SAFETY, SECURITY, AND TRANSIT PLANNING AND OPERATIONS

SAFETY, SECURITY, AND TRANSIT PLANNING AND OPERATIONS

Friday, March 22, 2019 2:00 PM

VTA Conference Room B-106 3331 North First Street

San Jose, CA

AGENDA

CALL TO ORDER

1. ROLL CALL

2. PUBLIC PRESENTATIONS:

This portion of the agenda is reserved for persons desiring to address the Committee on any matter not on the agenda. Speakers are limited to 2 minutes. The law does not permit Committee action or extended discussion on any item not on the agenda except under special circumstances. If Committee action is requested, the matter can be placed on a subsequent agenda. All statements that require a response will be referred to staff for reply in writing.

3. ORDERS OF THE DAY

CONSENT AGENDA

4. ACTION ITEM - Approve the Regular Meeting Minutes of February 22, 2019.

5. INFORMATION ITEM - Receive a report on the April 8, 2019 Transit Service Changes.

REGULAR AGENDA

6. INFORMATION ITEM -Receive information on VTA Joint Development Program 2018 Results and A Look Ahead for 2019.

7. INFORMATION ITEM -Receive information about the analytical techniques used in the Fast Transit Program to identify VTA's sources of delay.

Santa Clara Valley Transportation Authority Safety, Security, and Transit Planning and Operations March 22, 2019

OTHER ITEMS

8. Receive a report on the February 2019, Monthly Ridership and Fare Revenue Performance. (Verbal Report)

9. Receive a report on VTA's Safety and Security Programs. (Verbal Report)

• VTA’s Safety Vest Program (Verbal Report)

10. Items of Concern and Referral to Administration.

11. Review Committee Work Plan. (Evans)

12. Committee Staff Report. (Evans)

• Computer Aided Dispatch/Automated Vehicle Location (CAD/AVL) Project Update (Verbal Report)

13. Chairperson's Report. (Jones)

14. Determine Consent Agenda for the April 4, 2019 Board of Directors Meeting.

15. ANNOUNCEMENTS

16. ADJOURN

In accordance with the Americans with Disabilities Act (ADA) and Title VI of the Civil Rights Act of 1964, VTA will make reasonable arrangements to ensure meaningful access to its meetings for persons who have disabilities and for persons with limited English proficiency who need translation and interpretation services. Individuals requiring ADA accommodations should notify the Board Secretary’s Office at least 48-hours prior to the meeting. Individuals requiring language assistance should notify the Board Secretary’s Office at least 72-hours prior to the meeting. The Board Secretary may be contacted at (408) 321-5680 or [email protected] or (408) 321-2330 (TTY only). VTA’s home page is www.vta.org or visit us on www.facebook.com/scvta. (408) 321-2300: 中文 / Español / 日本語 /

한국어 / tiếng Việt / Tagalog.

Disclosure of Campaign Contributions to Board Members (Government Code Section 84308) In accordance with Government Code Section 84308, no VTA Board Member shall accept, solicit, or direct a contribution of more than $250 from any party, or his or her agent, or from any participant, or his or her agent, while a proceeding involving a license, permit, or other entitlement for use is pending before the agency. Any Board Member who has received a contribution within the preceding 12 months in an amount of more than $250 from a party or from any agent or participant shall disclose that fact on the record of the proceeding and shall not make, participate in making, or in any way attempt to use his or her official position to influence the decision. A party to a proceeding before VTA shall disclose on the record of the proceeding any contribution in an amount of more than $250 made within the preceding 12 months by the party, or his or her agent, to any Board Member. No party, or his or her agent, shall make a contribution of more than $250 to any Board Member during the proceeding and for three months following the date a final decision is rendered by the agency in the proceeding. The

Santa Clara Valley Transportation Authority Safety, Security, and Transit Planning and Operations March 22, 2019

foregoing statements are limited in their entirety by the provisions of Section 84308 and parties are urged to consult with their own legal counsel regarding the requirements of the law.

All reports for items on the open meeting agenda are available for review in the Board Secretary’s Office, 3331 North First Street, San Jose, California, (408) 321-5680, the Monday, Tuesday, and Wednesday prior to the meeting. This information is available on VTA’s website at http://www.vta.org and also at the meeting.

NOTE: THE BOARD OF DIRECTORS MAY ACCEPT, REJECT OR MODIFY

ANY ACTION RECOMMENDED ON THIS AGENDA.

Safety, Security, and Transit Planning and Operations

Friday, February 22, 2019

MINUTES

CALL TO ORDER

The Regular Meeting of the Safety, Security, and Transit Planning and Operations (SSTPO) Committee was called to order at 12:24 p.m. by Chairperson Jones in Conference Room B-106, Santa Clara Valley Transportation Authority (VTA), 3331 North First Street, San José, California.

1. ROLL CALL

Attendee Name Title Status Rich Tran Member Absent Cindy Chavez Member Absent Dev Davis Alternate Member N/A Lan Diep Member Present Susan Ellenberg Alternate Member Absent Glenn Hendricks Alternate Member Present Chappie Jones Chairperson Present

*Alternates do not serve unless participating as a Member.

A quorum was present.

2. PUBLIC PRESENTATIONS

Blair Beekman, Interested Citizen, expressed concern about VTA’s procurement process, closed circuit television (CCTV) policy, and increased sexual assault cases in San Jose.

3. ORDERS OF THE DAY

Chairperson Jones noted staff’s request to hear Agenda Item #11., Marketing Quarterly Report, as the first item on the Regular Agenda.

M/S/C (Diep/Hendricks) to accept the Orders of the Day.

NOTE: M/S/C MEANS MOTION SECONDED AND CARRIED AND, UNLESS OTHERWISE INDICATED, THE MOTION PASSED UNANIMOUSLY.

4

Safety, Security, and Transit Planning and Operations Minutes Page 2 of 7 February 22, 2019

RESULT: ACCEPTED – Agenda Item #3 MOVER: Lan Diep, Member SECONDER: Glenn Hendricks, Alternate Member AYES: Diep, Jones, Hendricks NOES: None ABSENT: Chavez

4. Conduct Voting to Determine the Committee's Vice Chairperson for Calendar Year

2019

Chairperson Jones opened the floor for nominations for the position of 2019 Safety, Security, and Transit Planning and Operations (SSTPO) Vice Chairperson. The Committee nominated Cindy Chavez as Vice Chair for 2019.

M/S/C (Diep/Hendricks) to close the nominations and elect Cindy Chavez as the 2019 SSTPO Vice Chairperson.

RESULT: APPROVED – Agenda Item #4 MOVER: Lan Diep, Member SECONDER: Glenn Hendricks, Alternate Member AYES: Diep, Jones, Hendricks NOES: None ABSENT: Chavez

CONSENT AGENDA

5. Regular Meeting Minutes of December 21, 2018

M/S/C (Diep/Hendricks) to approve the Regular Meeting Minutes of December 21, 2018.

6. 2019 SSTPO Committee Meeting Schedule

M/S/C (Diep/Hendricks) to approve the 2019 SSTPO Committee Meeting Schedule.

7. Transit Operations Performance Report - Q2 FY2019

M/S/C (Diep/Hendricks) to receive the FY2019 Second Quarter Transit Operations Performance Report.

RESULT: APPROVED – Consent Agenda Items #5 - #7 MOVER: Lan Diep, Member SECONDER: Glenn Hendricks, Alternate Member AYES: Diep, Jones, Hendricks NOES: None ABSENT: Chavez

4


REGULAR AGENDA

The Agenda was taken out of order.

11. Marketing Quarterly Report

Bernice Alaniz, Director of Marketing and Customer Service; and Dino Guevarra, Market Development Manager, provided a presentation titled “VTA 2018/2019 Marketing Activities,” highlighting the following: 1) Ridership-Results October 2018 vs. October 2017; 2) EZfare; 3) Rock ‘n’ Roll Marathon San Jose; 4) Holly Trolley; 5) Soluciones Que Te Mueven; 6) SmartPass Program; 7) Regional Carpool Program; 8) National Collegiate Athletic Association (NCAA) College Football Playoff (CFP) Event; and 9) NCAA CFP Advertising Wrap.

Members of the Committee provided the following comments: 1) implement lessons learned from October 2018’s increase in ridership; and 2) consider an integrated app to enhance customer experience.

On order of Chairperson Jones and there being no objection, the Committee received Marketing Quarterly Report.

8. Transit Speed Policy

Tamiko Percell, Transportation Planner III, provided a presentation titled “Transit Speed Policy,” highlighting the following: 1) Policy consistency; 2) Fast transit program; 3) VTA transit speeds are declining; 4) Causes of delay in the frequent network; 5) Route by route analysis of delay; 6) Fast transit program toolbox; 7) Policy guiding principles; and 8) Next steps.

Public Comments

Mr. Beekman opposed the transit speed policy and urged keeping transit at the current slow speed.

Roland Lebrun, Interested Citizen, commented traffic signal issues contribute to slow transit speed and suggested a solution to address the issue.

Edward Mason, Interested Citizen, inquired about the cost of congestion systemwide and noted that signal preemption already existed back in the 80s.

M/S/C (Diep/Hendricks) to recommend that the VTA Board of Directors approve a Transit Speed Policy for VTA.

4


RESULT: APPROVED – Regular Agenda Item #8 MOVER: Lan Diep, Member SECONDER: Glenn Hendricks, Alternate Member AYES: Diep, Jones, Hendricks NOES: None ABSENT: Chavez

9. Draft 2016 Measure B Innovative Transit Service Models Competitive Grant

Program Framework

Jane Shinn, Senior Management Analyst, provided an overview of the staff report. She also noted comments gathered from Advisory and other Standing Committees.

Members of the Committee provided the following comments: 1) prioritize projects that can be piloted and expanded to the rest of the network; and 2) encourage innovative project proposals.

M/S/C (Diep/Hendricks) to recommend that the VTA Board of Directors approve the draft framework of the proposed 2016 Measure B Innovative Transit Service Models Competitive Grant Program.

RESULT: APPROVED – Regular Agenda Item #9 MOVER: Lan Diep, Member SECONDER: Glenn Hendricks, Alternate Member AYES: Diep, Jones, Hendricks NOES: None ABSENT: Chavez

10. Proposal for 2019 New Transit Service Plan

Jay Tyree, Senior Transportation Planner, provided a presentation titled “2019 New Transit Service Plan,” highlighting the following: 1) Background; 2) VTA Board direction for the 2019 New Transit Service Plan; 3) Two types of transit routes; 4) Fundamentals of the Next Network service plan; 5) Proposed light rail service; 6) Bus service improvements; 7) Bus service cuts; 8) Ridership impact; 9) More county residents and jobs near frequent transit; 10) Other impacts to be analyzed; 11) Community engagement update; and 12) Next steps;.

Public Comment

Mr. Beekman expressed concern about the proposals for Lines 22, 65, and Almaden Valley.

A Member of the Committee encouraged staff to provide a better context to the public when presenting the proposed changes by: 1) show VTA’s financial situation; 2) emphasize that the New Transit Service Plan is about redistributing and not cutting service; and 3) cost implications of operating Express Bus and Bus Line 22.

4


On order of Chairperson Jones and there being no objection, the Committee received an update on the development of the 2019 New Transit Service Plan.

OTHER ITEMS

12. January 2019, Monthly Ridership and Fare Revenue Performance

Chairperson Jones noted that the January 2019, Monthly Ridership and Fare Revenue Performance report was contained on the dais.

Public Comment

Mr. Beekman expressed concern about the proposed redistribution of service.

On order of Chairperson Jones and there being no objection, the Committee received the January 2019, Monthly Ridership and Fare Revenue Performance Report.

13. VTA's Safety and Security Programs

David Lera, Santa Clara County Sheriff Captain; introduced Sergeant Ryan Elder, Federal Bureau of Investigation (FBI) Joint Terrorism Task Force (JTTF); Detective Robert Aviles; Northern California Regional Intelligence Center (NCRIC); Marianne Dondero, Transportation Security Administration (TSA); and Benjamin Kreher, TSA. These individuals provided a presentation entitled “Beyond the Beat,” and highlighted the multi-disciplinary approach in analyzing and sharing intelligence information among local law enforcement and national agencies such as the FBI and TSA.

Public Comment

Mr. Beekman suggested updating VTA’s CCTV policy and expressed concern about the increased sexual assault cases in the City of San Jose.

A Member of the Committee requested a safety and security report, comparing pre and post security funding increase.

On order of Chairperson Jones and there being no objection, the Committee received VTA’s Safety and Security Programs report.

14. Items of Concern and Referral to Administration

There were no Items of Concern and Referral to Administration.

15. Committee Work Plan

On order Chairperson Jones and there being no objection, the Committee reviewed the Committee Work Plan.

4


16. Committee Staff Report

• 2016 Measure B

Inez Evans, Chief Operations Officer and Staff Liaison, provided an update about the 2019 anticipated activities for the 2016 Measure B.

• Vehicle to Grid Integration (VGI) Project

Gary Miskell, Chief Information Officer, provided a presentation titled “VTA’s Transition to Electric Vehicle (EV) bus,” highlighting the successful implementation of the Vehicle to Grid Integration project including data collection and advanced monitoring, alerts and reporting.

Public Comment

Mr. Beekman expressed concern about the electric bus service and distribution of the 2016 Measure B funds.

Mr. Lebrun expressed concern about the location of the EV bus charging stations and suggested having a Metro Airport charging station.

On order Chairperson Jones and there being no objection, the Committee received the Committee Staff Report.

17. Chairperson's Report

There was no Chairperson’s Report.

18. Determine Consent Agenda for the March 7, 2019 Board of Directors Meeting

CONSENT:

Agenda Item #8., Recommend that the VTA Board of Directors approve a Transit Speed Policy for VTA.

REGULAR:

None.

19. ANNOUNCEMENTS

There were no Announcements.

4


20. ADJOURNMENT

On order of Chairperson Jones and there being no objection, the meeting was adjourned at 2:03 p.m.

Respectfully submitted, Michael Diaresco, Board Assistant VTA Office of the Board Secretary

4

Date: February 25, 2019 Current Meeting: March 22, 2019 Board Meeting: April 4, 2019

BOARD MEMORANDUM TO: Santa Clara Valley Transportation Authority Safety, Security, and Transit Planning and Operations

THROUGH: General Manager, Nuria I. Fernandez

FROM: Director - Planning & Programming, Chris Augenstein SUBJECT: Transit Service Changes - April 8, 2019

FOR INFORMATION ONLY

BACKGROUND:

VTA implements transit service changes quarterly in January, April, July, and October. Major service changes are typically planned for implementation in July to coincide with each fiscal year, while minor service changes are planned for each quarter. Major service changes must be submitted to the VTA Board of Directors for review and approval. For Title VI compliance purposes, all major service changes also require that VTA staff perform a Service Equity Analysis.

The following modifications are considered “major” service changes as adopted by the VTA Board of Directors:

▪ Establishment of a new transit line or service. ▪ Elimination of a transit line or service. ▪ Route change that impacts 25 percent or more of a line’s route miles. ▪ Span of service or frequency changes affecting 25 percent or more of a line’s revenue

vehicle hours. ▪ Series of changes on a single route which are included in the annual transit service plan

and cumulatively meet any of the above criteria. ▪ Proposed changes that are anticipated to be controversial with a particular community or

interested parties based on public feedback. ▪ Systemwide change concurrently affecting five percent or more of the total system

revenue hours.

Service change proposals that do not meet the criteria for major service changes are handled at the staff level and are still subject to an appropriate level of community review and comment.

5

of 2

DISCUSSION:

In June 2017, the VTA Board of Directors approved the Next Network Transit Service Plan, for implementation coincident with the introduction of BART service at Milpitas and San Jose / Berryessa stations. VTA Planning is amidst the development of our forthcoming transit service plan for late 2019, called the 2019 New Transit Service Plan, scheduled for implementation concurrent with the opening of BART Phase 1. In the interim, quarterly transit service changes, such as this one, focus on adjustments to VTA's current service to improve schedules and connections.

The following service changes will take effect on Monday, April 8, 2019: Major Service Changes

No major service changes.

Minor Service Changes

1. DASH: The timepoint will be moved from 4th & San Fernando to 4th & San Carlos. Schedule changes will be made to coordinate with the new Caltrain schedule that will take effect on April 1.

2. The following bus routes will have weekday schedule adjustments to improve

running times, on-time performance, transfers, and operator layovers: 10, 13, 14, 16, 17, 18, 19, 22, 23, 32, 35, 39, 42, 45, 52, 54, 55, 57, 61, 62, 63, 66, 68, 71, 81, 82, 101, 102, 103, 122, 180, 181, 323.

3. The following bus routes will have Saturday schedule adjustments to improve

running times, on-time performance, transfers, and operator layovers: 14, 17, 19, 22, 23, 32, 39, 48, 49, 57, 66, 68, 82, 323.

4. The following bus routes will have Sunday schedule adjustments to improve

running times, on-time performance, transfers, and operator layovers: 14, 17, 19, 22, 23, 39, 48, 49, 57, 66, 68, 82, 181, 323.

Prepared By: Jay Tyree Memo No. 6739

5

Date: February 28, 2019 Current Meeting: March 22, 2019 Board Meeting: April 4, 2019



FROM: Deputy General Manager/Chief Financial Officer, Raj Srinath SUBJECT: VTA Joint Development Program 2018 Results and A Look Ahead for 2019


BACKGROUND:

Purpose and Overview

VTA’s Joint Development (JD) Program made substantial progress in 2018 in its work to create mixed-use, mixed-income Transit-Oriented Development (TOD) on VTA-owned sites through public-private partnerships with developers pursuant to long-term ground leases. At the same time significant new challenges emerged due to shifting market conditions. This memorandum summarizes the results of 2018 work, assesses new challenges and their implications for work in 2019 and beyond, and provides a “look ahead” at staff’s 2019 work plan to address these matters.

The current Board-adopted JD Policy identifies three goals for JD projects and the overall program: (1) revenue generation; (2) increases in ridership; and (3) enhancement for residents and neighbors that support creation of Transit-Oriented Communities surrounding VTA stations.

The Board previously designated 25 VTA-owned sites that comprise 175 acres as the “JD Portfolio.” Sites purchased for construction staging areas for transit capital projects and authorized for JD are added to the JD Portfolio when work is completed. A list of the sites, with a fact sheet for each one, is on the VTA website at: http://www.vta.org/realestate/portfolio

Joint Development Process. Staff continually reassesses JD sites based on their potential to advance JD goals; capture current market demand; get feasible local jurisdiction entitlements; obtain community support; and result in feasible TOD projects, among other factors. Before staff asks the Board to authorize a competitive offering for a JD site, the local community, elected officials, and local agencies are engaged to identify community goals as well as challenges. Following Board authorization, a competitive offering (Request for Qualifications, or RFQ, or Request for Proposals, or RFP) is conducted. Staff evaluates submittals and recommends to the Board award of an Exclusive Negotiations Agreement (ENA) or other action. After the Board

6

of 6

authorizes an ENA, staff continues to engage the local community and works with the developer on the terms and conditions of a binding Development Agreement (DA) for Board review and approval. Once the DA is signed, and the developer satisfies all conditions including final design approval, financing, and building permits, VTA enters into a ground lease with the developer.

Joint Development 2018 Results

Staff made significant progress in advancing JD projects in 2018 pursuant to Board authorizations. Key results include:

• Tamien Station: affordable housing was increased to 24% of all units in the proposed 569 unit project, project design was refined and station improvements added, and negotiations progressed towards a proposed DA;

• Former Evelyn Park and Ride: staff worked with the City on negotiations a ground lease for a 100% affordable 180 unit project, with the City leading developer selection and project development based on its experience and funding;

• I-880/Alder Park and Ride: staff first engaged an adjacent developer, per Board authorization. After this did not lead to an agreement, staff conducted a competitive RFQ. One response for a hotel was received to the RFQ, and a RFP was prepared for the responding developer after review with the Federal Transit Administration (FTA).

• Blossom Hill Light Rail Station: a competitive RFP offering was conducted. This resulted in one proposal that staff evaluated for a mixed-use residential project with 232 market-rate units and 68 affordable units. After review with FTA, staff forwarded to the Board a recommendation for award of an ENA to the submitting developer.

• TOD Parking Policy: work on options for replacement parking in JD projects led to Board adoption of a policy to provide clarity to the public, local communities and developers on VTA’s approach to JD parking. It is companion to the Board-adopted Station Access Policy.

DISCUSSION:

Challenges for JD Projects

Two of the developer RFQs and RFPs that were conducted in 2018 resulted in only one submittal. Worse, at two sites - Curtner and Milpitas BART - no submittals were received. These disappointing outcomes led staff to engage its expert development consultants to conduct thorough interviews with all developers who expressed interest during the RFQ and RFP process. This work identified multiple challenges going forward:

Market and Feasibility Challenges. The continued increase in construction costs, growing at a faster rate than rents, is reducing the feasibility of new market-rate multifamily rental residential development. Even with high rents, higher development costs make it tough for developers to hit the returns they and their investors require. In the near-term, the only way to fix this equation is to reduce how much is paid for land. The VTA JD Program strategy for ground leases on residential mixed-use TOD works best with multifamily rental projects. Aside from a limited

6

of 6

number of high-rise projects, recent market conditions have not supported new market-rate multifamily for-sale projects, and there is limited local history of such projects being developed on ground leases. History shows that the feasibility of various types of project changes, in previous economic cycles the Bay Area went for long stretches with no new market-rate multifamily rental residential development as these projects were not economically feasible.

Developer Risk Assessments. The increase in development costs (including tariffs on building materials), a downward trend in nearly all global economic indicators, and political volatility in the US caused developers to become much more cautious in the latter part of 2018. Talk of increasing odds for a recession in the next 12 to 24 months added to this caution. Most developers at this point in the economic cycle have a pipeline of projects they can work on, many of which have locked in lower land values. These factors have led developers to be much more selective about taking on new projects where they need to pay fair market value for land. The resulting “higher bar” for new projects reduces the extent of interest in VTA JD sites.

Selection Procedures and Requirements. Over the past 2 years, JD offerings have mostly been single round RFPs as staff sought to start multiple projects before market conditions shifted. Many developers stated more willingness to proceed in a two-round process, with a RFQ first for qualifications only without preparation of a detailed development proposal. This leads to a second RFP limited to a short-list of most qualified developers. It should be noted, however, that a first-round RFQ was issued for the I-880/Alder JD site, and even with direct marketing to hotel developers - many who said they would submit qualifications - there was only one submittal.

Smaller affordable housing developers noted that VTA RFP requirements for payments of deposits and the timing of payments can be challenging. Staff will look at revisions that provide more flexibility and still allow VTA to recover its JD project costs.

Entitlements. 17 of 25 JD sites are in the City of San Jose. A number are not in Urban Village Plan areas; or have land use designations that do not allow residential mixed-use when that is the only feasible project type at that location; or have other General Plan policy-based restrictions that make TOD infeasible. Without change, it is impossible to attract developers to build TOD at a half dozen or more of these JD sites. A collaborative approach with the City of San Jose is needed to create market-based land use designations at VTA JD sites and more flexible applications of policies, however, staff’s efforts to do this have to date been unsuccessful.

Lessened Competition. These challenges are expected to continue to reduce the number of submittals in future RFQs and RFPs. Near term, VTA should be willing to proceed with a proposed JD project even if only one submittal is received if the project presents a real opportunity to achieve VTA goals and objectives for JD. More staff work will be required to identify interested parties and engage them to be prepared for competitive offerings. In some circumstances, such as for complex projects, it may be advantageous to use an RFQ to select the most qualified developer and then jointly formulate the optimal project. Based on recent discussions with FTA, as long as VTA can document that its RFQ/RFP requirements are not overly restrictive, RFQ/RFP opportunities have been widely offered, and external factors limit submittals, FTA’s requirements for “adequate competition” can be deemed to have been met.

6

of 6

Shifting VTA’s Near-Term Approach to TOD

These recent changes in market conditions mean that for at least the next 12 to 24 months - and longer if the economy enters a recession or new multifamily rental residential development becomes largely infeasible - VTA is more likely to succeed with mixed-income JD projects with a higher proportion of affordable housing (up to 50% affordable) and projects with 100% affordable housing. New funding sources - including County Measure A and California Propositions 1 and 2 last November - and other policy changes have provided flexibility to use affordable housing funds to support mixed-income development, including market rate units. Market cycles have a lesser impact on many affordable housing funding sources, and developers of these projects do not make decisions based on market or return on investment calculations.

A shift in VTA’s focus would address the urgent need for more affordable housing in the County, and it would still allow VTA to generate substantial new revenues, even with some discounts from fair market value for affordable housing units. Affordable housing developers are used to competing with market rate developers for sites, and most affordable housing funding sources allow payments for land to be included in the project budget that they approve.

Staff still intends to pursue a limited number of commercial developments that are feasible based on analysis by VTA development consultants. Institutional users, such as education, health case, and government present good opportunities because their demand is not as tied to market cycles, although it is very difficult to predict the timing or extent of their interest.

Pursuing New Affordable Housing Initiatives

Staff is evaluating a variety of new initiatives focused on increased affordable housing in JD projects. This includes aligning our approach to JD projects to match new funding sources, and efforts to broaden the benefits that VTA and Santa Clara County receive, including:

Workforce Housing. The past year has seen increased focus on housing to serve the “Missing Middle”, typically defined as households that are low to moderate income, earning from 60% to 120% of Area Median Income who are unable to afford current market rental rates. These projects are challenging because many of the funding sources for more deeply affordable units are not available. New funding sources may help the feasibility of such projects. Staff intends to look at opportunities to include some rental units affordable to households at up to 80% or more of Area Median Income, subject to Board approval on a project-by-project basis. The intent is that these units would be an addition to the current VTA affordable housing policy portfolio goal for 35% of all new residential units to be affordable to low and very low income households.

Affordable Homeownership. A couple JD sites, due to a combination of land use designations and being surrounded by single-family residential neighborhoods, are problematic for dense multifamily residential development at 75+ dwelling units per acre, the minimum in VTA’s Station Area Service Guidelines. These sites are more likely to successfully obtain entitlements for townhouse-type units, which do not work well for rental residential. Staff is evaluating the potential to do one or two pilot affordable homeownership projects on ground leases, targeted at households up to 120% of Area Median Income. Staff is working to present to the Board by mid-year a proposal for an RFQ for this type of project.

6

of 6

Agency Partnerships. Staff is at an initial stage of discussing a potential partnership with the County of Santa Clara’s Office of Supportive Housing for a collaborative approach to 100% affordable housing projects at up to 4 VTA JD sites. These projects would leverage Measure A funds. The respective staffs are working to flesh out how such a partnership would work, and formulate a proposal for VTA Board consideration later this year.

VTA staff will also explore with the City of San Jose Housing Department a “master plan” approach to engage the Department’s support for increased affordable housing production at the 15 JD sites in the City of San Jose with potential for residential development.

Neighborhood and Workforce Preferences. Staff is evaluating options for neighborhood level preferences for new affordable housing units that are consistent with fair housing law. Tamien neighborhood residents have pushed for this because of the proposed JD project there and the high level of need in the neighborhood. Staff is working with the General Counsel’s office to evaluate options, with the intent to bring to the Board a proposed policy for an appropriate preference for neighborhood residents for up to one-third of new affordable units in JD projects.

Staff is also studying a potential preference for VTA employees whose household incomes fall within the categories for new affordable housing units in a JD project. Such a preference would need to be based on a compelling public interest, for example making it available only to “essential” personnel who need to be nearby to operate VTA transit services in a natural disaster or other emergency, including coach and light operators, mechanics, and key yard personnel. Such a preference could be considered for up to 15% of new affordable units in a project. Staff is working to formulate a legally viable proposed policy for Board consideration later this year.

New Initiatives: Mixed-Use Development

There are several JD sites for mixed-use development that have near-term market potential, or that staff believes warrant work on planning and entitlements to set the stage for a future JD project as market conditions improve. These include:

• Cerone Yard: Based on an unsolicited proposal for an R&D and office project on approximately 40 underutilized acres, and previous Board authorization for an RFQ/RFP, staff is working to identify lower-cost options to relocate current parking and ancillary activities prior to RFQ/RFP issuance.

• River Oaks: Staff has submitted an initial review application to the City of San Jose to explore the potential to obtain residential mixed-use entitlements for this 17-acre site if the City adopts modifications it has discussed to its North San Jose Strategy to allow more near-term residential development. If this becomes a possibility it could facilitate relocation of VTA’s administrative offices to a more central location.

VTA 2019 TOD Work Plan

Staff intends to reposition the JD Program as the “TOD Program” so our terminology matches what is commonly used by the public, cities, and developers (“Joint Development” in a confusing transit-agency only term tied to FTA circulars for projects with a federal interest).

6

of 6

Staff’s 2019 TOD work plan involves continuing current TOD projects now underway and shifting work on new projects to sites better suited to affordable housing development. These sites are highlighted on the maps in Attachments A, B, and C. This work and new initiatives and pilot programs would set the stage for future Board review and approval of TOD projects:

(1) Advance the current TOD projects at Tamien, Evelyn, Santa Clara, and (if approved by the Board) Blossom Hill projects;

(2) Complete successful RFQ/RFP processes for I-880/Alder and Cerone Yard;

(3) Work with potentially interested parties identified from the prior RFPs to see if more flexible approaches would result in a successful RFQ/RFP at Milpitas BART and Curtner;

(4) Try again to engage the City of San Jose in a collaborative approach to address General Plan-related issues so that more TOD projects can be built at VTA stations in the City;

(5) Develop new initiatives for Board consideration, as described in this memo, that could lead to a significant increase in TOD affordable housing at VTA sites; and

(6) Add to future RFQs/RFPs, at the time of Board authorization, guidance that affordable housing units need to generate significant revenues for use of VTA land, but it does not need to reflect fair market value (new market-rate residential would retain a fair market value standard).

Discussion with the Board of Directors, current research and analysis, and the experience gained from new initiatives and current and new TOD projects would inform a more comprehensive staff proposal to the Board later in 2019 for refinements and revisions to the VTA TOD Policy (JD Policy).

Prepared By: Ron Golem & Jessie O'Malley Solis Memo No. 6929

6

Attachment A6.a

Attachment B6.b

Attachment C6.c

VTA Joint Development

Program: 2018 Results;

Look Ahead for 2019

Standing Committees

March 2019

CMPP Item No. 13

A&F Item No. 17

SSTPO Item No. 6

Agenda

• 2018: Accomplishments & Challenges

• Responding to Challenges

• 2019 Workplan & Other Considerations

• Summary & Discussion

3

Goals:

1. Ridership

2. Revenue

3. Transit-Oriented Communities

4

2018: Accomplishments

• Tamien Station:

• Increase in affordable units to 24%; Project design & station improvements progress

• Evelyn:

• Collaboration with City of Mountain View for 100% Affordable Housing

5

2018: Accomplishments

• Blossom Hill:

• RFP issued; Board approval for ENA

• I-880/Alder:

• Request for Qualifications (RFQ) issued; RFP pending

• TOD Parking Policy:

• Address transit parking at JD sites; Approved by Board

7

2018: Challenges

• Market feasibility, construction costs rising faster than rents:

less return to land

• Developer risk assessments: higher bar for new projects

• Selection procedures and requirements: impacts interest

• Entitlements: not all sites developable, even for affordable housing

• Result is smaller pool of interested developers

8

Responding to Challenges

• Workforce Housing

• Affordable Homeownership

• Agency Partnerships

• Neighborhood & Workforce Preferences

Pursue New Affordable Housing Initiatives:

9

2019 Workplan

• Reposition the JD Program as the “TOD Program”

• Continue to advance current projects

• Complete successful RFQ/RFP’s at Cerone & I-880/Alder

• Pilot projects: new development types; funding; programs

10

2019 Workplan

• Engage developers, build interest in VTA sites

• Collaborate with City of San Jose on entitlement challenges

• Apply lessons learned to revise TOD Policy late 2019

11

The Path Forward

• New TOD projects, even with challenging economics, help VTA meet revenue, ridership, and transit-oriented communities goals

• Emphasize affordable housing near-term; predevelopment work on highest revenue-potential sites for upturn in market conditions

• Pursue partnerships to maximize support for affordable housing potential; create pathways for mixed-use TOD entitlements

12

Discussion

Date: March 14, 2019 Current Meeting: March 22, 2019 Board Meeting: April 4, 2019



FROM: Director - Planning & Programming, Chris Augenstein SUBJECT: Fast Transit Program - Speed and Reliability Analysis Methodology


BACKGROUND:

VTA’s Fast Transit Program is a policy and planning effort that seeks to accomplish the goals of increasing transit speeds and improving on-time reliability within VTA’s transit network. The Fast Transit’s major components are the development and adoption of a transit speed policy that is supported at the municipal level, a comprehensive examination of the causes of VTA’s declining speeds and reliability, recommended mitigation strategies, and a program of short and long-term speed improvement projects. Earlier this month, the VTA Board of Directors adopted a Transit Speed Policy that provides a framework for staff to pursue the types of speed improvements necessary to make transit fast and reliable. This report describes the methods staff is using to identify and examine the sources of delay within the transit network as well as information about the types of mitigation strategies being considered within the Fast Transit Program. DISCUSSION:

Frequent Network

VTA’s Transit Speed Policy directs staff to focus speed and reliability efforts primarily within the frequent network, which consists of VTA’s core routes that provide service every 15 minutes or better during weekdays (all light rail lines, rapid lines 500, 522, 523 and routes 22, 23, 25, 26, 57, 60, 61, 64, 66, 68, 70, 72, 73, 77). These are VTA’s most productive routes and carry over 80% of our passengers.

7

diaresco_m

Typewritten Text

diaresco_m

Typewritten Text

diaresco_m

Typewritten Text

diaresco_m

Typewritten Text

diaresco_m

Typewritten Text

diaresco_m

Typewritten Text

diaresco_m

Typewritten Text

diaresco_m

Typewritten Text

diaresco_m

Typewritten Text

diaresco_m

Rectangle

of 6

Causes of Speed Declines

Transit vehicles face consistent speed challenges along their routes that quickly compound into significant delay that is difficult to recover from. The many sources of delay can be categorized into three main causes of transit speed declines:

• Increased vehicle congestion - Economic growth, low gas prices, abundant free parking, and land use intensification increase demand on the transportation network, increasing congestion and slowing all vehicles. VTA’s frequent network buses spend 43% of their time moving along their routes in varying levels of congestion.

• Increased delay at signals - As traffic congestion levels increase, cities respond by adjusting traffic signal timing. Often, this includes lengthening signal cycles or giving more time to some movements. In some cases, this means transit vehicles experience more time waiting at red lights. VTA’s frequent network buses spend 32% of their time delayed at signals.

• Dwell time at stops/stations - The frequency of stops, the time it takes passengers to board and alight, and the time a bus takes to re-enter traffic flow impact dwell time. VTA’s frequent network buses spend 25% of their time dwelling at bus stops.

Analyzing Delay

We are performing a comprehensive route by route analysis of the three main causes of speed declines to identify all the sources of delay in the frequent network. The analysis will inform development of cost-effective and context-sensitive recommendations for slow speeds. The iterative process includes research, operations data analysis, riding routes, operator engagement, field observations, and internal review. The result will be global recommendations for system-wide speed improvements, and route-level recommendations for the frequent network routes. Details about the analysis are as follows: Research

• Other Transit Agencies - Transit agencies across the nation are struggling with declines in transit travel speeds and on-time performance, and many have undertaken efforts to address this problem. Staff performed a comprehensive review of speed improvement programs, projects, and strategies implemented by other transit agencies, such as Portland, Chicago, Seattle and Austin, to learn from their challenges, successes, and failures. Where possible, this included the methodologies used to identify speed and reliability problems.

• Best Practices - In addition to learning from other transit agencies, staff researched best practices put forth by authorities on land-use, operations, and design for transit supportive environments such as the National Association of City Transportation Officials (NACTO), TransitCenter, the American Public Transportation Association (APTA), and the Transportation Research Board (TRB).

• Local Plans and Policies - Staff reviewed the General Plans and other planning documents produced by local jurisdictions to learn about and document existing transit

7

diaresco_m

Rectangle

of 6

supportive policies.

Operations Data

Staff aggregated multiple industry-standard operations data into one comprehensive database that includes ridership, passenger loads, travel speeds, dwell times, bus stop characteristics, on-time performance, and other transit operations data. Using Swiftly software, staff has easier access to large volumes of real-time data collected from VTA buses. When combined with data analytic capabilities made possible using Tableau software, this is the first-time staff has performed an analysis of this magnitude. Combining the data allows staff to look at problems in new ways and make recommendations based on all available data.

Riding Routes and Supplemental Data Collection

The best way to understand transit is to ride transit. Riding highlights the passenger experience, travel time, and the unique operational challenges that transit vehicles face on their routes. Staff is riding each route during peak hours to observe and time the sources of delay that are not apparent in the operations data analysis. For example, the time a passenger spends paying with cash cannot be identified in dwell time data.

Operator Engagement

Operators are the experts of their routes with knowledge about speed and reliability issues hidden in the data, such as bus stops that are slow to access because of closely parked vehicles. Staff conducted outreach at VTA’s three bus yards and with the Joint Workforce Investment (JWI) to interview operators about the speed and reliability challenges specific to their routes or navigating a bus or light rail vehicle in general. Staff received over 200 hundred comments to inform the analysis. Staff also attends schedule adherence and other operations meetings. Field Observations

Field observations are performed at specific locations, intersections and bus stops to observe and investigate the causes of slow speeds, collect data and develop context-sensitive solutions.

Internal Review

VTA experts in operations, scheduling, bus stops and service planning reviewed analysis and provide historical context and current knowledge about slow zones.

Potential Mitigation Strategies

Per the VTA Transit Speed Policy, staff is identifying potential solutions to mitigate sources of delay and improve transit speed. Solutions are based on the peer agency and best practices research, as well as the types of problems we are seeing in the analysis. Some of the tools can be implemented by VTA but most require partnerships with local jurisdictions who control the intersections and streets on which VTA operates. The following list contains some of the speed and reliability tools that show promise to make transit fast and reliable: Traffic (Intersection) Control

The approach to traffic control has in some cities evolved from maximizing vehicle-throughput to maximizing person-throughput. Accordingly, a strong case be made that transit vehicles that

7

diaresco_m

Rectangle

of 6

carry large volumes of passengers should be prioritized over private automobiles that carry fewer passengers.

• Transit Signal Priority - TSP can take the form of extending green lights for approaching transit vehicles, shortening red light durations for waiting transit vehicles or turning a red-light green as a transit vehicle approaches. On some corridors consideration should be given to providing transit with transit signal pre-emption which allows buses or trains to pre-empt signals to get a green light at the intersection. TSP works especially well when combined with queue jumps or restricted turning movements.

• Queue Jumps - Combing short dedicated transit facilities with a leading bus light or transit signal priority allows buses to easily enter traffic flow in a priority position. Strategically placed queue jumps reduce delay considerably, particularly where transit operates in the right lane.

• Turning Movements - Restricting an existing general-purpose traffic turning-movement at an intersection while allowing buses to make the movement can free up road space while supporting streamlined bus routing that saves time and improves convenience.

Operations

These operations improvements fall mostly within VTA’s purview. • Fast Boarding - Transit agencies are successfully reducing dwell time and gaining speed

by allowing passengers to board through all doors, requiring off-board fare collection, and encouraging non-cash forms of payment.

• Bus Stop Balancing - Choosing bus stop locations is a balance between ease of access, which encourages close stop spacing, and speed, which encourages wide stop spacing. The route designer must balance convenience to the rider who is boarding/alighting with the delay incurred by riders who are traveling through.

• Eliminating timepoints - Buses ahead of schedule would no longer have to wait at timepoints, which delays customers on board. Ideally, time point elimination would be combined with dynamic headway tracking technology, which allows drivers to track where they are in relation to other buses. This allows drivers to maintain even spacing.

• Operating policies and procedures - Ensure VTA’s internal operating policies and procedures do not inadvertently slow down or delay service.

• Service Design - Design routes to operate as directly as possible to maximize speed for the bus and minimize travel time for passengers.

• Yield to Bus Law - Requiring vehicles to yield to transit buses that have signaled their intention to re-enter traffic flow may help reduce dwell time at stops.

Infrastructure

Small infrastructure investments can reap rewards for transit speed and reliability • In lane stopping - Boarding islands or bulb-outs that enable the bus to stop in the travel

lane to board/alight passengers decreases the time spent pulling in and out of bus stops, particularly in congested areas. This strategy is best accompanied by fast boarding strategies to minimize the delay incurred by vehicles that are behind the bus.

• Bus Stop Improvements - Fixing issues such as curb inconsistencies supports bus ramp deployment and easier boarding for passengers who require a ramp to board or alight.

• Lane Widths - Ensuring street improvements allow adequate width for transit vehicles

7

diaresco_m

Rectangle

of 6

prevents slowing and can even make transit faster with complementary treatments. Dedicated Transit Lanes

Some agencies have found that dedicated transit lanes are the most effective way to maximize person throughput and prevent traffic congestion from delaying high-capacity vehicles. While this can be difficult, politically, it is easily the most effective way of decreasing travel time and improving on-time reliability. Early analysis shows that even short ½ block or one block segments of bus lanes in targeted areas would provide noticeable speed and reliability benefits. Policies and Procedures

• VTA - Ensure VTA’s internal operating policies and procedures do not inadvertently slow down or delay service.

• Local Jurisdictions - Plans and policies that prioritize the people throughput of intersections and intensify growth near transit in ways that encourage short trips helps prevent speed declines and empowers city staff to implement changes in favor of transit. We have heard from city staff that current technology can support transit priority, but they lack policy direction.

• Agreements - Partnership agreements for operations and maintenance of speed improvements clarifies roles and ensures speed improvements are maintained and enhanced long after the initial installation or construction.

Next Steps

Staff will present to the Committees a presentation showing the analytical techniques used to identify VTA’s sources of delay and present some early results of the analysis. In a few months, we will return with sample routes for discussion, and recommendations will be included in a report later this year. Concurrently, we will continue conversations with Santa Clara County cities about the potential for improving transit travel speeds. We hope the Board of Directors will continue to guide local jurisdictions to adopt their own set of transit supportive policies principally within the frequent network.

ADVISORY COMMITTEE DISCUSSION/RECOMMENDATION:

The Technical Advisory Committee (TAC) received this information at their March 13, 2019 meeting. Members of the committee had the following comments: 1) Are faster payment methods or increasing Clipper and app penetration part of this program; 2) Was delay calculated as over and above expected delay; 3) A suggestion that it would be helpful to report the traffic-back up delay on El Camino where buses have trouble getting out of a duck-out because that could help make a case for a queue jump; 4) Please consider scooters in your analysis; 5) Is directional split included in the analysis; 6) Is delay double counted where intersections and stops are closely spaced; 7) Request Staff start city engagement early in the analysis/recommendation process to ensure a conflict does not occur between VTA recommendations and city plans; 8) Is staff considering the impact of TNC’s and shuttles? Staff responded as follows: 1) Staff will be recommending faster boarding strategies; 2) Delay was calculated assuming ideal conditions, but we would not likely see conditions where all the

7

diaresco_m

Rectangle

of 6

delay goes away; 3) suggestion noted; 4) comment noted; 5) Yes. We showed one direction for the presentation, but our data and analysis are performed in both directions at different times of day; 6) No; 7) Staff has started early conversations with cities and will continue to do so with all cities; 8) Yes. VTA also has a Commuter Shuttle Policy aimed at improving the efficiency of and access to bus stops. The Policy Advisory Committee (PAC) received this information at their March 14, 2019 meeting. Members of the committee had the following comments: 1) How often does staff plan to review speed and reliability of the frequent network in the future and will it include new frequent routes; 2) Please elaborate on targeting TSP to specific areas; 3) A reminder to consider Caltrans in TSP conversations; 4) Is light rail included in the analysis because it must have different TSP problems. Staff responded as follows: 1) Route speed will be included in VTA’s quarterly monitoring report and the annual Transit Service Plan. The Fast Transit Policy also calls for an annual update; 2) TSP recommendations will be in areas that will help transit and provide the most benefit for the cost; 3) Comment noted; 4) Yes, we are working to improve light rail and it is being analyzed in a different way. Prepared By: Tamiko Percell Memo No. 6850

7

diaresco_m

Rectangle

Fast Transit ProgramStanding Committees

March 2019

CMPP Agenda Item #12

SSTPO Agenda Item #7

2

25%

43%

32%Dwell Time at Stops

Travel Time

Delay Time atSignals

Causes of Delay in the Frequent Network

Time in Motion

3

Exploratory Analysis

• Research

• Data

• Operator Expertise

• Operations Expertise

• Field observations / Data Collection

Strategies Analysis

• Cost Effective

• Context Sensitive

• Maintain Ridership

• Prioritize large passenger loads in slow areas

• Spots, Hubs, Corridors

Report

• Quantify

• Global recommendations

• Route by Route recommendations

Speed & Reliability Analysis

Data Sources

• APC data

• Swiftly data (GPS)

• Bus Stop database

• GTFS (General Transit Feed

Specification)

Average Passenger Load and SpeedPM Peak Period

Average Passenger Load and DelayPM Peak Period

Average Activity and Dwell TimePM Peak Period

Route 25Dwell and Activity

Route 25Speed and Passenger Load

• Closely spaced stops• Stops with very little

activity• Some stops with High

Dwell times and Low Activity Levels

• Mostly Straight Corridor• Mixture of Very Slow

Segments and Very Fast Segments

• Some big deviations into locations like transit centers

Route 25Dwell, Speed, Activity, and Load

• Long Straight – good candidate for Transit Signal Priority

• Combination of Long Stop Spacing and Short Stop Spacing

• Crosses Major Streets and Highways • Some Stops would be hard to move

10

• Boarding • Poor stop spacing/location• Fare collection (cash is slow)• Route design• Policies and procedures• Inadequate bus zone capacity• Commuter shuttles• Transit center diversions

• Congestion• Signals• Turning conflicts• Pedestrian conflicts• Bicycle conflicts• Entering traffic flow• Street design (lane width,

parking, lack of turn-only, traffic calming)

• City plans and policies

Street & Intersection Delay Operational Delay

Sources of Delay Compound

11

Next Steps

M 2019 – Update on solutions analysisFall 2019 – Results of analysis

December 2019 - Report

Ridership & Fare PerformanceFebruary 2019

2

Valley Transportation Authority

Ridership and Fare Revenue Performance- February 2019

Monthly Year-to-Date (calendar) Prior month

Rid

ers

hip February 2019 February-2018 Difference

Percent

Change

Current

(Jan' 19-Feb' 19)

Prior

(Jan' 18-Feb' 18)Difference

Percent

ChangeJan-2019

Percent

Change

Bus 1,990,512 2,222,290 -231,778 -10.4% 4,176,715 4,428,106 -251,391 -5.7% 2,186,203 -9.0%

Light Rail 614,404 649,812 -35,408 -5.4% 1,287,210 1,285,982 1,228 0.1% 672,806 -8.7%

System 2,604,916 2,872,102 -267,186 -9.3% 5,463,925 5,714,088 -250,163 -4.4% 2,859,009 -8.9%

Item 8

500,000

1,500,000

2,500,000

3,500,000

Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb

2017-2018 2018-2019VTA System Ridership

Mar Apr Jun Jul Aug Sep Oct Nov Dec Jan Feb

EZ Fare 9,545 11,111 21,570 22,647 25,476 24,090 27,084 22,850 21,963 27,103 21,885

Clipper 1,397,771 1,388,663 1,260,286 1,213,696 1,350,977 1,379,749 1,575,313 1,249,735 1,120,333 1,170,929 1,129,891

penetration 45.7% 45.6% 50.0% 42.9% 43.5% 45.1% 46.1% 43.7% 38.4% 41.0% 43.4%

1,000,000

1,200,000

1,400,000

1,600,000

Clipper EZ FareVTA Smart Card Ridership

Monthly Year-to-Date (calendar) Prior month

Reve

nu

e

February 2019 February-2018 DifferencePercent

Change

Current

(Jan' 19-Feb' 19)

Prior

(Jan' 18-Feb' 18)Difference

Percent

ChangeJan-2019

Percent

Change

Fare Revenue $2,779,431 $2,660,847 $118,584 4.5% $5,738,727 $5,401,447 $337,280 6.2% $2,959,296 -6.1%

Avg. Fare per Boarding $1.07 $0.93 $0.14 15.2% $1.05 $0.95 $0.105 11.1% $1.04 3.1%

Reflective Safety Vest

Procedure Karly Hutchinson – EHS Specialist

SSTPO Presentation – March 15, 2019

2

Origin of the Procedure

• Vest variability in Agency

• Low visibility hazards present

• Need for a comprehensive

program

3

Encompassment of the Procedure

• Agency-wide spread

• Standardization

• Covers visitors and contractors

4

Review Process of the Procedure

• Injury Illness Prevention Program Committee

• Legal Department

• ATU Joint Safety Committee

• Executive Roundtable

5

Implementation of the Procedure

• Vest distribution to Operations

• Loaner safety vests

• Reflective vest safety campaign

• Enforcement of policy

Questions?

SSTPO Work Plan

March - August 2019

Doc ID Origin Short Title

BO

D 3

/7

SS

TP

O 3

/22

BO

D 4

/4

BO

D 4

/19

SS

TP

O 4

/19

BO

D 5

/2

SS

TP

O 5

/17

BO

D 6

/6

BO

D 6

/21

BO

D 8

/1

SS

TP

O 8

/16

6929 Dept - Real Estate / Ron Golem VTA Joint Development Program 2018 Results and A Look

Ahead for 2019I I

6739 Dept - Transportation Planning / Jason Tyree Transit Service Changes - April 8, 2019I I

6850 Dept - Transportation Planning / Tamiko

Percell

Fast Transit Program - Speed and Reliability Analysis

MethodologyI I

6524 Dept - Real Estate / Ron Golem Follow Up on Joint Development Policy Revisions A A

6551 Dept - Transportation Planning / Adam Burger 2018-2027 Short Range Transit PlanA A

6839 Dept - Transportation Planning / Jason Tyree 2019 New Service PlanA A

6931 Dept - Transportation Planning / Scott

Haywood

Follow-Up Information on Land Use and Development

Review PolicyI I

6766 Division - Operations / Inez Evans Transit Operations Performance Report - Q3 FY 2019 I

6740 Dept - Transportation Planning / Jason Tyree Transit Service Changes - July 1, 2019I I

March 7, 2019

11

diaresco_m

Rectangle

CAD-AVL(Computer Aided Dispatch-Automatic Vehicle Location)

Status update (as of March 2019)

Item 12

CAD-AVL Status Update

2

Background

The CAD/AVL (Computer Aided Dispatching and Automatic Vehicle Location) system is the core

central system used by OCC (Operations Control Center) for operations management that

periodically receives real-time updates on bus fleet vehicle locations. The CAD/AVL system of VTA,

called ACS (Advanced Communication System), includes on-board mobile data terminals integrated

with a Global Positioning System (GPS). It features on-time performance monitoring, managed voice

communications, next stop announcements, automatic passenger counting and real-time passenger

information.

▪ A Mission Critical System

▪ An effective communication system

▪ Operators have relied on the system as a regular form of communication with the OCC

▪ Enhances transit service

▪ Increased visibility to day-to-day operational data

▪ An important component in keeping a safe and secured transit service

Legacy System: Xerox (a.k.a. Orbital)

New System: Clever Devices

Item 12


3

Item 12

Headsign(Light Rail will have new headsigns)

Hours of

Service Log

Predictive Arrival,

On-time

Performance

Intelligent

Vehicle

Network

(IVN)

Digital Radio

(SVRIA/SVRCS)

Note: No Farebox and Hours of

Service Log for light rail vehicles

Automatic

Vehicle

Monitoring

(AVM)

Automatic Passenger

Counters

Farebox/

Clipper

Audio/Visual(Light Rail will have new AVA)


4

Item 12

Deliverable Scope

ACS Base SystemBus, Light Rail, non-revenue vehicles

Replaces bus legacy ACS (Xerox)

Integration to SVRCS (SVRIA) Radio System (Digital, 700 Mhz)

Real time Passenger Loads Integration to existing Automatic Passenger Counters (APCs)

Real-time Passenger Information Integration to Passenger Information Management System

Single sign-on Integration to external/internal signs, farebox & Clipper (bus)

Turn-by-turn directions Bus, non-revenue vehicles

Light Rail vehicle visual signs & audio Replaces Meister (DOS-based)

Mechanical Events Bus (AVM)

Operator Hours of Service Replaces manual driver log books

Command Bus Emergency, back-up OCC

Reporting Business Intelligence


5

• Testing

– Bus mini-fleet testing: Complete• Discovered two critical/safety issue causing a 13-month delay to overall project schedule

– Dropped calls on older Motorola radios, due to voltage inconsistencies, affecting 130 buses

– Potentially inoperative emergency alarms, requiring new wiring.

– Light Rail mini-fleet testing: plan to commence mid-April 2019

• Deployment activities

– Bus fleet installation: commenced February 18, 2019; 35% (150+) of active fleet

completed

– Training

• Budget

– $29.4 million (actuals/commitments: $26.7 million)

Item 12

SAFETY, SECURITY, AND TRANSIT PLANNING AND OPERATIONS

Documents

Transcript of SAFETY, SECURITY, AND TRANSIT PLANNING AND OPERATIONS