)$
  March 2026 – February 2027Existing
  % Change
  $ Change
  $9,065,736 $8,882,700
  -2.02%
  -$183,036Cigna
  OAP
  National
  Network
  Cigna
  CDWP
  GRTC HSA
  Funding for
  CDWP
  Cigna
  OAP
  National
  Network
  Cigna
  CDWP
  GRTC HSA
  Funding
  for CDWP
  Employee Only 15.0% 0.0% $2,400.00 15.0% 0.0% $2,400.00
  Employee + Child(ren) 15.0% 10.0% $3,900.00 15.0% 10.0% $3,900.00
  Employee + Spouse 15.0% 10.0% $3,900.00 15.0% 10.0% $3,900.00
  Employee + Family 15.0% 10.0% $3,900.00 15.0% 10.0% $3,900.00
  Existing March 2026 – February 202719
  The employee enrollment assumptions across the two plan periods are as follows which details an
  increase in the participation in the CDWP:
  It is management’s intention to continue the level of HSA funding noted above in the future renewal
  periods.
  For employees who opt out of the GRTC medical insurance program, GRTC provides funding of $200
  per month ($2,400 annually) which is equivalent to the funding level of the HSA for an employee only
  coverage.
  RECOMMENDATION
  That the Board of Directors authorize the GRTC Chief Executive Officer to execute a contract with
  Cigna to provide the OAP and CDWP medical plans for the medical benefit period of March 1, 2026 –
  February 28, 2027, and authorize the HSA GRTC Employer funding contribution levels of Employee
  only coverage of $2,400, Employee plus Children, Employee plus spouse and Employee plus family
  of $3,900 per year for eligible employees who enroll in the CDWP for the medical benefit period of
  March 1, 2026 – February 28, 2027 and to provide funding for employees who opt out of GRTC
  Medical Insurance Coverage $200 per month ($2,400 annually).
  Ellen Robertson, Secretary Date
  GRTC Board of DirectorsCigna
  OAP
  National
  Network
  Cigna
  CDWP
  GRTC HSA
  Funding for
  CDWP
  Cigna
  OAP
  National
  Network
  Cigna
  CDWP
  GRTC HSA
  Funding
  for CDWP
  Employee Only 172 108 $259,200 168 105 $252,000
  Employee + Child(ren) 41 24 $93,600 43 25 $97,500
  Employee + Spouse 36 20 $78,000 35 20 $78,000
  Employee + Family 23 13 $50,700 23 13 $50,700
  Total 272 165 $481,500 269 163 $478,200
  March 2026 – February 2027Existing20
  Meeting Date: January 20, 2026
  Consent Agenda: Change Order for Advertising and Promotional Wrap Installation Services
  BACKGROUND
  GRTC’s advertising program continues to expand, and wrap installations remain essential to
  fulfilling advertiser contracts and generating revenue. The current contract with Focal
  Point, initiated in July 2023, does not include sufficient funding to meet installation demand
  for both the advertising program and GRTC’s own promotional campaigns. This is a five-year
  contract and GRTC is in year three. The original contract was for $250,000.00 over five years
  and the board approved a change order in December 2024 for $300,000.00 as the original
  contract did not include advertising program projections.
  As advertising sales increase and GRTC expands its public information and community
  engagement efforts, additional installation capacity is required to maintain service levels and
  meet revenue expectations.
  FINANCIAL OVERVIEW
  Below is the updated revenue and cost projection table with corrected fiscal year alignment:
  Description FY25 FY26 FY27 FY28
  Revenue Projection (Budget) — $600,000 $800,000 $1,200,000
  YTD/Actuals $351,107.50 $255,297.60 — —
  End of Year Projection
  (Updated) — $755,297.60 — —
  Wrap Cost Projection (11%) — $75,529.76 $88,000 $132,000
  Net — $671,297.60 $712,000 $1,068,000
  Key Highlights from the Chart
• Updated FY26 revenue is projected to exceed the original budget.
• Revenue is expected to continue growing each fiscal year.
• Wrap installation costs remain stable at approximately 11% of revenue.
• Net revenue remains strong across all projected years, supporting the sustainability of
  the advertising program.
  These trends demonstrate that the advertising program can continue to self-
  fund the portion of the change order tied to advertiser funded wraps.21
  Need for the Change Order

1. Advertising Program – $125,000 annually
   The advertising program requires additional installation capacity to meet growing
   advertiser demand. Without this increase, GRTC risks delays in fulfilling wrap
   installations, which could impact revenue and advertiser satisfaction. These expenses will
   be incurred only as installations occur and will be fully self-funded through
   advertising revenue.
2. GRTC Funded Promotions – $125,000 annually
   GRTC regularly deploys wraps for agency funded initiatives such as service awareness,
   safety messaging, and community partnerships. These installations are not funded by
   advertisers and must be supported through GRTC’s operating budget. Current contract
   capacity is insufficient to meet these needs.
   Total Change Order Request

• $250,000 per year
• Two-year total: $500,000
  Financial Impact
• $125,000 annually will be covered by advertising revenue.
• $125,000 annually will be funded through GRTC’s approved operating budget.
• No additional state or federal funds are required.
• The advertising program’s projected net revenue remains strong even with increased
  installation costs.
  RECOMMENDATION
  Staff recommend that the Board authorize the CEO to execute a two-year change order
  increasing the contract amount with Focal Point by $250,000 annually. This adjustment
  ensures GRTC can meet advertiser demand, support agency funded promotional initiatives
  and sustain projected revenue growth.
  Ellen Robertson, Secretary Date
  GRTC Board of Directors22
  Meeting Date: January 15, 2026
  Board Subcommittee: Development
  CURRENT STATUS:
  The Development Subcommittee met on Thursday, January 15, 2026 at 1:30PM. Video
  and audio of the meeting was streamed live online and can be viewed at the following
  web address: https://www.youtube.com/live/MXJEssF8Rmk.
  AGENDA:
• Approval of Minutes
• Action Items
  o Maintenance and Transit Operations Technical Study
  o Expansion Microtransit Vehicles
  o Driver Barriers Retrofit Project, Phase 2
  o Via Change Order Microtransit
  o Paratransit Vehicle Camera Equipment Retrofit
  o Resolution For Grant Applications
  o February Services Changes
  o Focal Point Advertising Contract Change Order
  UPDATES:
  The Chair, Barb Smith, will provide an update of the meeting.23
  Meeting Date: January 20, 2026
  Consent Agenda: Title VI Analysis of the February 2026 Service Changes
  BACKGROUND:
  GRTC is scheduled to implement service changes on February 22, 2026. GRTC is implementing
  minor reductions to evening and weekend service until we can increase our operator pool.
  GRTC is actively recruiting and plans to be fully staffed by mid-spring. As the pool of operators
  increase, we will return service to the routes. In accordance with regulations set forth by the
  Federal Transit Administration (FTA), GRTC is required to conduct a comprehensive equity
  analysis in connection with any fare adjustments or major service changes. This document
  summarizes the anticipated impacts of the Title VI analysis related to the upcoming service
  changes.
  HIGHLIGHTS:
• Changes
  o Reduction in evening and weekend trips on the following routes:
  ▪ 1A, 5, 12, 14, 19
  o Reduction of frequency on Route 20 from 30 minutes to 45 minutes all day.
  o Reduced service span on the following routes:
  ▪ 76 – no weekend service
  ▪ 79 – peak only service
  o Route 88 is being replaced by LINK on-demand microtransit service.
  ▪ Replacing limited hourly service on weekday and Saturday schedules. Broad Rock
  LINK operates Monday – Friday, 5:30 AM to 11:00 PM and Saturday from 6:00 AM
  to 7:00 PM.
• Impact
  o No disparate impact or disproportionate burden to GRTC riders.
  o All service adjustments fall within the thresholds established in GRTC’s Title VI policy.
  RECOMMENDATION:
  That the Board of Directors acknowledge the changes in service reduction and the strategy for
  the return of service, as well as concur with the equity results.
  Ellen Robertson, Secretary Date
  GRTC Board of Directors24
  PLANNING
  &SCHEDULINGPLANNING & SCHEDULING25
  2026 ridegrtc.com
• January 24, 2026: Previously Planned Changes
• Route 88 replaced by Broad Rock on-demand LINK service
• Powhatan LINK Riders will have the option to book up to 24 hours in advance
• February 22, 2026: Temporary Schedule Changes
• Reflects current operator workforce shortages
• Improves reliability and reduce day-of cancellations
• Focuses adjustments on evenings and weekends
• Routes reviewed with equity in mind to avoid disproportionate impacts
• Additional trips will be added as more operators are onboarded and trained
  Service Updates26
  2026 ridegrtc.com
  System Map of Impacted Routes27
  2026 ridegrtc.com
  Summary of Service ChangesRoute Route Name Current Service Impact
  1
  Chamberlayne/
  Hull/Southside
  Plaza
  Weekday & Saturday = 15-minute service until 7 PM
  (VCC 30-minute until 7 PM)
  30-minute service after 7 PM
  Reynolds Community College will be bypassed on weekends due to the lack of classes
  rendering the stops unnecessary.
  1A Chamberlayne/
  Hull/Midlothian
  Weekday = 30-minute service all day
  Saturday = 30-minute service until 7 PM, 60-minute service
  after 7 PM
  Reduce weekday service after 9 PM due to low ridership, 5 evening trips cut. Reduce the
  number of trips to the end of the line on weekends due to 8% drop in ridership along that
  segment.
  5 Cary/Main/
  Whitcomb
  Weekday & Saturday = 15-minute service until 7 PM, 30-minute
  service after 7PM
  Sunday = 30-minute service all day
  Reduce service after 9 PM on weekends due to underutilization (12 passengers per trip).
  Saturday schedule will run every 30 minutes due to an average load capcity of 1/3. 4 night
  trips will be removed on Sunday that are utilized by an average of 16 passengers per trip.
  7A & 7B Nine Mile/Airport Weekday = 30-minute service all day
  Saturday & Sunday = 60-minute service all day
  Service runs every 60 minutes after 7 PM. 10 trips cut per route with an average of 12
  passengers per trip after 7 PM and continuing to drop to 5 after 11 PM.
  12 Church Hill Weekday, Saturday & Sunday = 30-minute service all day
  Service becomes hourly after 9 PM due to an average utilization of 11 passenger on the
  route per trip. Sunday service is reduced to every 45 minutes due to an average utilization of
  13 passenergs per trip with an average load capacity of 1/3.
  14 Hermitage/
  East Main
  Weekday & Saturday = 30 minute service all day
  Sunday = 30-minute service until 7 pm, 60-minute service after
  7 pm
  Service is reduced to 60 minutes after 9 PM on weekdays due to an average utilization of 14
  passsengers per trip. Sunday service is reduced to 45 minutes due to a current average
  utilization of 12 passsengers per trip.
  19 West Broad Street
  Weekday & Saturday = 15-minute service until 7 pm, 30-minute
  after 7 pm
  Sunday = 30-minute service all day
  Saturday service is reduced every 30 minutes before 7 PM and every 60 minutes
  afterwards. Sunday is reduced to every 60 minutes all day.
  76 Patterson Weekday = 45-minute service
  Saturday & Sunday = 60-minute service Weekend service is removed due to low utilization averaging 2 passengers per trip.
  87 Bellemeade/
  Hopkins Weekday, Saturday, Sunday = 60-minute service all day 4 trips, originating after 9 PM, are with an average utilization of 4 passengers per trip.
  Night and Weekend Changes28
  2026 ridegrtc.com
  Summary of Service ChangesRoute Route Name Current Service Impact
  20 Orbital Weekday = 30-minute service all day
  Saturday & Sunday = 60-minute service all day
  Route is reduced to 45 minutes from 30 minutes due to an average load
  capacity of 1/3.
  79 Patterson/
  Parham Weekday = 45-minute all day
  Service is reduced to peak hours due to an average utilization 7 passengers
  per trip off peak. An average of >1 passenger per day utilizes the stops near
  Henrico Doctor’s Hospital.
  88 Belt/Bells/
  Ruffin Weekday & Saturday = 60-minute limited service Route is replaced with Broad Rock LINK.29
  GRTC Rider Notification Plan
  February 2026 Service Updates
  GRTC will inform riders of the February 2026 service updates through a coordinated, multi-phased
  communication strategy to support awareness and trip planning before and during the service
  changes.
  To minimize disruption, GRTC will use multiple communication channels, including onboard
  messaging, digital tools, customer service staff, and community outreach, to deliver clear and
  consistent information.
  Phase 1: Early Awareness & Internal Readiness
  Primary focus: Awareness and explanation of reliability benefits.
  Internal Preparation
• Customer Service representatives, supervisors, and frontline staff briefed on
  upcoming changes.
• Talking points, FAQs, and customer-facing guidance are distributed internally.
• Flyers distributed about information of service changes
  o To PSAs and LINK drivers for direct rider distribution.
  o Planning staff for distribution at community meetings.
  Website
• Publish a dedicated Service Update web story.
• Homepage widget linking directly to service update information.
• Homepage carousel slide promoting February service changes.
  Social Media
• Initial service change announcement across platforms, including short videos
  explaining updates and benefits:
  o X
  o Facebook
  o Instagram
  o TikTok
  Digital Tools
• Push notification on Transit app alerting riders to upcoming service changes.
  Email to Subscribers
• Advance notice email with a high-level summary of key service updates and effective
  date.
  Leaderboard / Booking Messages
• Trip-planning and booking messages displaying:
  o Service changes effective date
  o Summary of significant updates
  Prepare and Send Communication to Local Elected Officials
• Provide talking points30
  Phase 2: Reinforcement & Onboard Messaging
  Website
• Service update page refreshed as needed with expanded information.
  Email to Subscribers
• Follow-up email including:
  o Direct links to updated schedules
  o Reminders about the February 22 effective date
  Onboard Infotainment Systems
• Rotating service update messaging displayed onboard buses.
• Route-specific targeting where feasible (e.g., riders on Route 1A see Route
  1A-specific updates).
  Media Outreach
• Press release announcing upcoming service updates, including:
  o Summary of changes
  o Rationale and reliability improvements
  Downtown Transit Station (DTS) E-Paper Signs
• System-wide summary messaging directing riders to GRTC’s website for full details.
  Recorded Onboard Audio PSA
• Audio and visual reminders highlighting upcoming service changes and effective
  date. Standardized message, such as:
  o “New schedules go into effect February 22. Visit ridegrtc.com for details.”
  Data & Digital Updates
• Updated GTFS data files published to support accurate trip planning across
  third-party and GRTC apps.
• New PDF timetables uploaded and available online.
  Phase 3: Launch Week & Real-Time Information
  Trip Planning & Schedule Updates
• All trip-planning tools reflect new schedules and routes.
• Real-time information monitored closely for accuracy.
• Customer Service and Operations staff prepared for rider questions and service
  adjustment needs.31
  Meeting Date: January 15, 2026
  Board Subcommittee: Finance
  CURRENT STATUS:
  The Finance Subcommittee met on Thursday, January 15, 2026 at 3PM. Video and
  audio of the meeting was streamed live online and can be viewed at the following web
  address: https://www.youtube.com/watch?v=PLYKGi8Zr2Q.
  AGENDA:
• Approval of Minutes
• Action Items
  o Maintenance and Transit Operations Technical Study
  o Expansion Microtransit Vehicles
  o Driver Barriers Retrofit Project, Phase 2
  o Via Change Order Microtransit
  o Paratransit Vehicle Camera Equipment Retrofit
  o Resolution For Grant Applications
  o Medical Health Insurance Renewal
  o February Services Changes
  o Focal Point Advertising Contract Change Order
  UPDATES:
  The Chair, Mr. Ingle, will provide an update of the meeting.32
  Meeting Date: January 15, 2026
  Information Item: November 2025 Financial Report
  BACKGROUND:
  Attached is the Financial Report for the five months ending November 30, 2025. John
  Zinzarella will highlight the key points.33
  Revenue Summary
  Total Budget: $44,062,627
  Total Actual: $40,949,00234
  Expense Summary
  Total Budget: $44,732,241
  Total Actual: $37,950,84235
  Financial Performance Overview
  Revenues
  Description Amount
  Year-to-Date Actual Revenues $ 40,949,002
  Year-to-Date Budgeted Revenues $ 44,062,627
  Variance to Budget $ (3,133,625)
  Key Drivers:
  o Local Funds: Unfavorable by $2.1M due to FY2026 budget assumption of using GRTC Fund Balance (approx.
  $419K/month).
  o State Funds: Favorable by $151K due to the timing of grant funded project expense submissions versus budgeted
  assumptions
  o Federal Funds: Unfavorable by $1.29M the timing of recording 5307 PM flex reimbursements versus budgeted
  assumptions.
  o Direct Funds: Favorable by $136K driven by interest income (+$178) and charter revenue (+$60K), offsetting
  Ridefinders leased personnel (-51k) due vacancies within Ridefinders and advertising/sponsorship revenue (-
  $62K).
  Operating Expenditures
  Description Amount
  Year-to-Date Actual Operating Expenditures $ 37,950,842
  Year-to-Date Budgeted Operating Expenditures $ 44,732,241
  Variance to Budget $ 6,781,399
  Key Drivers:
  o Equipment & Facilities Maintenance: $1.2M favorable variance driven by lower costs in fleet repairs, parts,
  supplies, utilities, and other facility services.
  o Services: $4.5M favorable variance due to timing of planning consulting projects and advertising expenses.
  o Insurance & Safety: higher-than-budgeted provision for self-insured losses resulted in an unfavorable insurance
  premium expense of $279K.
  o General & Administrative expenses: favorable by $1.4M, primarily driven by lower headcount costs and other
  administrative expense reductions.
  o Purchased Transportation: $351K unfavorable, driven by increased demand for GRTC programs, including CARE
  and CARE Plus services.
  Net Operating Position
  Surplus: $ 2,998,159
  Balance Sheet & Cash Flow
  Total Cash Position: $ 9,262,252
  Operating Cash Account: $5,011,903
  Capital Cash Account: $4,250,34936
  Statement of Income – Budget Vs. Actual ($)
  Year to Date November 30, 2025Fav/
  (Unfav)
  Fav/
  (Unfav)
  FY 2026
  Annual Budget
  Budget Actual Variance Budget Actual Variance
  Operating Revenue
  Pass Program Revenue – – – 100,000 100,000 – F 100,000
  Charter Revenue – 1,800 1,800 F – 60,350 60,350 F –
  Advertising Revenue 50,000 23,182 (26,818) U 250,000 188,122 (61,878) U 600,000
  Other Operating Revenue – – – – – – –
  Total Operating Revenue 50,000 24,982 (25,018) U 350,000 348,472 (1,528) U 700,000
  Other Income
  Ridefinders 42,111 30,101 (12,010) U 214,764 163,431 (51,333) U 512,342
  Interest Income 43,334 96,119 52,785 F 296,668 474,813 178,145 F 600,000
  Non-Transportation Income 417 – (417) U 2,085 12,438 10,353 F 5,000
  Total Other Income 85,862 126,220 40,358 F 513,517 650,682 137,165 F 1,117,342
  Operating Contributions
  COVID Relief Acts VA2020-023 147,418 140,077 (7,341) U 737,090 2,328,352 1,591,262 F 1,769,008
  Oper contrib – Federal 1,551,595 156,096 (1,395,499) U 7,757,975 4,878,258 (2,879,717) U 18,619,135
  Oper contrib – State 2,621,218 2,441,306 (179,912) U 13,106,090 13,257,011 150,921 F 33,454,617
  Oper contrib – CVTA 2,383,346 2,383,346 0 U 11,916,730 11,916,730 0 U 28,600,152
  Oper contrib – Richmond 779,085 801,420 22,335 F 3,895,425 4,177,592 282,167 F 9,349,018
  Oper contrib – Henrico 374,129 374,128 (1) U 1,870,645 1,870,642 (3) U 4,489,539
  Oper contrib – Petersburg 16,667 16,667 (0) U 83,335 83,333 (2) U 200,000
  Oper contrib – Chesterfield 204,983 22,439 (182,544) U 1,024,915 725,408 (299,507) U 2,459,796
  Oper Contrib Local 141,917 – (141,917) U 709,585 712,522 2,937 F 1,703,000
  Oper contrib – GRTC Fund Balance 419,464 – (419,464) U 2,097,320 – (2,097,320) U 5,033,562
  Total Operating Contributions 8,639,822 6,335,480 (2,304,342) U 43,199,110 39,949,848 (3,249,262) U 105,677,827
  Net Operating Revenue 8,775,684 6,486,683 (2,289,001) U 44,062,627 40,949,002 (3,113,625) U 107,495,169
  Operating Expenses
  Equipment & Facility Maintenance 1,617,504 1,321,953 295,551 F 8,088,998 6,922,675 1,166,323 F 19,451,891
  Transportation 3,014,826 3,051,055 (36,229) U 15,004,126 14,697,869 306,257 F 36,305,176
  Planning, Scheduling & Marketing 1,045,806 141,042 904,764 F 5,324,651 831,161 4,493,490 F 12,735,756
  Insurance & Safety 457,216 437,438 19,778 F 2,313,959 2,593,043 (279,084) U 5,526,866
  General & Administrative 1,638,507 1,409,670 228,837 F 8,220,866 6,862,518 1,358,348 F 19,585,682
  Purchase of Service – Spectran & Van Pool 863,333 886,633 (23,300) U 4,316,665 4,667,684 (351,019) U 10,360,020
  Operating Taxes and Licenses 292,471 276,239 16,232 F 1,462,976 1,375,892 87,084 F 3,529,778
  Total Operating Expenses 8,929,663 7,524,030 1,405,633 F 44,732,241 37,950,842 6,781,399 F 107,495,169
  Change in Net Postion (153,979) (1,037,348) (883,369) U (669,614) 2,998,159 3,667,773 F
  Current Month Year To Date37
  FY 2026
  Annual Budget
  FY 2026
  Annual Forecast Fav/ (Unfav)
  Operating Revenue
  Pass Program Revenue 100,000 100,000 –
  Charter Revenue – 60,350 60,350
  Advertising Revenue 600,000 600,000 –
  Other Operating Revenue – – –
  Total Operating Revenue 700,000 760,350 60,350
  Other Income
  Ridefinders 512,342 392,234 (120,108)
  Interest Income 600,000 883,145 283,145
  Non-Transportation Income 5,000 5,000 –
  Total Other Income 1,117,342 1,280,379 163,037
  Operating Contributions
  COVID Relief Acts VA2020-023 1,769,008 3,828,352 2,059,344
  Oper contrib – Federal 18,619,135 17,139,418 (1,479,717)
  Oper contrib – State 33,454,617 33,605,537 150,920
  Oper contrib – CVTA 28,600,152 28,600,152 –
  Oper contrib – Richmond 9,349,018 9,349,018 –
  Oper contrib – Henrico 4,489,539 4,489,539 –
  Oper contrib – Petersburg 200,000 200,000 –
  Oper contrib – Chesterfield 2,459,796 2,310,289 (149,507)
  Oper Contrib Local 1,703,000 1,988,106 285,106
  Oper contrib – GRTC Fund Balance 5,033,562 – (5,033,562)
  Total Operating Contributions 105,677,827 101,510,411 (4,167,416)
  Net Operating Revenue 107,495,169 103,551,140 (3,944,029)
  Operating Expenses
  Equipment & Facility Maintenance 19,451,891 19,099,856 352,035
  Transportation 36,305,176 35,398,851 906,325
  Planning, Scheduling & Marketing 12,735,756 10,235,756 2,500,000
  Insurance & Safety 5,526,866 5,841,866 (315,000)
  General & Administrative 19,585,682 17,870,682 1,715,000
  Purchase of Service – Spectran & Van Pool 10,360,020 11,070,098 (710,078)
  Operating Taxes and Licenses 3,529,778 3,442,694 87,084
  Total Operating Expenses 107,495,169 102,959,803 4,535,366
  Change in Net Postion 0 591,337 591,337
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  Statement of Income – Budget Vs. Actual ($), Year to Date November 30, 2025
  Revenues39
  Statement of Income – Budget Vs. Actual ($), Year to Date November 30, 2025
  Expenses40
  Source of Funds ($)
  Year to Date November 30, 2025Actual Budget Variance Fav /
  (Unfav) Actual Budget Variance Fav /
  (Unfav)
  Directly Generated Funds (4100) 151,202 135,862 13,540 988,959 863,517 65,092
  Organization-Paid Fares (4112) – – – 100,000 100,000 –
  Non-Public Transportation Revenues (4130) 1,800 – 60,350 –
  Auxiliary Transportation Funds – Advertising Revenues (4141) 23,182 50,000 (26,818) 188,122 250,000 (61,878)
  Other Agency Revenues (4150) 126,220 85,862 40,358 640,487 513,517 126,970
  General Revenues of the Local Government (4310) 3,598,001 4,319,591 (721,590) 19,486,227 21,597,955 (2,111,728)
  General Revenues of the State Government (4410) 2,441,306 2,621,218 (179,912) 13,257,011 13,106,090 150,921
  Federal Funds (4500) 296,173 1,699,013 (1,402,840) 7,206,610 8,495,065 (1,288,455)
  FTA Urbanized Area Formula Program (5307) 156,096 1,551,595 (1,395,499) 4,878,258 7,757,975 (2,879,717)
  CARES Act Urbanized Area Program Funds (5307) 140,077 147,418 (7,341) 2,328,352 737,090 1,591,262
  Non-Added Revenues (4600) – – – 10,195 – 10,195
  Sales and Disposals of Assets (4630) – – – 10,195 – 10,195
  Total Sources of Funds 6,486,683 8,775,684 (2,289,001) 40,949,002 44,062,627 (3,113,625)
  Month Ended November 30, 2025 Year to Date November 30, 202541
  Operating Expenses ($)
  Year to Date November 30, 2025Labor (5010) 18,457,078 19,218,788 761,711 2,435,547 2,510,281 74,734 1,041,696 1,061,413 19,718 4,044,651 4,734,484 689,834 25,978,971 27,524,967 1,545,996
  Operators’ Salaries and Wages (5011) 10,534,410 10,357,035 (177,375) – – – – – – – – – 10,534,410 10,357,035 (177,375)
  Operators’ Paid Absences (5012) 1,208,534 1,300,234 91,700 – – – – – – – – – 1,208,534 1,300,234 91,700
  Other Salaries and Wages (5013) 769,815 1,240,031 470,216 1,367,551 1,412,806 45,255 678,093 684,466 6,373 2,373,233 2,739,262 366,029 5,188,692 6,076,565 887,873
  Other Paid Absences (5014) 135,850 218,829 82,979 241,333 249,319 7,986 119,663 120,788 1,125 418,806 483,399 64,593 915,652 1,072,335 156,683
  Fringe Benefits (5015) 5,808,470 6,102,659 294,190 826,663 848,156 21,493 243,939 256,159 12,220 1,252,612 1,511,823 259,212 8,131,684 8,718,798 587,114
  Services (5020) 26,760 40,000 13,240 – – – 362,377 678,720 316,343 970,935 5,287,350 4,316,415 1,360,072 6,006,070 4,645,998
  Materials and Supplies (5030) 1,696,562 1,675,955 (20,607) 1,516,970 1,865,890 348,920 133,665 284,925 151,260 703,599 1,090,977 387,378 4,050,796 4,917,747 866,951
  Fuels and Lubricants (5031) 1,437,356 1,318,245 (119,111) 18,798 28,810 10,012 – – – – – – 1,456,153 1,347,055 (109,098)
  Tires and Tubes (5032) 259,206 357,710 98,504 8,865 4,785 (4,080) – – – – – – 268,071 362,495 94,424
  Other Materials and Supplies (5039) – – – 1,489,308 1,832,295 342,987 133,665 284,925 151,260 703,599 1,090,977 387,378 2,326,571 3,208,197 881,626
  Utilities (5040) – – – – – – – – – 296,256 482,075 185,819 296,256 482,075 185,819
  Casualty and Liability Costs (5050) – – – – – – – – – 1,237,700 1,003,250 (234,450) 1,237,700 1,003,250 (234,450)
  Purchased Transportation (5100) 4,101,937 3,861,979 (239,958) – – – – – – 688,691 606,231 (82,460) 4,790,628 4,468,210 (322,418)
  Purchased Transportation In Report (5101) 3,571,386 3,143,769 (427,618) – – – – – – 688,691 606,231 (82,460) 4,260,078 3,750,000 (510,078)
  Purchased Transportation: VanPool & Other 530,551 718,210 187,659 – – – – – – – – – 530,551 718,210 187,659
  Miscellaneous Expenses (5090) 74,958 55,415 (19,543) – – – – – – 161,460 274,507 113,047 236,418 329,922 93,504
  Total Expenses 24,357,295 24,852,137 494,842 3,952,517 4,376,171 423,654 1,537,737 2,025,058 487,321 8,103,293 13,478,875 5,375,582 37,950,842 44,732,241 6,781,399
  Total Operating Costs Budget Variance Fav /
  (Unfav) Actual BudgetActual Budget Variance Fav /
  (Unfav) Actual Budget Variance Fav /
  (Unfav)
  Variance Fav /
  (Unfav) Actual Budget Variance Fav /
  (Unfav) Actual
  Vehicle Operations Vehicle Maintenance Facility Maintenance General Administration Total GRTC42
  Operating Expenses ($)
  Year to Date November 30, 202543
  Operating Expenses ($), Year to Date November 30, 2025Operating Expenses per service ($) Actual Budget Variance % Fav. /
  Unfav.
  Fixed Routes 26,723,030 32,710,711 5,987,680 18%
  Pulse 2,263,049 2,769,003 505,954 18%
  MicroTransit 1,840,637 2,633,599 792,963 30%
  Specialized Transportation 6,593,575 5,900,718 (692,858) -12%
  Van Pool & other Purchased Transportation 530,551 718,210 187,659 26%
  Total cost 37,950,842 44,732,241 6,781,39944
  Operating Expenses ($), Year to Date November 30, 2025Passengers – Cost per service Operating
  Expenses Passengers Cost /
  Passenger
  Fixed Routes 26,723,030 4,272,693 $6.25
  Pulse 2,263,049 891,289 $2.54
  MicroTransit 1,840,637 40,684 $45.24
  Specialized Transportation 6,593,575 122,821 $53.68
  Total 37,420,291 5,327,48745
  Operating Expenses ($)
  Year to Date November 30, 2025
  Miles – Cost per service
  Hours – Cost per service
  Year to Date vs. FY24, FY25:Actual VRM Actual Cost /
  VRM
  Budgeted Cost /
  VRM Variance % Fav. / Unfav.
  Fixed Routes 2,362,827 $11 $14 -$2.9 20%
  Pulse 181,021 $13 $14 -$1.7 12%
  MicroTransit 183,289 $10 $12 -$2.2 18%
  Specialized Transportation 1,134,132 $6 $5 $0.5 -9%
  Total 3,861,269Actual VRH Actual Cost /
  VRH
  Budgeted Cost /
  VRH Variance % Fav. / Unfav.
  Fixed Routes 219,235 $122 $190 -$68 36%
  Pulse 20,128 $112 $164 -$52 32%
  MicroTransit 12,250 $150 $176 -$26 15%
  Specialized Transportation 70,195 $94 $93 $1 -1%
  Total 321,808Cost per Passenger FY24 FY25 YTD FY26
  Fixed Routes $6.6 $6.9 $6.3
  Pulse $3.0 $2.9 $2.5
  MicroTransit $35.0 $47.5 $45.2
  Specialized Transportation $41.7 $43.2 $53.7
  Cost per Revenue Mile FY24 FY25 YTD FY26
  Fixed Routes $12 $12 $11.3
  Pulse $12 $12 $12.5
  MicroTransit $11 $12 $10.0
  Specialized Transportation $4.3 $4.6 $5.8
  Cost per Revenue Hour FY24 FY25 YTD FY26
  Fixed Routes $131 $133 $122
  Pulse $110 $112 $112
  MicroTransit $125 $164 $150
  Specialized Transportation $75 $77 $9446
  Headcount
  Year to Date November 30, 2025Headcount @ November 30, 2025 Budget Actual (Over)
  Under
  % of
  Budget
  Equipment & Facility Maintenance 80 76 4 95%
  Transportation 393 365 28 93%
  Microtransit 33 28 5 85%
  Planning, Scheduling & Marketing 22 21 1 95%
  Insurance & Safety 16 15 1 94%
  General & Administrative 66 55 11 83%
  Reflects Actual Total Heads (Not FTEs, No in training) 610 560 50 92%47
  Overtime
  Year to Date November 30, 2025Hours & Overtime (6/29/2025-11/29/2025) Total Hours Base Hours Overtime
  Hours OT %
  Maintenance 60,358 55,300 5,058 8.38%
  Transportation 349,928 321,844 28,084 8.03%
  Information Systems 9,675 8,315 1,360 14.06%
  Total 419,962 385,459 34,503 8%48
  Balance Sheet ($)
  As of November 30, 2025Current Month Prior Month Prior Year End
  November 30, 2025 October 31, 2025 June 30, 2025
  ASSETS
  Current Assets
  Cash 9,262,252 9,773,817 8,428,812
  Working Funds 7,358 7,358 7,358
  Capital Funds 9,449,128 11,387,841 11,095,890
  Accounts Receivable, net 12,485,908 13,452,047 8,436,905
  Motor Bus Parts Inventory 1,179,090 1,204,067 1,198,914
  Gasoline Inventory 1,144 7,302 6,934
  Diesel Fuels Inventory 11,551 10,601 16,983
  Lubricants Inventory 52,142 61,700 50,234
  Prepayments 1,244,838 1,383,618 229,992
  Total Current Assets 33,693,411 37,288,351 29,472,022
  Tangible Property
  Property and Equipment 202,572,827 200,848,850 194,053,454
  Accumulated Depreciation (110,949,306) (110,549,306) (108,949,306)
  Net Property 91,623,521 90,299,544 85,104,148
  Other Assets
  Restricted Funds (LGIP) 8,492,752 8,492,752 8,492,752
  Restricted Funds (CVTA Special Fund) 55,843,420 52,706,323 58,095,955
  Intangible Asset – Software, net of amortiz. 4,032,894 4,032,894 4,032,894
  Right of Use Asset 1,300,539 1,300,539 1,300,539
  Deferred Outflows GASB 68 10,140,237 10,140,237 10,140,237
  Deferred Outflows GASB 75 – – –
  Total Other Assets 79,809,842 76,672,745 82,062,377
  TOTAL ASSETS 205,126,773 204,260,641 196,638,547
  LIABILITIES AND CAPITAL
  Current Liabilities
  Accounts Payable 4,064,677 4,164,595 5,447,044
  Wages Payable 3,142,353 2,897,310 3,194,297
  Taxes Accrued 131,183 98,041 69,346
  Deferred Revenues CVTA 56,886,379 56,053,549 56,250,739
  Other Current Liabilities 1,789,730 2,791,871 1,178,248
  Total Current Liabilities 66,014,322 66,005,367 66,139,675
  Non-current Liabilities
  N/P City, OPEB and GASB 68 68,796,967 68,796,967 68,796,967
  Reserves
  Injuries, Loss, and Damage 2,085,100 2,085,100 1,959,300
  TOTAL LIABILITIES 136,896,389 136,887,434 136,895,942
  Capital
  Common Stock 50,005 50,005 50,005
  Paid-In Capital 133,043,389 132,186,211 129,768,923
  Fund Balance – Accumulated Depreciation (103,004,669) (102,604,669) (101,004,669)
  Fund Balance – GASB 68 (36,089,951) (36,089,951) (36,089,951)
  Fund Balance 74,231,611 73,831,611 67,018,298
  Total Capital 68,230,384 67,373,206 59,742,606
  TOTAL LIABILITIES AND CAPITAL 205,126,773 204,260,641 196,638,54749
  Cash Flow Projection ($)
  As of January 6, 2026Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Jan-26 Feb-26 Mar-26
  Beginning Balance 7,009,020 7,415,760 5,401,702 5,640,218 6,807,126 4,953,071 1,600,696 3,420,922 6,027,272
  Revenue
  Advertising & Charter Revenue 5,982 194,300 38,800 7,193 72,670 41,170 60,019 69,025 48,146
  CVTA 7,150,038 – – 7,150,038 1,497,077 – 7,150,038 7,150,038
  Federal – – 2,234,855 – 2,109,772 1,248,562 292,828 550,000 550,000
  Operating Assistance 1,595,813 1,595,813 1,595,813 1,595,813 1,595,813 1,595,813 1,595,813 1,595,813 1,595,813
  Capital 371,409 3,178,050 170,028 1,380,064 881,316 1,192,882 711,154 1,250,000 1,250,000
  Route extensions 443,377 58,283 254,735 901,393 79,079 919,018 500,000 500,000 500,000
  Local – Chesterfield 116,670 67,318 – – 67,318 615,010 150,000 217,318 150,000
  LOCAL – COR – – 4,775,690 – – – 4,775,690
  LOCAL – HNCO – 2,244,770 2,520 – 13,581 – 2,244,770
  LOCAL – Peterburg 16,667 16,667 16,667 16,667 – 33,333 16,667 16,667 16,667
  Ridefinders 28,887 31,972 44,229 30,101 30,101 30,101 30,000 30,000 30,000
  Other Income 22,823 114,697 52,700 54,975 30,305 27,376 30,000 30,000 30,000
  Cash In 9,751,665 7,501,870 9,186,036 11,136,244 6,377,032 5,703,266 10,536,518 11,279,283 11,320,664
  Expenses
  Wages & Benefits 6,450,529 7,180,012 5,158,429 4,797,508 4,845,738 6,029,732 4,950,000 4,950,000 4,950,000
  SGR / Maintenance 338,685 318,555 324,161 775,830 431,014 649,344 472,932 495,306 524,764
  Fuel & Lubricants 270,750 113,395 134,137 299,417 148,630 179,349 190,946 177,646 188,354
  Materials & Supplies 17,683 15,987 91,422 13,406 26,878 3,593 28,162 29,908 32,228
  Casualty & Insurance 806,063 106,105 235,033 711,195 204,975 232,523 382,649 312,080 346,409
  Services 101,479 52,819 170,520 114,842 74,858 157,893 112,068 113,833 124,003
  Purchased Services 72,969 81,322 99,595 1,841,551 887,005 970,395 880,000 880,000 880,000
  Utilities 7,778 223,965 259,405 95,949 111,324 116,334 135,792 157,128 145,989
  Travel & Training 29,288 1,574 – 2,802 32,644 6,865 12,196 9,347 10,642
  Miscellaneous 74,724 48,844 171,973 8,789 4,666 287 51,547 47,684 47,491
  Capital 1,174,978 1,373,350 2,302,844 1,308,047 1,463,354 709,326 1,500,000 1,500,000 9,084,612
  Cash Out 9,344,925 9,515,927 8,947,520 9,969,336 8,231,087 9,055,641 8,716,292 8,672,932 16,334,492
  Cash Position 7,415,760 5,401,702 5,640,218 6,807,126 4,953,071 1,600,696 3,420,922 6,027,272 1,013,444
  Actual Expected50
  CVTA Special Fund Quarterly Report
  For the Quarter Ended December 31, 2025 (Data through January 6, 2026)
  Beginning Balance @ September 30, 2025 $60,094,964
  Receipts:
  October 31, 2025: GRTC 15% Funds Distribution – Month of September 2025 $3,042,430
  December 3, 2025, GRTC 15% Funds Distribution – Month of October 2025 $3,014,574
  GRTC 15% Funds Distribution – Month of November 2025
  October 1, 2025, Interest Income WF Treasury Sweep September 2025 $106,309
  October 31, 2025, Interest Income LGIP EM- October 2025 $80,838
  October 31, 2025, October 2025 LGIP EM Share unrealized gain/(loss)
  November 1, 2025, Interest Income WF Treasury Sweep October 2025 $92,426
  November 30, 2025, Interest Income LGIP EM- November 2025 $81,320
  November 30, 2025, November 2025 LGIP EM Share unrealized gain/(loss)
  December 1, 2025, Interest Income WF Treasury Sweep November 2025 $94,812
  December 31, 2025, Interest Income LGIP EM- December 2025 $83,594
  December 31, 2025, December 2025 LGIP EM Share unrealized gain/(loss)
  Total Receipts: $6,596,301
  Uses
  Costs incurred in preparing GRTC Regional Public Transportation Plan
  Costs incurred in preparing GRTC Micromobility Plan: $(114,676)
  GRTC Operating and Capital Expense
  GRTC Operating Expense Qtr. 2 FY2026 Draw $(7,150,038)
  GRTC Capital Expense Qtr. 2 FY2026 Local Share Draw $(425,750)
  Total: $(7,575,788)
  Ending Balance @ December 31, 2025 $58,996,913
  Fund Balance Composition @ December 31, 2025
  Unrestricted Funds
  Restricted Funds: GRTC FY2021 Regional Public Transportation Plan preparation $18,362
  Restricted Funds: GRTC FY2022 Regional Public Transportation Plan preparation $200,000
  Restricted Funds: GRTC FY2022 Regional on Demand Micromobility Study
  Restricted Funds: GRTC FY2023 Regional Public Transportation Plan preparation $200,000
  Restricted Funds: GRTC FY2023 On Demand Micromobility Study
  Restricted Funds: GRTC FY2024 Regional Public Transportation Plan preparation $119,345
  Restricted Funds: GRTC FY2024 On Demand Micromobility Study $125,000
  Restricted Funds: GRTC FY2026 Regional Public Transportation Plan preparation $62,500
  Restricted Funds: GRTC FY2026 On Demand Micromobility Study $62,500
  Restricted Funds: GRTC FY2026/2027 GRTC Operating and Capital Expenses $58,209,206
  Total: $58,996,913
  CVTA Funds
  Balance @ December 31, 2025, in Wells Fargo $100,000
  Balance @ December 31, 2025, in Wells Fargo Treasury Sweep $33,448,407
  Balance @ December 31, 2025, in LGIP EM $25,448,506
  Total: $58,996,91351
  Wells Fargo Balance on December 31, 2025 $33,548,406
  Restricted Funds: GRTC FY2021 Regional Public Transportation Plan preparation $18,362
  Restricted Funds: GRTC FY2022 Regional Public Transportation Plan preparation $200,000
  Restricted Funds: GRTC FY2022 Regional on Demand Micromobility Study
  Restricted Funds: GRTC FY2023 Regional Public Transportation Plan preparation $200,000
  Restricted Funds: GRTC FY2023 On Demand Micromobility Study
  Restricted Funds: GRTC FY2024 Regional Public Transportation Plan preparation $119,345
  Restricted Funds: GRTC FY2024 On Demand Micromobility Study $125,000
  Restricted Funds: GRTC FY2026 Regional Public Transportation Plan preparation $62,500
  Restricted Funds: GRTC FY2026 On Demand Micromobility Study $62,500
  Surplus – Available for Investment – Treasury Sweep or LGIP $32,760,70052