The County Connection

Short Range Transit Plan Fiscal Years 2008 through 2017

April 2008

Central Contra Costa Transit Authority 2477 Arnold Industrial Way, Concord, California 94520

Federal transportation statutes require the Metropolitan Transportation Commission (MTC), in partnership with state and local agencies, develop and periodically update a long-range Regional Transportation Plan (RTP), and a Transportation Improvement Program (TIP) which implements the RTP by programming federal funds to transportation projects contained in the RTP. In order to effectively execute these planning and programming responsibilities, MTC requires each transit operator in its region which receives federal funding through the TIP, prepare, adopt, and submit to MTC a Short Range Transit Plan (SRTP).

The preparation of this SRTP has been funded in part by a grant from the United States Department of Transportation (USDOT), through Section 5303 of the Federal Transit Act. The contents of this SRTP reflect the views of the Central Contra Costa Transit Authority (CCCTA), and are not necessarily those of the USDOT, Federal Transit Administration (FTA), or MTC. The CCCTA is solely responsible for the accuracy of the information presented in this SRTP.

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CENTRAL CONTRA COSTA TRANSIT AUTHORITY The County Connection Board of Directors...... i Mission Statement...... ii Executive Summary ...... iii

CHAPTER I Organizational Structure ...... 1 Social Setting and Physical Operating Environment.. 3 Coordination and Cooperative Efforts ...... 11 Congestion Management Program…………………. 12 Performance ...... 15 Individual Route Analysis…………………………. 18 Passenger Demographics…………………………… 51 Fixed-Route Summary Findings & Opportunities…. 54 Paratransit Performance (LINK)…………………… 55 CHAPTER II Goals, Objectives, and Performance Standards…….. 59 Fixed-Route Performance Standards...... 66 Paratransit Performance Standards...... 81

CHAPTER III Operating Financial Plan...... 90 Service Plan...... 94 Fixed-Route Existing Services...... 94 Fixed-Route Planned Service (Track I)...... 95 Fixed-Route Proposed Service (Track II) ...... 96 Paratransit Existing Services...... 107 Paratransit Planned Service (Track I)...... 107 Paratransit Proposed Service (Track II) ...... 107 Capital Plan ...... 113 Capital Improvement Planning Process………….. 113 Capital Decision Making Process/Setting Priorities 113 Capital Program Fund Sources and Assumptions… 114 Structure of Capital Improvement Program………. 116 Capital Improvement Program Conditions & Activities 116 Planned Capital Projects…………………………... 116 Proposal Capital Projects…………………………. 135 CHAPTER IV Regional Coordination ...... 139 Inter-Operator Coordination...... 141 Private Enterprise Participation...... 144

APPENDICES A. Service Expansion Policy ...... 149 B. Equity Methodology Recommendation ...... 154 C. Draft Board Resolution ...... 164 D. MTC Lifeline Report ...... 165

GLOSSARY...... 172

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Central Contra Costa Transit Authority

BOARD OF DIRECTORS

September 2007 thru September 2008

Rob Schroder, Chair (Representing the City of Martinez)

Gregg Manning, Vice Chair (Representing the City of Clayton)

Mike Shimanksy, Secretary (Representing the City of Danville)

Gayle Uilkema Contra Costa County Laura Hoffmeister City of Concord Erling Horn City of Lafayette A. G. Dessayer Town of Moraga Amy Worth City of Orinda Suzanne Angeli City of Pleasant Hill Dave Hudson City of San Ramon Sue Rainey City of Walnut Creek

Rick Ramacier General Manager

i

Mission Statement

In 1991, the Board of Directors adopted the following Mission Statement:

The Central Contra Costa Transit Authority (CCCTA) is committed to provide transportation services within the constraints of our suburban and financial environment. The Authority will also aggressively promote the expanded use of transit through creative implementation of programs and services to the communities we serve in order to improve air quality, reduce traffic congestion, and energy consumption.

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The County Connection FY 2008-2017 Short Range Transit Plan

EXECUTIVE SUMMARY

Introduction The Executive Summary highlights the major components of the County Connection's FY 2008-2017 Short Range Transit Plan (SRTP). The SRTP is updated annually to fulfill state and federal planning and reporting requirements across a ten-year horizon.

The SRTP serves as the justification for funding requests of the County Connection, while also outlining likely future service scenarios that may be implemented within the time frame of the Plan. The SRTP represents a general plan based upon currently available information subject to ongoing review, evaluation, and modification as circumstances change.

Summary of SRTP Contents and Updated Material

Chapter I: Organizational Structure, Demographic, and Physical Environment

This chapter outlines the CCCTA Board and Advisory Committee structure, examines the demographic and physical operating environment of the service area, and provides a snapshot of the County Connection's performance.

Many demographic characteristics of The County Connection's service area play a role in how future services are delivered. Demographic highlights include:

¾ A 2000-2015 projected population growth of 5.7 percent, ¾ A 2000-2015 projected growth in employment of 9.8 percent, and ¾ A county-wide 2000-2010 projected growth in senior population (age 65+) of 26.0 percent. ¾ Inclusion of route-by-route characteristics

Compared with the FY 2005-2014 Short Range Transit Plan, Chapter I has been updated to reflect Association of Bay Area Governments (ABAG) population and job growth projections and prior-year County Connection performance.

Chapter II: Goals, Objectives and Performance Standards

Chapter II contains the County Connection's goals, objectives, and performance standards. Many operational standards with respect to efficiency and safety are carried forward from the prior SRTP. However, certain performance standards driven by the adopted FY2008 budget and ridership goals have been updated.

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Updated standards for fixed-route and paratransit services include: • Operating Cost/Revenue Vehicle Hour, • Operating Cost/Passenger, • Farebox Recovery Ratio, • Net Subsidy/Passenger Trip, • Operator Overtime Hours as % of Total Hours, • Passengers/Revenue Vehicle Hour, • Average Weekday Ridership, and • Assisted Boardings.

With ridership increasing 2.6 percent between FY2006 and FY2007, a ridership growth of two percent is projected for FY2008, and was employed in developing the following performance standards.

Chapter III – Operating and Capital Financial Plans

Chapter III outlines the CCCTA's Ten-Year Service and Operating Financial Plans. Two distinct levels of projects are presented. Track I projects are fiscally-constrained and satisfy Metropolitan Transportation Commission (MTC) and Federal Transportation Administration (FTA) requirements of demonstrating financial capacity to operate the proposed levels of service and meet critical capital needs. Given increased transit services are a concern within Contra Costa County, Track II projects addresses bus transit beyond a constrained Regional Transportation Plan. Track II projects may be implemented once appropriate supporting funding has been secured.

Changes from the previous SRTP include: ¾ Identification of transit services initiated in FY2006 and FY2007 as well as planned service changes in FY2008, ¾ Identification of additional Track II projects, and ¾ Revisions to financial forecasts reflected within the Operating Financial Plan.

Chapter IV – Regional Coordination, Inter-Agency Coordination, and Private Enterprise Participation

This chapter outlines the CCCTA's productivity improvement program, privatization policy, and regional coordination efforts. This includes the agency’s productivity improvement program and summarizes Federal programs and efforts.

Appendix A – Central Contra Costa Transit Authority Capital Improvement Program

This appendix represents a plan to maintain and improve existing facilities and property of Central Contra Costa Transit Authority.

iv 18 Appendix B – Central Contra Costa Transit Authority Service Expansion Policy

This appendix is the adopted service expansion policy of the CCCTA. The Service Expansion Policy is a comprehensive set of guidelines for service expansion that set priorities and includes information for service development

Appendix C – Central Contra Costa Transit Authority Equity Methodology Recommendation

This appendix addresses the issue of service equity in the CCCTA service area. The study looks at population, employment, residential density, and demographic factors present within each of the CCCTA member-jurisdictions as a basis for service level and distribution.

Appendix D – Central Contra Costa Transit Authority Draft Board Resolution

This appendix is a copy of the CCCTA Board of Director’s resolution to approve the CCCTA Short Range Transit Plan for Fiscal Years 2008-2017.

Appendix D – Metropolitan Transportation Commission Lifeline Transportation Programs Guideline – select pages.

This appendix contains select pages from the MTC Lifeline Transportation Programs Guideline that present the guiding principles for county lifeline programs.

Glossary

This section contains definitions for the terms used throughout the report.

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CHAPTER I

ORGANIZATIONAL STRUCTURE, DEMOGRAPHIC & PHYSICAL ENVIRONMENT

1 Chapter I – Organizational Structure, Demographic & Physical Environment

CHAPTER 1 ORGANIZATIONAL STRUCTURE, DEMOGRAPHIC & PHYSICAL ENVIRONMENT

The intent of this chapter is to present an easily understood portrait of the Central Contra Costa Transit Authority (CCCTA), its organizational structure and services, the environment in which it operates, current coordinating and cooperative efforts, and recent performance of services provided.

Organizational Structure & Services The Central Contra Costa Transit Authority (CCCTA) was established on March 27, 1980 to coordinate, integrate, and expand transit service in the central portion of Contra Costa County. The CCCTA is organized as a joint powers agency of 11 jurisdictions. Members include the cities of Clayton, Concord, Lafayette, Martinez, Orinda, Pleasant Hill, San Ramon, Walnut Creek; the towns of Danville and Moraga; and the unincorporated areas of central Contra Costa County.

The Authority operates seven days a week providing fixed-route and paratransit services throughout a 200-square mile service area.

Board of Directors The operation of the CCCTA is overseen by a Board of Directors composed of 11 representatives: one representative from each of the ten incorporated member jurisdictions and one member representing the unincorporated areas of central Contra Costa County. The Board has organized itself into three standing committees:

Committee Purpose

Administration and Finance To oversee the administrative, financial, and budgetary aspects of the Authority; institute appropriate methods and procedures to ensure fiscal accountability.

Marketing, Planning, and Legislation To oversee the development and implementation of marketing programs to promote the use of the CCCTA’s transportation services; identify immediate and long-range transit needs of the Authority's service area; and monitor the transportation planning process. To perform political liaison functions with other agencies and groups. To review and recommend support or opposition to state or federal legislative bills.

Operations and Scheduling Oversee the transportation, maintenance, and facilities functions of the Authority so as to ensure efficiency and effectiveness of operations.

1 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

The work of each Committee includes operating aspects of the Authority's business as well as policy issues. With the assistance of Authority staff, policy issues are investigated and discussed at regular monthly meetings. Each Committees provides recommendations to the full Board. Staff prepares written reports to the Board on policy issues, including committee recommendations. The full Board acts on recommendations at regular monthly Board meetings. See Table I-1 on the following page for current organizational chart.

Accessible Services Committee: The Accessible Services Committee (ASC) reviews problems, concerns, and issues of accessible service users. Members act as a forum for users to express concerns or ideas about accessible services to the Authority.

Citizens' Advisory Committee: The CCCTA Citizens' Advisory Committee (CAC) is comprised of 11 members from each member jurisdiction and the County. The CAC is an advisory committee to the CCCTA Board of Directors by providing representation and a conduit for fixed-route transit passengers and the community-at-large with respect to fixed- route and commuter transit marketing, planning, operations, scheduling, administration, finance, and legislation.

The Citizens' Advisory Committee is further charged with the responsibility of acting as disseminators of information by ensuring communities, neighborhoods, organizations, and individuals receive information about impending public meetings, public hearings, and various project or system plan reviews.

Staff Organization: The Office of the General Manager is responsible for carrying out the policies of the Board of Directors, the overall operation of the Authority, and the Disadvantaged Business Enterprise program (DBE).

CCCTA staff is organized into four divisions each headed by a Director:

Director of Transportation Director of Finance • Training • Accounting • Transportation • Budgeting • Payroll • Risk Management

Director of Administration Director of Maintenance • Human Resources • Facility Maintenance • Marketing • Vehicle Maintenance • Planning and Grants • Purchasing • Technical Services • Stores • Scheduling • Contract Administration • ADA Certification • Travel Training

2 Chapter I – Organizational Structure, Demographic & Physical Environment

Table I-1 Organizational Chart

CCCTA Board of Directors

Citizens' Advisory Accessible Service Committee Committee

General Manager

Clerk to the Board & DBE Officer

Director of Director of Director of Director of Finance Transportation Maintenance Administration

Manager of Transportation Senior Maintenance Senior Manager of Senior Manager of Information Manager Manager Human Resources Accounting Technology Manager of Safety & Senior Manager of Senior Manager of Payroll Supervisor Training Facilities, Stores, & Marketing Procurement Manager of Planning Service Scheduler Senior Accounting & Service Assistant Development Manager of Customer Service Manager of Accessible Services

Service Contractor

Social Setting and Physical Environment In 2007, the County Connection entered its twenty-seventh year of providing public transit service in the Diablo and San Ramon Valleys of central Contra Costa County. The service area encompasses over 200 square miles and includes the cities of Clayton, Concord, Lafayette, Martinez, Orinda, Pleasant Hill, San Ramon, and Walnut Creek; the towns of Danville, and Moraga; and the unincorporated areas of Alamo, Alhambra Valley, Canyon, Clyde, Diablo, Pacheco, Vine Hill, and Ygnacio Valley.

Central Contra Costa County is forecast to experience considerable change across the next decade. The Association of Bay Area Governments recently distributed projections for the region covering the next twenty years. Listed below are a few of the demographic characteristics ABAG has projected for the CCCTA service area through 2020:

• Population is projected to increase approximately 47,100 or 9.7%, • Employed Residents is projected to grow approximately 53,610 or 23.1%; and • Jobs is projected to grow approximately 44,940 or 17.7%.

The Association of Bay Area Governments estimates1 the total population of the CCCTA service area was approximately 485,600 persons in 2005. San Ramon is projected to have the largest population gains within the CCCTA service area between 2005 and 2020 (36.3 percent increase to 70,900). Population forecasts are summarized in Table 1-2.

1 ABAG Projections (2007) were used as data sources in the following discussion of population and employment trends. California Department of Finance data was used with respect to population age groups and ethnicity. Their inclusion in this SRTP does not constitute approval or endorsement of these projections by the CCCTA or its Board of Directors. 3 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table I-2 CCCTA Service Area Population Projections (Source: ABAG Projections 2007)

Demographic 2005 2020 % Change 2005-2020 Total Population 485,800 532,900 9.7% Student/Youth 153,800 137,200 -10.8% Employed Population 231,670 285,280 23.1% Senior Population 119,100 204,300 71.5% Jobs 254,390 299,330 17.7%

The largest projected population and housing growth for Contra Costa continues to be in the east county communities. Between 2005 and 2015, the east county is projected to grow approximately 13.1 percent in contrast with the central portion of the county (approximately 7.3 percent).

Table I-3 Estimated Population Growth in Central Contra Costa County (Source: ABAG Projections 2007)

Percent Change Jurisdiction 2000 2005 2010 2015 2020 2005-2020 Alamo‑ 23,809 25,000 25,000 25,20025,600 2.4 Blackhawk Clayton 10,863 11,100 11,400 11,800 12,100 9.0 Concord 124,467 128,300 129,200 132,900 139,300 8.6 Danville 42,958 44,700 45,200 45,700 46,200 3.4 Lafayette 25,334 25,800 26,000 26,200 26,800 3.9 Martinez 42,061 43,300 44,500 45,800 47,000 8.5 Moraga 16,333 16,500 16,800 17,000 17,600 6.7 Orinda 17,599 17,800 18,000 18,200 18,500 3.9 Pleasant Hill 39,186 40,100 40,500 41,000 41,500 3.5 San Ramon 44,834 52,000 58,700 65,000 70,900 36.3 Walnut Creek 78,848 81,200 83,000 84,000 87,400 7.6 TOTAL 466,292 485,800 498,300 513,600 532,900 8.5

Note: Per ABAG, the above figures represent Sphere of Influence. In many cases, referencing Sphere of Influence combine the incorporated area population with adjacent sub-area populations.

From 2000 to 2020, the California Department of Finance forecasts a 13.74 percent increase in Contra Costa County population for persons age 10 and 19 years. The anticipated youth/student population for the county would be 152,916. This represents an increase of 17,775 youth/students over Year 2000. The CCCTA believes, as the youth/student population increases in the central county, youth ridership will increase as well.

In 2007, a CCCTA onboard passenger survey revealed 18.8 percent of survey respondents were18 years of age or younger. According to the 2007 ABAG projections, persons ages 10 to 19 composed approximately 15.0 percent of total county population. This closely mirrors the 4 Chapter I – Organizational Structure, Demographic & Physical Environment county-wide youth population. Youth/student population trends are summarized in Table I-4.

Table I-4 Estimated Population Growth Student Aged (10-19) Contra Costa County (Source: California Department of Finance)

Percent Change Age Group 2000 2010 2020 2000-2020 10--14 72,017 71,423 75,532 4.9 15--19 63,124 78,436 77,384 22.6 Total 135,141 149,859 152,916 13.7

The number of seniors in the county (65 and older) has been increasing and will continue to increase. In 2000, it was estimated 107,885 seniors resided in Contra Costa County. The California Department of Finance projects between 2000 and 2020 the number of seniors in Contra Costa County will increase 91.2 percent to 206,267 – a gain of 98,382.

According to the 2007 onboard passenger survey, 5.3 percent of respondents were 65 or older. Seniors represented 11.6 percent of the county population in 2005. Senior population trends are summarized below.

Table I-5 Estimated Population Growth by Senior Aged (65+) Contra Costa County (Source: California Department of Finance)

Percent Change Age Group 2000 2010 2020 2000-2020 65+ 107,885 137,389 206,267 91.2

Similarly, the number of Americans with Disability Act-defined individuals is expected to grow at a similar rate. The Metropolitan Transportation Commission released the "San Francisco Bay Area Older Adults Transportation Study" indicating the number of ADA persons will grow approximately 91 percent from 2000 to 2020. An annual growth rate of 3.3 percent is consistent with MTC's projections and is employed throughout this document.

The recent recession resulted in very low job growth between 2000 and 2005. According to ABAG 2007 projections, an estimated 254,390 jobs existed within the CCCTA service area. Between 2005 and 2020, a gain of 28,210 jobs is projected. This change represents a 9.8 percent growth.

The City of Concord will be the leader in job growth in central Contra Costa County between 2005 and 2020, with a projected addition of 44,940 jobs. The City of San Ramon is projected to add approximately 11,540 jobs. Table I-5 illustrates ABAG job growth projections by member- jurisdiction. 5 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table I-6 Estimated Job Growth in Central Contra Costa County (Source: ABAG Projections 2007)

Percent Change Jurisdiction 2005 2010 2015 2020 2005-2015 Alamo-Blackhawk 5,430 5,450 5,690 5,960 9.76 Clayton 1,440 1,520 1,570 1,640 13.89 Concord 67,530 71,150 76,730 83,110 23.07 Danville 15,090 16,040 16,540 17,070 13.12 Lafayette 11,390 11,480 11,530 11,600 1.84 Martinez 22,000 23,330 25,630 27,560 25.27 Moraga 5,040 5,210 5,400 5,610 11.31 Orinda 6,230 6,320 6,420 6,530 4.82 Pleasant Hill 17,990 18,380 19,360 20,400 13.40 San Ramon 40,110 43,880 47,640 51,650 28.77 Walnut Creek 62,140 64,190 66,090 68,200 9.75 Total 254,390 266,950 282,600 299,330 17.67

Job growth in the eastern communities of Antioch, Brentwood, Oakley, and Pittsburg is also projected to be strong. Approximately 38,980 additional jobs are forecasted by 2020, an increase of 14.3 percent.

3 Source: Final Report, Contra Costa Express Bus Study – Contra Costa Transportation Authority and Bus Transit Coordinating Committee, December 17, 2001.

6 Chapter I – Organizational Structure, Demographic & Physical Environment

Transit Services Provided The Central Contra Costa Transit Authority provides fixed-route bus and complementary ADA service. Base fares are $1.75 per passenger (implemented on July 1, 2007) on the fixed-route system, and $3.00 for the paratransit service. The fixed-route system is branded as the County Connection, while the paratransit service is named LINK. Both services operate from a 15.6-acre facility located at 2477 Arnold Industrial Way in Concord. The CCCTA also maintains a full-time customer service center at the Walnut Creek BART station at 220 Ygnacio Valley Road.

All core administrative and maintenance County Connection Characteristics activities take place in Concord as well as Employees providing a night-time berthing location for all Operators………….…….....….216 vehicles. Maintenance………………..….41

The Central Contra Costa Transit Authority uses Adminis tration…………………29 131 fixed-route buses and 56 paratransit vans for Routes revenue service. The Authority also owns eight Local/Regional………………….24 staff and supervisor vehicles, and five Expres s Routes …………………6 maintenance vehicles. Laidlaw Transit Services, Vehicles a private contractor, operates the LINK service 30-foot low-floor coaches ..25 as well as maintenance of the associated 35-foot low-floor coaches ..13 vehicles. 40-foot low-floor coaches ..34 40-foot suburban coaches ..59 There are approximately 131 bus parking stalls, Facilities 48 paratransit van parking stalls, and 204 15.6-acre site at 2477 Arnold Industrial Way in Concord. employee, visitor and staff vehicle parking stalls Leased space at the Walnut Creek BART Station located at the site. See Appendix A for a at 220 Ygnacio Valley Road. composition of the revenue fleet.

The Central Contra Costa Transit Authority employs 216 bus operators, 41 maintenance and service workers, and 29 administrative personnel. The latter includes five employees at the Walnut Creek BART Station. County Connection bus operators are represented by the Teamsters; the current contract expires October 2008. County Connection mechanics are represented by the Machinists; the current contract expires January 31, 2009. Link van operators, employed by Laidlaw, are represented by the Amalgamated Transit Union; the current contract expires January 31, 2011.

The County Connection increased its annual hours of service between FY2006 to FY2007 from 242,403 to 261,943. As a result, ridership increased more than two percent. This stands in contrast to the service reductions in FY2004 and FY2005, a reaction to economic uncertainties.

The increase of service hours has increased operating costs from $23,746,042 to $25,456,225 from FY2006 to FY2007, a 6.7 percent increase. Introduction of Route 8 and the reimplementation of Route 111 weekend service are examples of additional service provided. In 2007, three vans began neighborhood service for the Monument Community shuttle. Other newly implemented services that have increased total service hours are Route 135 providing service to the Dougherty Valley, Route 980 in Walnut Creek, and Route 820 (All-Nighter) providing service to BART stations between 1:00 a.m. and 5:00 a.m.

7 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Evolution/Challenges The Bay Area Rapid Transit (BART) inter-city rail network, forming a spine along which bus-rail services can be designed, has been the focus of CCCTA services since its inception. The initial focus of the CCCTA was to provide feeder service for BART commuters in the morning, and to bring those commuters home in the evening. However, across the years, many events have occurred which served to guide and/or direct the services provided by the CCCTA to include much more than chiefly a bus-rail feeder. To a large extent, the evolving role of the CCCTA and growth of services has shifted the original intent. Almost 13 percent of the 2007 onboard survey participants indicated a transfer to BART in order to complete the surveyed trip.

The CCCTA has evolved to reflect demands from the following: • Population growth and encompassing demographic shifts; • School district funding shortages and the resulting reliance on public transit to provide service to schools; • Population growth in areas distant from BART stations (i.e., San Ramon, Clayton), and • Response to the needs of low-income communities to provide Lifeline Transportation Program services.

Much of the cause for the evolution in CCCTA services can be attributed to the significant growth and demographic shifts Contra Costa has experienced since 1980. At that time, the county had a population of 656,331. This contrasts sharply with the 2006 census population of 1,024,319, a 56.1 percent increase from 1980. The majority of this growth has been concentrated in the CCCTA core service area. This growth yields more jobs despite a greater percentage of the population remaining in the region for work versus commuting into San Francisco or Oakland. This shift means greater reliance on local circulator routes for commute and intra-community trips. Future growth in Contra Costa County is projected chiefly in the eastern and south-central portions of the county.

The above-cited growth has also resulted in demographic shifts characterized as “urban sprawl”. Today, many more people in the CCCTA service area are residing in areas which were historically open pastures, scrublands, and rolling hills. This decentralized growth has resulted in demand for additional transit services, yet is farther removed from BART stations, central business districts, and existing transit services. The expectation of member-jurisdictions regarding equity of service in these principally suburban neighborhoods results in inefficient development of fixed-route services.

An additional influence on CCCTA fixed-route service is the area's dependence on the County Connection to provide time- and demand-based transit services to local schools. Much of this reliance finds its roots in the passage of Proposition 13 in 1978. Proposition 13 resulted in a financial crisis among school districts in California. Locally, the decision was made to eliminate “yellow school bus” operations and reliance on public transit to transport K-12 students. Time- and demand-based K-12 oriented services require significant assignment of vehicles at times often competing with commuter-based services.

The evolving role CCCTA has embraced is not without challenges. Demographic shifts, most notably commuter-based demand, require additional resources. Today, the ability to provide regional service, K-12 based service, and commuter-based express service is restricted due to limited operating revenue.

8 Chapter I – Organizational Structure, Demographic & Physical Environment

Today, as well as in the foreseeable future, the CCCTA service area will continue to grow toward a self-sustaining urbanized area rather than the “bedroom community” it was at the inception of BART rail service. Demand for local-commute and general-purpose transit services has grown and will continue to grow. The ability to meet this demand will depend largely on the ability to provide local-based commuter and general-purpose transit services, and this will be dependent on the ability to secure additional funding.

Transportation Network / Physical Operating Conditions The central Contra Costa County physical operating environment consists of a mixed urban and suburban landscape predominantly residential in nature with localized high concentrations of commercial land uses. Notable commercial concentrations exist in downtown Concord, in proximity to the Pleasant Hill and Walnut Creek BART stations, and the Bishop Ranch Business Park in San Ramon. Petroleum refineries and manufacturing centers exist in Martinez and Concord. Despite the current growth in jobs/employed persons within the service area, the region often remains characterized as a “bedroom community” for San Francisco, Oakland, and nearby Santa Clara County.

According to an existing conditions report created for the Contra Costa Express Bus Study3, approximately 22 percent of employed persons residing in the CCCTA service area leave the service area for their home-to-work trips. In addition, significant populations from outside the CCCTA service area travel into the region daily. Prevailing outbound travel is to the west and south.

Central Contra Costa County has an existing transportation network that includes four major highway segments, several arterial segments, BART rail, and County Connection transit services. Both BART and the CCCTA, to a large degree, are complementary to each other. However, County Connection services must compete for roadway space with local residents and those traversing through the region. Arterials with high “Average Daily Traffic” (ADT) in central Contra Costa County include Ygnacio Valley Road (66,500), Treat Blvd. (37,000), Kirker Pass Road (32,000), Pleasant Hill Road at Taylor Blvd. (29,000), and Clayton Road at Treat Blvd (38,000).

Unfortunately, throughout the past decade, roadway congestion has become a significant factor in the delivery of services. Congestion during the morning and evening periods adds to travel times. Increased travel time affects the ability of the CCCTA to deliver consistent, frequent, and timely services. To address this, the CCCTA initiated a process evaluating route-by-route running times. Since the FY2005 SRTP, the schedules of eight routes have been adjusted to improve on-time performance.

Table I-7 illustrates the increase in travel time CCCTA staff has assigned to vehicles traversing select central Contra Costa roadways during morning commute times. There has been a general 20 to 30 percent increase in travel times during the morning peak. There have also been reductions in some travel times due to improved traffic signal timing.

The CCCTA faces a challenge to keep allocated bus travel time up-to-date in an ever-changing environment. This is best addressed through technological solutions (i.e., AVL, GPS) rather than additional staff time spent in manual data collection and analysis.

9 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table I-7 Assigned AM Peak Travel Times on Select Roadways (Source: CCCTA; all figures in minutes)

Travel Corridor 1981 1991 2000 2005 Treat Boulevard Treat/Oak Grove to Pleasant Hill 7 7 10-23 5 Pleasant Hill BART to Treat/Oak 8 8 10 7 Clayton Road Clayton/Ayres to Concord BART 15 17 19 15-20 Concord BART to Clayton/Ayres 17 17 16 13-16 Ygnacio Valley Road 1986 Ygnacio/Oak Grove to Walnut 10 12-25 12-35 Creek BART 11 34 -- Walnut Creek BART to Ygnacio Grove

Many express runs and “deadhead” trips are operated on the roadway network in the central county region. Among these are Interstate 680, State Route 4, State Route 24, and State Route 242. Future regional express bus routes are planned for Interstate 680 and State Route 4. Given prevailing commute patterns, each of these highways experiences significant daily traffic flow and corresponding delays.

10 Chapter I – Organizational Structure, Demographic & Physical Environment

Table I-8 2006 Highway Conditions on Central County Highways (Source: Bay Area Transportation: State of the System 2006)

Daily Delay Highway Segment (Vehicle Hours) Morning Pe ak Period I-680 North of Crow Canyon Rd to north of El Cerro Blvd 650 I-680 South Main St to El Pintado Rd 1,160 I-680 Monument Blvd to North Main St 860 I-680 North of Route 4 to Contra Costa Blvd 200 State Route 4 Bailey Rd to Willow Pass Rd* 420 State Route 4 A St/Lone Tree Way to west of Loveridge Rd 4,000 State Route 24 Camino Pablo to Fish Ranch Rd 290 State Route 24 I-680 to east of Central Lafyette exit* 220 State Route 242 Concord Ave to I-680* 100 Evening Peak-Period I-680 North of Bollinger Canyon Rd to Sycamore Valley Rd 620 I-680 El Pintado to north of Livorna 710 I-680 Livorna to north of Main St 1,040 Burnett Avenue to Concord Avenue and Arthur Road to I-680 Benicia-Martinez Bridge 1,490 State Route 4 Olympic Blvd to south of Rudgear Rd 720 State Route 4 Pacheco Blvd to Willow Pass Rd 660 State Route 4 West of Bailey Rd to A St/Lone Tree Way 3,780 State Route 24 At Acalanes and I-680* 190 State Route 24 West of Camino Pablo to Fish Ranch Rd 1,070 *Segment monitored in 2003.

Recent improvements to the I-680/SR24 interchange have provided substantial congestion relief. However, population growth projections reveal additional strain will be placed on the region's highway network. Future growth will result in additional commuter trips to job centers in western Contra Costa County, Livermore-Amador Valley, eastern Contra Costa County, and Solano County. Improvements to the I-680/SR 4 interchange, a north-south bottleneck at commute times, are currently under construction.

Coordination and Cooperative Efforts The previous discussion of traffic conditions underlie why Measure C required action be taken in Contra Costa County to improve transportation flow. Measure C is a local sales tax funding transit projects and programs. Moreover, the typical response to traffic congestion problems (road improvements) is becoming an increasingly unattractive option due to financial constraints, air quality considerations, and the realization additional roadway space attracts more traffic, versus providing congestion relief. It is with these realizations central Contra Costa County residents are expecting the CCCTA to be part of the solution for improving transportation flow in central Contra Costa County. This is reflected in the passage of Measure J, a continuation of Measure C, which continues funding for programs, operations and improvements; rather than simply projects.

11 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

As a part of the regional effort to improve transportation flow, the CCCTA has been involved in a number of initiatives to more effectively manage the area's transportation challenges. Past and present projects include:

• Development of the Contra Costa County Congestion Management Program (CMP); • Transportation Demand/Systems Management (TDM/TSM) planning; • Coordination of project planning for Measure C and Measure J funds; • Initiation and participation in county-wide express bus planning efforts; • Support for efforts to provide additional park & ride facilities; and • Leading the effort to coordinate and improve paratransit services in central Contra Costa County.

Contra Costa County Congestion Management Program (CMP) The Contra Costa Transportation Authority (CCTA) adopted the County's first CMP in October 1992. As the agency charged with developing a CMP for Contra Costa county, the CCTA is providing the same role in implementing CMP-related projects as it did for Measure C. Among its other duties, each CMP agency was charged with developing transit standards for frequency, routing, and inter-operator coordination, and for developing a program of projects to mitigate transportation impacts from new development. CCCTA staff plays an on-going role in setting transit standards for the CMP. This work is done primarily through coordinating and cooperation with the Bus Transit Council (which includes AC Transit, BART, CCCTA, Eastern Contra Costa Transit Authority, and Western Contra Costa Transit Authority), CCTA Technical Coordinating Committee (made up of the member cities of CCTA and transit operators in Contra Costa County), and the four regional transportation planning committees.

CMP standards for the CCCTA in the current year include the following:

Frequency: Minimum 60-minute peak period headways subject to available operating assistance, sufficient ridership, and the CCCTA’s Basic Level of Service Agreement.

Routing: Provide service in close proximity to major retail, institutional and governmental activity centers located in the CCCTA service area subject to sufficient operating assistance and the CCCTA's Basic Level of Service Agreement.

Coordination: Coordinate service with adjacent transit operators including Benicia Bay Connection, BART, AC Transit, Livermore Amador Valley Transit, Eastern Contra Costa Transit Authority, ACE Rail, Solano Express Bus, and Western Contra Costa Transit Authority.

Overall Coordination: Each transit operator in Contra Costa County shall work with connecting transit operators, both in and adjoining the county, to coordinate fares and schedules and execute fare revenue-sharing agreements.

12 Chapter I – Organizational Structure, Demographic & Physical Environment

Coordination of Transfers and Fares: Transit operators shall work to maintain established revenue- sharing and reciprocal-transfer agreements with connecting transit operators. Transit operators shall cooperate in the development of a universal, stored-value ticket for use throughout the county and region.

Coordination of Schedules: All transit operators shall participate in the Regional Coordination Task Force to coordinate major schedule changes in the county. Each transit operator shall coordinate the schedules of any of its fixed-route lines serving regional transfer points or regional transit lines to ensure quick and convenient transfer between connecting routes and facilities.

CCCTA staff is also participating in the on-going development of CMP mitigation projects through the Technical Coordinating Committee (TCC) and the regional transportation planning committees comprised of the CCCTA member jurisdictions.

Transportation Demand/Transportation Systems Management Beyond interaction with CCCTA Board Members, one of the most common modes of communication between a member-jurisdiction and the Authority is through the development and implementation of Transportation Demand/Transportation System Management (TDM/TSM) plans and/or ordinances. Such efforts outline programs to reduce the demand on existing transportation facilities. Examples include ridesharing, increased transit usage, and telecommuting.

According to the Contra Costa Transportation Authority, all jurisdictions are required to adopt a Transportation Systems Management ordinance. The County Connection continues to work closely with its member-jurisdictions in developing and implementing these plans and ordinances. CCCTA staff continues to be available to local jurisdictions as a resource in making transit a primary commute alternative to employees. The CCCTA remains committed to operating bus services which employers and their employees can use for their home-to-work travel.

Coordination of Measure C Projects/Measure J The committees and agencies with which the CCCTA is coordinating Measure C and J projects are Transportation Partnership and Cooperation (TRANSPAC), South West Area Transportation (SWAT), BART, and the Contra Costa Bus Transit Coordinating Council (BTCC). These diverse groups are coordinating Measure C and J projects so that funds are allocated efficiently, promote less traffic congestion, and encourage greater use of public transit.

Over the past 15 years, the CCCTA has been involved in numerous discussions on how best to utilize Measure C funds. The intent of CCCTA projects has been to improve regional transit services which by enhancing intra-system transfers. Examples of resulting projects includes:

• Enhanced bus service between eastern and central Contra Costa County (Route 930), • Feeder bus service to ACE Rail in Pleasanton (Route 920), • Additional enhanced service on five existing local routes, • Financial support to match Federal grant funds to enhance Route 114, • Financial support for new Express Bus routes, • Financial support for local feeder service to Pleasant Hill BART station (one-year project), 13 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

• and • Financial support for Dougherty Valley transit service. As part of the Measure C Program, local jurisdictions throughout Contra Costa County have developed Action Plans for “Routes of Regional Significance”. These plans include strategies for mitigating traffic congestion arising from new commercial and housing development as well as existing traffic. CCCTA staff has been involved with local jurisdictions in central Contra Costa County in planning for bus transit services that will be part of adopted Action Plans by various member jurisdictions. Through this process, central Contra Costa County jurisdictions will be able to incorporate transit services into their Action Plans promoting reduced traffic congestion, encouraging greater use of transit, and provide a coordinated approach to planning for transit alternatives.

Planning for Measure J Projects Measure J, the renewal of Measure C, was approved by the voters in November 2004. This one-half cent sales tax provides new dollars for highway, transit, bicycle, and pedestrian improvements. The transit portion includes new express bus service, local and regional bus service improvements, transit access improvements, and improved service for seniors and persons with disabilities. This funding will become available in 2009. The CCCTA worked closely with TRANSPAC to identify new funds that could be applied to proposed projects.

Express Bus Planning In early 2000, the CCCTA began linking with other Contra Costa County transit operators and the Contra Costa Transportation Authority in planning for Express Bus Service within congested corridors of the county. Planning efforts consisted of an evaluation of existing conditions and opportunities for development of possible services. The Express Bus Study has proven to be of great value to the CCCTA in the pursuit of political and financial support for expanded transit services.

As a result of the study, the CCCTA received funding from the Governor's Traffic Congestion Relief Program (TCRP) for the purchase of 13 expansion buses, used the information in the study to develop a program to present to the Bay Area Toll Authority for inclusion within a program of projects to be funded by RM-2 funds, a one-dollar state bridge toll increase, pursuing funding for the development of park & ride facilities, and forming the basis for financial forecasting in connection with express bus service linking Martinez with Walnut Creek.

Planning for RM-2 Funds On March 2, 2004, voters passed Regional Measure 2 (RM-2), raising the toll on the seven State- owned toll bridges in the San Francisco Bay Area by one dollar. The resulting revenue and funded transportation projects which reduced congestion or improved travel within the toll bridge corridors. RM-2 establishes the Regional Traffic Relief Plan and identifies transit operating assistance and capital projects eligible for RM-2 funding. RM-2 is the funding source for late night "All Nighter" bus service in BART corridors. The CCCTA operates the "All Nighter" bus service between downtown Oakland and Concord. RM-2 funding also supports Route 980, express bus service between Martinez and Walnut Creek, as well as capital funds for a Highway 4 transit hub, and matching funds for a new transit center at Diablo Valley College’s Pleasant Hill campus. 14 Chapter I – Organizational Structure, Demographic & Physical Environment

Paratransit Services In January 1990, the CCCTA assumed responsibility for paratransit services within central Contra Costa County. This action arose from the cooperative efforts of three then-current paratransit operators in the region. At that time, these operators were unable to continue the level of capital and operating support needed to operate their respective services. Since this time, through CCCTA's guidance, paratransit services have become more reliable, efficient, and effective throughout central Contra Costa County.

The CCCTA is currently participating in a subcommittee of the Paratransit Coordinating Council aimed at implementing the coordination recommendations of the Contra Costa County Paratransit Development Study completed in 2004. These recommendations include exploring a methodology to provide centralized information and referral, support of community-based specialized services for seniors and persons with disabilities, and expanded travel training opportunities.

Performance The Authority reviews performance of fixed-route services provided at two distinct levels: system-wide and route-level. Comments on these two levels of evaluation are provided in the following sections. Paratransit performance is discussed later in the chapter.

Fixed-Route Systemwide Performance (County Connection) For FY2007, the County Connection’s operating cost increased 7.2 percent from the previous year. This can be attributed to an 8 percent increase in revenue hours as well as inflation. Farebox revenue increased 14.0 percent, which can be attributed to the increase in passenger boardings.

Ridership on fixed-route services is projected to increase two percent in FY2008.

15 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table I-9 CCCTA Service Supply and Consumption FY2001 through FY2007 (Source: 2007 CCCTA Operating Data)

Percent Change MeasureFY01FY02FY03FY04FY05FY06 FY07 FY06-FY07 Operating Cost $23,746,042 $25,456,225 7.20 Farebox Revenue $3,879,430 $4,423,562 14.03 Revenue Hours 283,521 294,204 302,920 285,151 259,807 242,403 261,943 8.06 Total Passenger Boardings 4,690,161 4,681,449 4,509,756 4,472,580 4,243,520 4,102,940 4,210,318 2.62 Passengers/Revenue Vehicle Hour 16.5 15.9 14.9 15.7 16.3 16.9 16.1 -5.04 Average Weekday Ridership 17,215 17,117 16,402 16,199 15,486 14,940 15,338 2.66 Farebox Recovery 17.7% 16.8% 18.7% 18.2% 17.7% 16.5% 17.4% 5.32%

The County Connection had 107,378 more boardings in FY2007 than FY2006, and is forecast to have an additional 84,206 boardings in FY2008. This increase is due in large part to a nearly 25- percent increase in the Adult Pass fare category. Given adult passengers typically pay the full fare, this increase is highly desirable.

Four of the five boarding categories noted a decrease, the largest being bus-to-bus transfers and Youth/Students. Bus-to-bus transfers were down 16.4 percent, youth/student down 9.0 percent, and Bus-BART transfers down 4.6 percent.

16 Chapter I – Organizational Structure, Demographic & Physical Environment

Table I-10 County Connection Boardings by Fare Type FY01 through FY07 (Source: 2007 CCCTA Operating Data) Percent Fare Type FY01 FY02 FY03 FY04 FY05 FY06 FY07 Change FY06- FY07 Adult Pass 2,150,157 2,110,083 2,060,745 1,964,285 1,851,885 1,258,577 1,568,822 24.65% % of Total 46.0% 45.2% 45.8% 44.1% 43.7% 30.7% 37.3% Youth/Student 743,216 736,250 670,901 670,124 645,051 621,139 565,415 -8.97% % of Total 15.9% 15.8% 14.9% 15.0% 15.2% 15.1% 13.4% Senior & Disabled 486,706 483,762 478,769 498,596 477,499 465,948 465,268 -0.15% % of Total 10.4% 10.4% 10.6% 11.2% 11.3% 11.4% 11.1% BART-Transfers 560,113 520,442 462,091 448,085 440,172 533,932 509,138 -4.64% % of Total 12.0% 11.1% 10.3% 10.1% 10.4% 13.0% 12.1% BUS-BUS Transfers 736,121 818,235 825,774 876,066 820,955 737,009 616,345 -16.37% % of Total 15.7% 17.5% 18.4% 19.7% 19.4% 18.0% 14.6% Free 359,799 354,166 -1.57% % of Total 8.8% 8.4% Promo 16,889 16,050 -4.97% % of Total 0.4% 0.4% Bishop Ranch 109,647 115,114 4.99% % of Total 2.7% 2.7% Totals 4,676,313 4,668,772 4,498,280 4,457,156 4,235,562 4,102,940 4,210,318 2.62%

Fixed-Route “Route-Level” Performance versus Service Standards and 2007 Onboard Survey

Weekday ridership represents 93 percent of total system ridership. The balance can be attributed to weekend and special event services.

In FY2007, the County Connection provided service on 30 routes, six of which were express commuter routes and three operated on a limited basis. Several routes are provided in whole or in part via contractual agreements that include outside funding: service to the Bishop Ranch Business Park in San Ramon (Routes 960 and 970), Galaxy Plaza Business Park (Route 991), ACE Shuttle (920), and the City of Walnut Creek downtown shuttle (Route 104). All County Connection fixed- route services are open to the general public.

All routes serve a Contra Costa County BART rail station except Routes 8, 119, and 920. Routes 121 and 970 serve the Dublin/Pleasanton BART station in neighboring Alameda County.

BART stations serve as major transfer points between BART and the County Connection, services promote inter-operator coordination.

Generally service is available on weekdays between 5:00 a.m. and 10:00 p.m.; Saturday between 6:00 a.m. and 7:00 p.m., and Sunday between 9:00 a.m. and 5:00 p.m. Service headway (i.e., time between runs) are generally within 40 minutes on weekdays, 60 minutes on Saturday, 80 minutes on Sunday, and within 10 to 30 minutes during weekday peak commute periods. 17 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Individual Route Analysis The following is an evaluation of County Connection on a route-level reflecting several performance indicators: average weekday boardings, passengers/revenue hours, passengers/revenue miles, AM peak load factor, and subsidy/passenger trip. The AM peak load factor is the percentage of coach seats filled during trips in the AM peak hours of service, (6:30 a.m. to 8:30 a.m.). Subsidy/passenger trip measures the net marginal cost per passenger trip minus the fare paid.

In September 2007, the County Connection completed an onboard passenger survey aboard all fixed- route lines. The questionnaire was provided in both English and Spanish. Nearly 2,000 questionnaires were completed.

The system core routes (100-series) connect individual communities and neighborhoods with area BART stations.

Route 101 Route 101 operates in the City of Walnut Creek with service to Mitchell Park ‘n Ride, John Muir Medical Center, Walnut Creek BART, Jewish Community Center, and Rossmoor Shopping Center. Though the BART station is a significant trip generator for work purposes, other destinations along Route 101’s alignment such as shopping centers combine to make this route important for a variety of different trip-types. On weekdays, Route 101 offers service from approximately 6:00 a.m. to 7:40 p.m. On Saturday, this routes runs from approximately 8:30 a.m. to 7:00 p.m.

Route 101 had an average weekday boarding of 737, a 0.3 percent decrease from the previous year. In FY2007, Route 101’s passengers/revenue hour was 13.8, a 1.4 percent decrease from FY2006. The FY2007 passengers/revenue mile indicator cited 1.42, a 6.0 increase from FY2006. This improvement can be attributed to a decrease of revenue miles and increase of boardings. The FY2007 AM peak load factor was 0.57, a 32.6 percent increase from FY2006. Route 101 had a FY2007 net subsidy/passenger trip performance of $3.06, a 11.6 percent decrease.

Table I-11 Route 101 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 739 737 -0.3 Passenger/Revenue Hour 14 13.8 -1.4 Passenger/Revenue Mile 1.34 1.42 6.0 AM Peak Load Factor 0.43 0.57 32.6 Subsidy/Passenger Trip $3.46 $3.06 -11.6 % of System Ridership 4.9 4.5 -0.1

Per the 2007 onboard survey, 5.3 percent of the total system surveyed utilized Route 101.

18 Chapter I – Organizational Structure, Demographic & Physical Environment

The majority of riders started their trip started at home (70 percent). This was followed by work (10 percent) and shopping (6 percent). The most popular destination work (35 percent), followed by home (20 percent), and shopping (16 percent).

Approximately 57 percent of the people surveyed were employed for pay outside home and 31 percent retired. This supports the finding of work as the most cited destination and supports its status as a commuter route. Route 101 provides service to the Rossmoor Shopping Center and Broadway Plaza which supports why shopping is the third-most popular destination. In terms of fare payment cash fare ($1.75) was the highest reported, followed by Senior-Disabled Cash Fare $.85 (24 percent), and BART Transfer (11 percent). This reflects the age groups for this route: 49+ at (63 percent), 32-48 and 21-31 at (17 percent). These age groups fall under the cash fare $1.75 and the group with the highest percentage includes persons who are eligible for Senior-Disabled Cash Fare $.85 category.

Route 102 Route 102 serves Diablo Valley College, Walnut Creek BART, Pleasant Hill BART, Valley View Middle School, College Park High School, Pleasant Hill Christian School, Walnut Creek, Intermediate, and Las Lomas High School. Route 102 only offers service during weekdays from 6:19 a.m. to 8:40 p.m.

Route 102 had an average weekday boardings figure of 582 which is a 2.8 percent increase from the previous year. In FY2007, Route 102’s FY07 performance for passengers/revenue hour was 12.7, a 15.3 percent decrease from FY06. The FY2007 passengers/revenue mile performance for this route was 1.12, a 28.2 percent decrease from the previous fiscal year. This can be attributed to boardings not having a significant increase in FY2007 for Route 102. Route 102’s AM peak load factor rose to 0.63, a 75.0 percent improvement from FY2006. Such a noteworthy increase is due to more riders boarding this route in the morning. This route also had a rise in its FY2007 subsidy/passenger trip performance, ($3.60), a 7.8 percent increase. Route 102’s improved performance for the two previous indicators can be attributed to the increase in passenger boardings and resultant fare revenue.

Table I-12 Route 102 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 566 582 2.8 Passenger/Revenue Hour 15 12.7 -15.3 Passenger/Revenue Mile 1.56 1.12 -28.2 AM Peak Load Factor 0.36 0.63 75.0 Subsidy/Passenger Trip $3.34 $3.60 7.8 % of System Ridership 3.5 3.8 0.1

19 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

This route provided service to 3.5 of the survey participants and is very similar to Route 102 accommodating 3.8 percent of the passengers in FY07. The significant amount of schools that is serviced by this route can be the reason as to why school/college was the highest rated origin (59 percent), followed by home (18 percent) and work (12 percent). The top three destinations for this route are home, 65 percent, going to other location, 21 percent, and going on personal business or errands, 6 percent. Since a considerable amount of this route’s riders originate at school/college they would most likely be using this route to return home.

Approximately 72 percent of the riders stated that they were a student, with college at 75 percent, high school, 17 percent, and vocational-other at 8 percent. This and the prior findings make Route 102 a popular choice for students in returning home and traveling to other destinations.

Route 104 Route 104 operates in Walnut Creek with service to Walnut Creek BART, City Hall, Broadway Plaza, and Broadway Shopping Center. On weekdays, Route 104 offers service from approximately 7:10 a.m. to 7:31 p.m. On Saturday, this route runs from approximately 8:45 a.m. 6:40 p.m., and on Sunday operates from 9:10 a.m. to 6:45 p.m. The City of Walnut Creek uses subsidies to allow all customers to ride Route 104 fare free to attract visitors to downtown Walnut Creek and improve mobility for people commuting to Walnut Creek for employment.

Route 104 had an average weekday boarding figure of 952, a 6.8 percent increase from the previous year. This increase is reflected in its passengers/revenue hour performance of 27.0, bettering it FY2006 indicator by 11.1 percent. Route 104’s FY2007 passengers/revenue mile indicator was 5.18, a significant increase of 34.3 percent from FY2006. This may have been caused by the increase of boardings and supply of revenue miles. The AM peak load factor for this route rose to 0.82, a considerable increase of 53.7 percent. Once again, this route had a large surge of passengers riding Route 104 in the morning. As a result of an increase in the cited indicators, Route 104’s subsidy/passenger trip decreased to $0.90, a 37.3 percent decline from the prior fiscal year.

Table I-13 Route 104 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 891 952 6.8 Passenger/Revenue Hour 24.3 27.0 11.1 Passenger/Revenue Mile 3.86 5.18 34.3 AM Peak Load Factor 0.53 0.82 53.7 Subsidy/Passenger Trip $1.44 $0.90 -37.3 % of System Ridership 6.5 6.4 -0.02

20 Chapter I – Organizational Structure, Demographic & Physical Environment

Approximately 6.3 of the survey participants boarded Route 104. This figure is very close to the 6.4 percent of passengers utilizing this route in FY2007. Most of the participants (59 percent), originated their trip at home, followed by shopping (15 percent), and work with (10 percent). These riders had their three main destinations as work (33 percent), shopping, (21 percent), and home (12 percent). The top origin and destination pairings for this route mirror the 68 percent of riders noting their employment status as employed for pay outside home. Also, 70 percent of the riders noted they would walk from the bus to their destination and 20 percent would transfer to BART. Route 104 provides service to a significant number of persons who work within Walnut Creek as well as providing bus access to BART.

Route 105 This route operates in Walnut Creek with service to Walnut Creek BART, city hall, Walnut Creek Intermediate, Broadway Shopping Center, Kaiser Hospital, and Las Lomas High. On weekdays, Route 101 operates from approximately 6:10 a.m. to 7:18 p.m.

This route increased its average weekday boarding indicator by 2.8 percent compared to FY2006 with a FY2007 figure of 161. Route 105 also improved its passengers/revenue hour figure by having a performance of 19.4, a 1.2 percent increase. The passengers/revenue mile performance for this route in FY2007 was 2.27, a 3.9 percent increase from FY2006. Route 105 achieved an AM load factor of 0.39 in FY2007, a 97.3 percent increase from FY2006. This improvement along with the increase in the other indicators helped Route 105 achieve a FY2007 subsidy/passenger trip of $2.24, a 7.4 percent decrease from FY2006.

Table I-14 Route 105 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 157 161 2.8 Passenger/Revenue Hour 19.1 19.4 1.2 Passenger/Revenue Mile 2.19 2.27 3.9 AM Peak Load Factor 0.20 0.39 97.3 Subsidy/Passenger Trip $2.42 $2.24 -7.4 % of System Ridership 1.00 1.00 0.00

Only 1.2 percent of survey respondents indicated riding Route 105, which supports ridership figures indicating the route carried 1 percent of the total riders in FY2007. Top origins and destinations reflect the route’s service area. Top origins for this route included school/college (47 percent), work (37 percent), and home (13 percent). Route 105 riders cited destinations such as home (12 percent), work 13 (percent), and school/college (7 percent). A significant percentage (89 percent) noted they walk from the bus to their destination and 7 percent transfer to BART. Most of the riders on this route (59 percent) were 20 years or younger, and 19 percent fell within the 21-31 age bracket. This explains why 63 percent of riders are students with 65 percent identifying themselves as middle school students. The relatively-low ridership of this route may be attributed to the fact its ridership is composed largely of middle school students associated with two schools. 21 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Route 106 Route 106 operates in the cities of Moraga, Lafayette, and Orinda with service to Lafayette BART, St. Mary’s College, several middle schools and high schools, and Orinda BART. This is the only CCCTA route operating in the Lamorinda area. On weekdays, Route 106 offers service from approximately 5:42 a.m. to 8:32 p.m. On Saturday, this route operates from approximately 9:24 a.m. to 6:09 p.m.

In FY2007, Route 106 had an average weekday boarding performance of 870, a 4.6 percent increase from FY2006. This route had a FY2007 passengers/revenue hour performance of 16.6, a 6.4 percent increase from the previous fiscal year. This change may be attributed to the increase of average weekday boardings. Route 106’s FY2007 passengers/revenue mile indicator was 0.89, an increase of 6.3 percent from FY2006, and this could have been caused by the increase of boardings and supply of revenue miles.

In FY2007, Route 106 had an AM peak load factor of 0.65, a 39.3 percent increase from FY2006. Route 106’s subsidy/passenger trip indicator also decreased in FY2007 to $3.14, a 19.7 percent decline from FY2006, which is a result of the increase in passenger boardings and fare revenue.

Table I-15 Route 106 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 831 870 4.6 Passenger/Revenue Hour 15.6 16.6 6.4 Passenger/Revenue Mile 0.84 0.89 6.3 AM Peak Load Factor 0.46 0.65 39.3 Subsidy/Passenger Trip $3.92 $3.14 -19.7 % of System Ridership 5.2 5.4 0.04

This route carried 5.6 percent of the 2007 survey respondents which is similar to it providing service to 5.4 of the total passengers in FY2007. Approximately 47 percent of the participants on this route noted that home was their origin and this was followed was work, (29 percent), and school/college (18 percent). The top destinations for this route were home, (46 percent), work (23 percent), and school/college (21 percent). Most of the passengers for this route indicated they walk from the bus to their destination and 24 percent transfer to BART.

Seventy-two percent of the riders indicated their employment status is employed for pay outside home and 23 percent were unemployed. This indicates a significant amount of riders on this route were commuting to work. Forty-one percent noted they were students and 57 percent were college students. Therefore, most of these students on this route either attend college or high school. This is expected given St. Mary’s College subsidizes CCCTA fare for its students.

22 Chapter I – Organizational Structure, Demographic & Physical Environment

Route 107 This route operates in Walnut Creek and Pleasant Hill with service to Walnut Creek BART, Walnut Creek Intermediate, Foothill Intermediate, Northridge High, Shadelands, and Pleasant Hill BART. On weekdays, Route 101 offers service from approximately 5:55 a.m. to 6:58 p.m.

Route 107 had an FY2007 average weekday boarding performance of 291 - a significant increase of 101.5 percent from the previous fiscal year due to the introduction of midday service that year. This notable increase could have led to the route’s FY2007 passengers/revenue hour performance of 10.4, a 27.1 percent increase. The passengers/revenue mile performance for this route in FY2007 was 0.87, a 20.8 percent increase from FY2006. The AM peak load factor for Route 107 in FY2007 was 0.46, a 208.3 percent increase from FY2006. Route 107 also saw an improvement in its FY2007 subsidy/passenger trip indicator ($4.79) a 38.9 percent decrease. The positive improvement of the previous indicators helped Route 107 realize a lower subsidy/passenger trip.

Table I-16 Route 107 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 144 291 101.5 Passenger/Revenue Hour 8.2 10.4 27.1 Passenger/Revenue Mile 0.72 0.87 20.8 AM Peak Load Factor 0.15 0.46 208.3 Subsidy/Passenger Trip $7.84 $4.79 -38.9 % of System Ridership 0.9 1.8 100.0

Route 107 carried 1.9 percent of the total survey participants and closely matched the ridership of this route for its FY2007 performance (1.8 percent). The top trip origins for Route 107 were home (77 percent), work (11 percent), and school/college (7 percent). Route 107’s top destinations were work (58 percent) school/college (23 percent) and home (10 percent). Most of the passengers on Route 107 use this service to travel from home to work or to school. This is evident in that 79 percent of the participants noted being employed for pay outside home. Approximately 26 percent of the riders claimed to be students with 50 percent as college for their student status.

Route 108 This route operates in Martinez and Concord with service to Martinez Amtrak, Diablo Valley College, the Concord BART station, the Veterans Administration (VA) Hospital, and Kaiser Hospital. This route operates in Martinez and Concord with service to Martinez Amtrak, Diablo Valley College, and Kaiser Hospital. On weekdays, Route 108 offers service only on weekdays from approximately 5:45 a.m. to 10:15 p.m. 23 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

This route increased its average weekday boarding indicator by 7.6 percent compared to FY2006. Route 108 also improved its passengers/revenue hour figure by having a performance of 13.4, a 9.7 percent increase over the previous fiscal year. Route 108’s FY2007 passengers/revenue mile indicator was 0.87, an increase of 9.6 percent from FY2006, and this could have been caused by the increase of boardings and supply of revenue miles. In FY2007, the AM peak load factor for Route 108 increased to 0.38, improving 23.5 percent from FY2006. A positive improvement was also seen in the FY2007 subsidy/passenger trip indicator as it decreased 39.4 percent to $3.90.

Table I-17 Route 108 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 338 364 7.6 Passenger/Revenue Hour 12.2 13.4 9.7 Passenger/Revenue Mile 0.80 0.87 9.6 AM Peak Load Factor 0.31 0.38 23.5 Subsidy/Passenger Trip $6.43 $3.90 -39.4 % of System Ridership 2.1 2.2 4.8

Route 108 provided service to 2.8 percent of the survey participants and suprassed its productivity for FY2007 of 2.2 percent of total passengers. A significant amount of the riders for this route started their trip at home (67 percent). The other top origins were other (14 percent) and doctor/dentist (10 percent). Most of the riders on Route 108 used this service to go to work (33 percent), and this was followed by going on personal business or errands (29 percent), and going to doctor/dentist (10 percent). The majority of the riders (71 percent) noted that they walk in order to reach their destination from the bus, 10 percent choose transfer to another bus and transfer to BART. The only two age groups who rode this route were 49+ (60 percent) and 32-48 (40 percent). These age groups are also representative in the number of people who were not students (76 percent). For this route (47 percent) of the riders stated they were employed for pay outside home and 26 percent were retired. From the characteristics of the riders on this route, most of the passengers use Route 108 to commute from home to work.

Route 109 Route 109 operates in the city of Pleasant Hill with service to College Park High, Valley View Middle School, YMCA, Senior Housing Complex, JFK University, Sequoia Middle School, Sequoia Elementary School, Pleasant Hill Middle School, and Diablo Valley College. On weekdays, this route operates from approximately 6:20 a.m. to 10:27 a.m. On Saturday, Route 109 provides service from 9:50 a.m. to 6:45 a.m.

In FY2007, Route 109 had an average weekday boarding performance of 479, a 10.8 percent increase from FY2006. This route had a FY2007 passengers/revenue hour performance of

24 Chapter I – Organizational Structure, Demographic & Physical Environment

17.4, a 12.2 increase from the previous fiscal year. This improvement can be attributed to the increase in average weekday boardings. The passengers/revenue mile performance for this route was 1.52, an 11.2 percent increase from FY2006. Route 109 also saw an increase in its FY2007 AM peak load factor which increased 31.2 percent to 0.59 from FY2006. The FY2007 subsidy/passenger trip also saw a positive trend as a result of the improvements witnessed by its other performance indicators. The subsidy/passenger trip indicator declined 16.7 percent to $2.46.

Table I-18 Route 109 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 433 479 10.8 Passenger/Revenue Hour 15.5 17.4 12.2 Passenger/Revenue Mile 1.36 1.52 11.2 AM Peak Load Factor 0.45 0.59 31.2 Subsidy/Passenger Trip $2.95 $2.46 -16.7 % of System Ridership 2.8 3.1 10.7

Approximately 3.2 percent of the survey respondents rode on Route 109. This is very similar to this route’s FY2007 performance of 3.1 percent. The top trip origins for this route were home (48 percent), school/college (19 percent), and work (18 percent). The destinations of these riders were home (40 percent), shopping (17 percent), and work (14 percent). The majority of Route 109 started their trip from home and used the service to go home. Approximately 61 percent of this route’s riders indicated they are employed for pay outside home, and 21 percent indicated they were unemployed. A majority of the riders were students (54 percent); this can be the reason as to why unemployed was the second highest employment status. College students (79 percent) were the largest group followed by high school at 13 percent. This is expected given JFK University subsidizes CCCTA fares for its students. As indicated, the majority of Route 109’s passenger’s top origin and destination is home.

Route 110 This route provides service to El Monte Elementary School, Clayton Valley High School, Highlands Elementary, Pine Hollow Middle School, Diablo Valley Middle School, Concord BART, and Diablo Valley College. Route 110 has a complicated routing structure composed of a trunk line and three nodes. On weekdays, Route 110 operates from approximately 5:00 a.m. to 10:55 p.m. On Saturday, this route provides service from 7:32 a.m. to 8:52 p.m.

Route 110’s schedule was revised in 2007 which resulted in increased ridership but decreased productivity. Still, Route 110 is among CCCTA’s most productive routes. Route 110 had an FY2007 average weekday boarding performance of 2,886 with an increase of 2.1 percent from the previous fiscal year. Even with this increase in boardings, Route 110 saw a decline of 7.6 percent in its FY2007 passengers/revenue hour indicator. Route 110’s FY2007 25 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

passengers/revenue mile indicator was 1.88, a decline of 1.9 percent from FY2006. This could have been caused by the increase of boardings and supply of revenue miles. The FY2007 AM peak load factor increased 30.9 percent to 0.72 from FY2006. There was a slight increase in the FY2007 subsidy/passenger trip (0.1 percent) to $1.76.

Table I-19 Route 110 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 2,807 2,866 2.1 Passenger/Revenue Hour 22.6 20.8 -7.6 Passenger/Revenue Mile 1.92 1.88 -1.9 AM Peak Load Factor 0.55 0.72 30.9 Subsidy/Passenger Trip $1.76 $1.76 0.1 % of System Ridership 18.9 18.8 -0.5

Just over 18 percent of survey respondents indicated riding Route 110, which is just below its FY2007 standard of 18.8 percent. Approximately 65 percent of the passengers stated home as their trip origin, followed by school/college (17 percent) and work (15 percent). The top destinations for Route 108 riders were school/college (31 percent) work (28 percent) and home (22 percent). A majority of these passengers use Route 110 to commute between home and school. This is supported by 61 percent of the passengers being students. The two highest employment statuses were employed for pay outside home (64 percent) and unemployed (27 percent).

Route 111 Route 111 operates in the cities of Pleasant Hill and Concord with service to Pleasant Hill BART, Oak Grove Middle School, Concord BART, and Oak Grove Road. On weekdays, this route runs from approximately 6:00 a.m. to 7:24 p.m. On Saturday, this route operates from 7:30 a.m. to 8:11 p.m. On Sunday, it provides service from 7:58 a.m. to 7:02 p.m.

In FY2007, this route increased its average weekday boarding indicator by 1.4 percent. With this increase in boardings, Route 111’s FY2007 passengers/revenue hour indicator increased to 14.2, 3.5 percent over its FY2006 performance. The passengers/revenue mile performance was 1.69, a 12.8 percent decrease from FY2006. Route 111 had the same AM peak load factor in both FY2006 and FY2007 (0.45). The increase in FY2007 passenger boardings could help explain why the FY2007 subsidy/passenger trip declined to $2.88.

26 Chapter I – Organizational Structure, Demographic & Physical Environment

Table I-20 Route 111 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 474 481 1.4 Passenger/Revenue Hour 13.7 14.2 3.5 Passenger/Revenue Mile 1.94 1.69 -12.8 AM Peak Load Factor 0.45 0.45 -0.8 Subsidy/Passenger Trip $3.08 $2.88 -6.4 % of System Ridership 3.0 3.0 0.0

This route carried approximately 3.0 percent of survey respondents, matching its FY2007 standard of 3.0 percent. The vast majority of the riders started their trip at home (77 percent), followed by work (9 percent), and shopping (4 percent). Route 111’s top destinations were work (39 percent), shopping (16 percent), and home (10 percent). The highest rated employment status was employed for pay outside home (78 percent) followed by unemployed (11 percent). These findings indicate this route is utilized chiefly by commuters, which is supported by only 32 percent of the passengers being students.

Route 114 This route is a major route within the Monument Corridor, operating in the cities of Concord and Pleasant Hill with service to Concord BART, Meadows Homes Elementary, and Concord BART. In 2007, Route 114’s schedule was revised to increase frequency as well as extend the service day later in the evening. On weekdays, Route 114 runs from 5:21 a.m. to 11:28 p.m. On Saturday, this route operates from 8:10 a.m. to 8:29 p.m.

In FY2007, Route 114 had an average weekday boarding performance of 1,511, a 6.7 percent decrease from FY2006. This route had a FY2007 passengers/revenue hour performance of 24.5, a 6.5 percent decrease from the previous fiscal year. This decline can be attributed to the decrease of average weekday boardings. Route 114’s FY2007 passengers/revenue mile indicator was 2.84, a decline of 5.9 percent from FY2006. This may be the result of decreased boardings and supply of revenue miles. However, in FY2007, Route 114 had an increase in its AM peak load factor of 7.8 percent. Some of the negative trends in this route’s performance indicators could have caused the FY07 subsidy/passenger trip figure to increase 5.5 percent to $1.22.

27 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table I-21 Route 114 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data) Percent Change FY06- Peformance Indicator 2006 2007 FY07 Average Weekday Boarding 1,620 1,511 -6.7 Passenger/Revenue Hour 26.6 24.9 -6.5 Passenger/Revenue Mile 3.02 2.84 -5.9 AM Peak Load Factor 0.60 0.64 7.8 Subsidy/Passenger Trip $1.16 $1.22 5.5 -9.0 % of System Ridership 11.1 10.1

Route 114 provided service to 8.8 percent of persons surveyed, below its FY2007 share of 10.1 percent. Top trip origins for Route 114 were home (58 percent), work (24 percent), and school/college (6 percent). The most popular destinations are somewhat similar: work (34 percent), home (29 percent), and school (12 percent). A majority of the riders were employed for pay outside home (65 percent). Approximately 71 percent walked in order to reach their destination, 16 percent transferred to another bus, and 10 percent transferred to BART. From these findings, a notable amount of Route 114 passengers use the service to commute to work within the cities of Pleasant Hill and Concord.

Route 115 Route 115 operates in the cities of Walnut Creek, Pleasant Hill, and Concord with service to Walnut Creek BART, Walnut Creek Intermediate School, Carondelet High School, De La Salle High School, Ygnacio Valley High, Pleasant Hill BART, El Dorado Middle School, Concord High School, Monte Gardens Elementary School, and Concord BART. On weekdays, this route runs from approximately 5:43 a.m. to 8:46 p.m. On Saturday, this route operates from approximately 9:10 a.m. to 7:44 p.m.

Route 115 had an FY2007 average weekday boarding performance of 1,035, a 7.5 percent decrease from the previous fiscal year. With this decrease in boardings FY2007 passengers/revenue hours declined 50.5 percent in its FY2007 passengers/revenue hour indicator (8.2). The passengers/revenue mile performance for this route in FY2007 was 0.71, a significant decrease (50.4 percent) from FY2006. However, Route 115’s AM peak load performance increased 9.4 percent to 0.88 in FY2007. In FY2007, this route’s subsidy/passenger trip increased 19 percent from FY2006 to $6.03. This is partly attributable to the decrease in passengers and lower fare revenue.

28 Chapter I – Organizational Structure, Demographic & Physical Environment

Table I-22 Route 115 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 1,119 1,035 -7.5 Passenger/Revenue Hour 16.5 8.2 -50.5 Passenger/Revenue Mile 1.42 0.71 -50.4 AM Peak Load Factor 0.80 0.88 9.4 Subsidy/Passenger Trip $5.07 $6.03 19.0 % of System Ridership 7.3 6.6 -9.6

A total of 6.5 percent of total riders surveyed rode this route, closely matching Route 115’s FY2007 performance of 6.6 percent. Route 115’s serves school/college as its top trip origin (36 percent), work (26 percent), and home (23 percent). These origins correlate with the top trip destinations of home, (65 percent), other (8 percent), and work (6 percent). As demonstrated, the majority of these riders use the route to travel from school to home. This finding is validated as 54 percent of the passengers identify themselves as students with 79 percent in high school and 15 percent college. Also, the largest age group is persons below age 20 (49 percent). Thus, a significant percentage of Route 115’s riders are ride-dependent students. With respect to employment status, 56 percent are employed for pay outside home and 33 percent are unemployed.

Route 116 This route operates in the cities of Martinez, Pleasant Hill, and Walnut Creek including service to Amtrak Martinez, Alhambra High, County Regional Hospital, Pleasant Hill BART, and Walnut Creek BART. On weekdays, this route operates from approximately 5:40 a.m. to 9:36 a.m. On Saturday, it runs from 9:15 a.m. to 8:00 p.m.

In FY2007, its average weekday boarding indicator decreased to 7.0 percent to 537. With this decrease in boardings, Route 116’s passengers/revenue hour indicator performance fell to 14.8. Route 116’s passengers/revenue mile indicator was 1.35, a decline of 2.1 percent from FY2006. This could have been caused by the decrease of boardings and supply of revenue miles. However, Route 116 did see a positive increase (11.5 percent) in its AM peak load factor. This improvement in morning passenger boarding might have resulted in the FY2007 subsidy/passenger trip indicator of $2.96, decreasing 8.2 percent from FY06.

29 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table I-23 Route 116 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 575 537 -6.5 Passenger/Revenue Hour 15.5 14.8 -4.5 Passenger/Revenue Mile 1.38 1.35 -2.1 AM Peak Load Factor 0.49 0.55 11.5 Subsidy/Passenger Trip $3.22 $2.96 -8.2 % of System Ridership 3.9 3.5 -10.3

Route 116 carried 3.5 of the passengers surveyed reflecting its FY2007 performance of 3.5. The top three trip origins for this route were work (33 percent), home (33 percent), and shopping, (18 percent). Route 116’s most popular destinations included home (43 percent), work (29 percent), and school/college (7 percent). The majority of the riders (78 percent) walked to their destination, and 11 percent noted they transfer to another bus and transfer to BART.

Route 117 Route 117 operates in the cities of Concord and Martinez with service to Concord BART, Glenbrook Middle School, Queen of All Saints Elementary, Mt. Diablo High School, Mt. Diablo Hospital, and North Concord/Martinez BART. On weekdays, this route runs from 5:50 a.m. to 8:02 p.m. On Saturday, Route 117 operates from 8:29 a.m. to 7:34 p.m.

In FY2007, Route 117 had an average weekday boarding performance of 400, a 1.2 percent decrease from FY2006. While the route’s passengers/revenue increased 2.0 percent in FY2007, its passengers/revenue hour decreased 8.8 percent compared to FY2006. Route 117 had a significant increase (32.7 percent) in its FY2007 AM peak load factor of 0.66. The increase in passengers boardings could have influenced the subsidy/passenger trip indicator’s 21.6-percent decline in FY2007.

30 Chapter I – Organizational Structure, Demographic & Physical Environment

Table I-24 Route 117 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 405 400 -1.2 Passenger/Revenue Hour 22.8 23.3 2.0 Passenger/Revenue Mile 2.16 2.35 8.8 AM Peak Load Factor 0.50 0.66 32.7 Subsidy/Passenger Trip $2.02 $1.58 -21.6 % of System Ridership 2.7 2.6 -3.7

Approximately 2.9 percent of those surveyed rode this route, a slight increase over FY2006. The most popular origins for this route were home (81 percent), work (6 percent), and school/college (4 percent). Route 117’s most significant destinations are work (21 percent), home (17 percent), and shopping (13 percent). The majority of the riders (67 percent) noted they walk and 24 percent transfer to another bus. Approximately 53 percent of the riders are employed for pay outside home and 15 percent are retired. While age groups distribution was fairly broad, approximately 64 percent of the riders were over the age of 49. While 26 percent of respondents were under the age of 20, nearly 78 percent of riders did not have a driver’s license.

Route 118 Route 118 operates in the cities of Martinez and Concord with service to Amtrak Martinez, Martinez Junior High School, Morello Park Elementary, Mt. Diablo High School, Diablo Valley College, and the Concord BART station. On weekdays, this route runs from 5:47 a.m. to 9:17 p.m. On Saturday, Route 118 operates from 7:34 a.m. to 7:21 p.m.

Route 118 had a FY2007 average weekday boarding performance of 600 - a decrease of 4.3 percent from the previous fiscal year. Even with this decrease in boardings, Route 118 still had an increase of 4.8 percent in its FY2007 passengers/revenue hour indicator. Route 118’s FY2007 passengers/revenue mile indicator was 1.62, a decline of 2.6 percent from FY2006. This may be attributed to the decrease of boardings and revenue miles. The FY2007 AM peak load factor also saw a decline in performance figure of 0.51, a 2.4 percent decrease from FY2006. Lower passenger boardings can result in lower fare revenue. The FY2007 subsidy/passenger trip indicator as it decreased to $2.60, an 8.5 percent decline from FY2006.

31 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table I-25 Route 118 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 627 600 -4.3 Passenger/Revenue Hour 15.0 15.7 4.8 Passenger/Revenue Mile 1.58 1.62 2.6 AM Peak Load Factor 0.53 0.51 -2.4 Subsidy/Passenger Trip $2.86 $2.62 -8.5 % of System Ridership 4.2 4.0 -4.8

Route 118 provided service to 3.9 percent of survey participants, falling just below its FY2007 total ridership productivity of 4.0 percent. Approximately 75 percent of passengers started their trip from home, 7 percent from school/college, and 4 percent from work. The top destinations for Route 118 were work (39 percent), home (16 percent), and school/college (13 percent). Route 118’s age groups were 32 – 48 (35 percent), 49+ (25 percent), and less than 20 (24 percent). A majority of the riders (67 percent) were employed for pay outside of home, and 68 percent of the total riders were students. With the primary origin and destination being home and work, this route can be seen as a commuter route for workers. This is supported by the employment status and the percentage of non-students.

Route 119 Route 119 operates in the city of Martinez with service to the Martinez Amtrak station, Pacheco Boulevard, and Sunrise Drive. This route runs only on weekdays from 6:10 a.m. to 7:20 p.m.

This route had a significant increase in its average weekday boarding indicator rising to 67 in FY2007, an increase of 15 percent. With this notable increase in boardings, Route 119’s passengers/revenue hour indicator FY2007 performance also increased to 9.3. The passengers/revenue mile performance for this route was 0.71, a significant decrease of 49.4 percent from FY2006. The FY2007 subsidy/passenger trip indicator noted a considerable decrease from its FY2006 figure, declining to $6.53. This positive trend might be the result of the noteworthy passenger boarding increase and fare revenue.

32 Chapter I – Organizational Structure, Demographic & Physical Environment

Table I-26 Route 119 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 26 67 156.3 Passenger/Revenue Hour 6.3 9.3 47.8 Passenger/Revenue Mile 1.40 0.71 -49.4 AM Peak Load Factor 0.00 0.30 - Subsidy/Passenger Trip $11.23 $6.53 -41.8 % of System Ridership 0.2 - -

Route 119 was not sampled during the 2007 CCCTA Onboard Survey.

Route 121 This route operates in the communities of Walnut Creek, Alamo, Danville, San Ramon, and Dublin, serving Walnut Creek BART, Las Lomas High School, Alamo Plaza, Del Amigo High School, San Ramon Valley High School, Danville Hotel, San Ramon City Hall, San Ramon Transit Center, Diablo Plaza, and Dublin/Pleasanton BART. On weekdays, Route 121 runs from 5:25 a.m. to 11:14 p.m. On Saturday, this route runs from 6:35 a.m. to 10:02 p.m., and Sunday from 8:45 a.m. to 6:06 p.m. This is the longest route in the CCTA system; its alignment stretches from Walnut Creek to the Dublin BART station. it is also the only all- day route that serves Alamo and Danville.

In FY2007, Route 121 had an average weekday boarding performance of 1,222, a 1.3 percent increase from FY2006. This route had a FY2007 passengers/revenue hour performance of 14.6 - a 4.7 increase from the previous fiscal year. This improvement may be attributed to the increase of average weekday boardings. Route 121’s FY2007 passengers/revenue mile indicator was 0.96 - decline of 9.3 percent from FY2006. This could have been caused by the increase of boardings and supply of revenue miles. The FY2007 AM peak load factor for Route 121 (0.91) increased 8.9 percent from FY2006. The positive trends in Route 121’s performance indicators could have resulted in its FY2007 subsidy/passenger trip indicator dropping to $3.34 - a 6.7 percent decrease from FY2006.

33 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table I-27 Route 121 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 1,207 1,222 1.3 Passenger/Revenue Hour 14.0 14.6 4.7 Passenger/Revenue Mile 0.88 0.96 9.3 AM Peak Load Factor 0.83 0.91 8.9 Subsidy/Passenger Trip $3.58 $3.34 -6.7 % of System Ridership 8.5 8.4 -1.2

Route 121 carried 8.4 percent of the riders surveyed, matching its FY2007 total passenger performance of 8.4 percent. The top trip origins for Route 121 are home (66 percent), work (23 percent), and school/college (5 percent). Half of the riders (50 percent), noted work as their destination, followed by home (19 percent), and school/college (14 percent). A significant amount of the passengers (81 percent) stated they were employed for pay outside home. From the origin and destination data, Route 121 can be considered a commuter route for persons working within the route’s service as 70 percent of the total passengers noted walking to their destination.

Route 124 Route 124 operates in the city of Concord with service to Concord BART station, Cal State East Bay, and Concord High School. This route operates only on weekdays from 6:28 a.m. to 4:25 p.m. This route only offers a limited number of trips daily, and is consistently in the lower-third of the system in terms of performance. However, it is the only route in the system serving the southern portion of Concord. The route operates through a chiefly residential area with few major trip generators along its alignment.

Route 124 had a FY2007 average weekday boarding performance of 56 – a decrease of 14.8 percent from the previous fiscal year. With this decrease in boardings, Route 124’s FY2007 passengers/revenue hour indicator decreased to 11.3. The passengers/revenue mile performance for this route was 0.84, a decrease of 14.9 percent from FY06. Route 124 had a very significant increase (221.3 percent) in its FY2007 AM peak load factor (0.49). However, this did not have a positive influence on Route 124’s FY2007 subsidy/passenger trip indicator which increased 11.0 percent over FY2006.

34 Chapter I – Organizational Structure, Demographic & Physical Environment

Table I-28 Route 124 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 66 56 -14.8 Passenger/Revenue Hour 13.5 11.3 -15.9 Passenger/Revenue Mile 0.99 0.84 -14.9 AM Peak Load Factor 0.15 0.49 221.3 Subsidy/Passenger Trip $5.11 $5.67 11.0 % of System Ridership 0.4 0.3 -25.0

This route provided service to 0.5 percent of the total passengers surveyed, slightly surpassing its FY2007 total passenger performance of 0.3 percent. The top origins for this route were school/college (80 percent) and work (20 percent). Route 118’s significant destinations were home (86 percent) and recreation/entertainment and personal business/errands (both with 7 percent). The age groups for this route were skewed towards younger passengers as 74 percent of riders were under the age of 20. From these findings, Route 124 has the characteristics of being a commuter route for students. This is further supported by 79 percent of its passengers being students. The types of students who take this route are high school (82 percent) and middle school (18 percent).

Route 126 This route operates in the city of Orinda with service to Orinda BART station, Orinda Community Center, Orinda Library, and City Hall. Route 126 runs only on weekdays from 6:50 a.m. to 7:06 p.m. The limited nature of this route is chiefly due to the fact it serves as a local loop branching off of Route 106.

In FY2007, the route’s average weekday boarding indicator increased 7.0 percent. Even with this increase in boardings, Route 126’s FY2007 passengers/revenue hour indicator remained unchanged. Also, there was no change in Route 126’s FY2007 passengers/revenue mile indicator from FY2006, Route 126 also had an increase in its FY2007 AM peak load factor figure of 0.48, a 10.5 percent improvement from the prior year. This route had a considerable improvement in its FY2007 subsidy/passenger trip by decreasing 42.0 percent to $3.40. Route 126’s improvement in passenger boardings may be responsible for higher fare revenue, thus driving the FY2007 subsidy/passenger indicator downward.

35 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table I-29 Route 126 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 147 158 7.5 Passenger/Revenue Hour 13.7 13.7 - Passenger/Revenue Mile 1.55 1.55 - AM Peak Load Factor 0.44 0.48 10.5 Subsidy/Passenger Trip $5.86 $3.40 -42.0 % of System Ridership 0.9 1.0 11.1

Approximately 1.0 percent of the passengers surveyed rode Route 126, matching its FY2007 total passenger productivity. Respondents were less than 20 years old and did not have a driver license. As demonstrated in the consistent origin/destination location (school/college), this route was primarily used by ride-dependent students.

Route 127 This route operates in the city of Concord with service to Concord BART, North Concord BART, Heald College, Bates Avenue, and Marsh Drive. Route 127 operates only on weekdays, from 6:32 a.m. to 6:20 p.m.

In FY2007, Route 127 had an average weekday boarding performance of 153, a 3.8 percent increase from FY2006. Its passengers/revenue hour performance of 13.0, (a 4.2 increase from the previous fiscal year) may have played part in the increase of average weekday boardings. The passengers/revenue mile performance for this route in FY2007 was 0.83, a decrease of 4.3 percent from FY2006. Route 127 saw a 28.2 increase in its AM peak load factor from FY2006, this indicator increased to 0.49. The FY2007 subsidy/passenger trip indicator also improved as it lowered to $4.36, a 1.2 percent decrease from FY2006. The increase in passenger boardings noted in FY2007 contributed to this.

36 Chapter I – Organizational Structure, Demographic & Physical Environment

Table I-30 Route 127 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 147 153 3.8 Passenger/Revenue Hour 12.5 13.0 4.2 Passenger/Revenue Mile 0.80 0.83 4.3 AM Peak Load Factor 0.38 0.49 28.2 Subsidy/Passenger Trip $4.41 $4.36 -1.2 % of System Ridership 0.9 0.9 0.0

Route 127 provided service to 1.0 percent of passengers surveyed. This was slightly more than its FY2007 total passenger productivity. Route 127’s top trip origins are home (88 percent), school/college (8 percent), and work (3 percent). The most significant destinations were work (58 percent), school/college (33 percent), and home (8 percent). A majority of the riders (78 percent) noted walking to their destination, 18 percent transferred to BART, and 4 percent transferred to another bus.

Route 127’s age distribution was evenly split; as 30 percent of respondents identified themselves as 20 and under, another 30 percent between 21 – 31, and 24 percent between 32 - 48. with respect to employment, 69 percent were employed for pay outside home and 26 percent were unemployed. More than half of the riders (51 percent) were students and of that population, 76 percent were college students. These findings support Route 127 is used by both students and workers alike.

Route 135 Route 135 operates in the cities of San Ramon and Dublin with service to San Ramon Transit Center, Dougherty Valley, Coyote Creek Elementary School, Quail Run Elementary School, Dougherty Valley High School, Hidden Hills Elementary School, Diablo Valley College, and Windemere Ranch Middle School. On weekdays, this route operates from 5:30 a.m. to 8:35 p.m.

Route 135 commenced operations in March 2007 as a five-year demonstration route funded chiefly through developer fees. The route configuration was developed through the Dougherty Valley Transit Feasibility Study. This route had an FY2007 average weekday boarding performance of 116 and a passengers/revenue hour indicator of 7.3. Route 135’s FY2007 passengers/revenue mile indicator was 0.49. The FY2007 AM peak load was 0.27, and the subsidy/passenger trip was $8.08.

37 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table I-31 Route 135 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding - 116 - Passenger/Revenue Hour -7.3- Passenger/Revenue Mile - 0.49 - AM Peak Load Factor -0.27- Subsidy/Passenger Trip - $8.08 - % of System Ridership - 0.7 -

This route reflected 1.3 percent of those riders. Route 135’s top ranked trips origins were work (40 percent), school/college (20 percent), and home (17 percent). Top destinations were home (83 percent) and school/college (17 percent). Consistent with the route’s service area, a larger portion of riders identified themselves as age 20 or younger (43 percent). Of the balance, 14 percent fell within the age 21 – 31 category and 36 percent within the age 32 -48 category.

While 64 percent cited being employed for pay outside home, 32 percent were unemployed. Forty-six percent of riders were students. Of those, 38 percent were college, 38 percent in middle school, and 23 percent in high school.

Limited Service Routes The following routes offer limited weekday service only. they are scheduled around local school hours as well as peaks in commuter activity.

Route 206 Route 206 operates in the cities of Lafayette, Moraga, and Walnut Creek with service to Rossmoor Shopping Center, Tice Valley Shopping Center, Lafayette BART, Acalanes High School, City Hall, Lafayette Community Center, and St. Mary’s College. This route operates only on weekdays from 7:07 a.m. to 3:49 p.m.

This route saw a decrease (24.8 percent) in its average weekday boarding indicator as the FY2007 figure fell to 101. With this decrease in boardings, Route 206’s passengers/revenue hour indicator FY2007 performance was 11.3, a 26.1 percent decrease. The passengers/revenue mile performance for this route in FY2007 was 0.90, a significant decrease of 25.0 percent from FY2006. In FY2007, Route 206’s AM peak load factor decreased 8.6 percent from FY2006. The decrease in the passenger boardings could be attributable to the FY2007 subsidy/passenger trip indicator, $4.97, an increase of 48.2 percent.

38 Chapter I – Organizational Structure, Demographic & Physical Environment

Table I-32 Route 206 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 134 101 -24.8 Passenger/Revenue Hour 15.2 11.3 -26.1 Passenger/Revenue Mile 1.21 0.90 -25.0 AM Peak Load Factor 0.16 0.15 -8.6 Subsidy/Passenger Trip $3.35 $4.97 48.2 % of System Ridership 0.8 0.6 -25.0

Route 206 accommodated for approximately 0.8 percent of the passengers surveyed on 206. This figure is lower than its FY2007 total passenger productivity of 0.6 percent. All of the riders on this route started their trip at home and had work as their destinations. The riders on this route all fell within the 32 – 48 age group.

Route 221 This route operates in the cities of Danville, San Ramon, and Dublin with service to Alamo Plaza, Monte Vista High School, San Ramon City Hall, San Ramon Transit Center, Market Place Shopping Center, San Ramon Senior Center, and Dublin/Pleasanton BART. Route 221 runs on weekdays from 6:30 a.m. to 4:14 p.m.

In FY2007, Route 221 had an average weekday boarding performance of 66, a 16.6 percent decrease from FY2006. The route maintained FY2007 passengers/revenue hour performance of 10.4, a 24.7 percent decrease from the previous fiscal year. This decline can be attributed to the decrease in average weekday boardings. Route 221’s FY2007 passengers/revenue mile indicator was 0.78 a decline of 4.8 percent from FY2006, and this could have been caused by the decrease of boardings and supply of revenue miles. From FY2006 to FY2007, Route 221’s AM peak load factor rose 16.0 percent to 0.12. Its FY2007 subsidy/passenger trip saw a positive change by decreasing 5.0 percent to $5.94. The decrease in FY2007 passenger boardings could have led to these declines.

39 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table I-33 Route 221 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 79 66 -16.6 Passenger/Revenue Hour 13.7 10.4 -24.7 Passenger/Revenue Mile 0.82 0.78 -4.8 AM Peak Load Factor 0.14 0.12 -16.0 Subsidy/Passenger Trip $6.25 $5.94 -5.0 % of System Ridership 0.5 0.4 -20.0

Route 221 included 0.4 of the passengers surveyed, matching its FY2007 total passenger productivity of 0.4 percent. While riders began their trip from school/college, the top destinations for this route were home (67 percent), shopping (11 percent), and family friends (11 percent). All of the passengers onboard walked to their destination and fell within the under 20 age bracket. Route 221’s riders did not have a driver’s license thus making them transit-dependent. The findings indicate this route is used by students to travel from school to home as well as destinations.

Sunday Routes Routes 308 and 314 only operate on Sundays. Ridership on these routes is comprised chiefly of regular riders of the systems core weekday routes.

Route 308 Route 308 operates in the cities of Martinez, Pleasant Hill, and Concord with service to Amtrak Martinez, County Regional Medical Center, John Muir National Historic Site, Sun Valley Shopping Center, Waterworld, and Concord BART. This route only operates on Sunday from 8:51 a.m. to 5:27 p.m.

Table I-34 Route 308 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding - - - Passenger/Revenue Hour 13.3 - - Passenger/Revenue Mile 0.21 - - AM Peak Load Factor -- - Subsidy/Passenger Trip - - - % of System Ridership 0.1 - -

40 Chapter I – Organizational Structure, Demographic & Physical Environment

The top trip origins for this route are home (75 percent), work (6 percent), and other (6 percent). The significant destinations for these passengers were work (27 percent), shopping (27 percent) and home (12 percent). Approximately 70 percent of the riders walked to their destination and 13 percent transferred to BART.

In terms of employment status, 48 percent were employed for pay outside home and 28 percent were unemployed. Also, the majority of the passengers were not students (64 percent). From these findings, Route 308 was utilized to travel from home to either work or shopping, and 56 percent of the riders were ride-dependent evidenced by not having driver’s license.

Route 314 Route 314 is a Sunday-only service in the cities of Pleasant Hill and Concord, with service to Diablo Valley College, Civic Center Office Park, Concord BART, and Kirker Pass. Route 314 runs from 7:37 a.m. to 7:07 p.m.

Table I-35 Route 314 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding - - - Passenger/Revenue Hour 25.1 - - Passenger/Revenue Mile 0.00 - - AM Peak Load Factor -- - Subsidy/Passenger Trip - - - % of System Ridership 0.7 --

Route 314 provided service to 0.9 percent of the riders surveyed. This ridership figure is slightly higher than its FY07 total passenger productivity of 0.7 percent.

The majority of the riders (69 percent) started their trip from home; and this was followed by work (12 percent), and school/college (7 percent). Route 314’s significant destinations were work (38 percent), shopping (15 percent), and home (14 percent). Seventy percent of the passengers walked to their destination and 18 percent transferred to BART. While riders’ age groups were distributed fairly evenly, 70 percent were employed for pay outside home. Riders for this route had employment status of 70 percent employed for pay outside home and 16 percent were unemployed. Thirty-seven percent were students, while 62 percent did not have a driver’s license.

41 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Route 820 Route 820 is an “All Nighter” service that operates from 1:00 a.m. to 8:00 a.m. with stops at Concord BART, Pleasant Hill BART, Walnut Creek BART, Lafayette BART, and Orinda BART. This route operates seven days a week.

This route had a significant increase (207 percent) in its average weekday boarding indicator, as its FY2007 figure rose to 11. With this increase in boardings, Route 820’s passengers/revenue hour indicator FY07 performance was 1.1, a 47.1 percent decrease from FY2006. The FY2007 passengers/revenue mile performance for this route was 0.07, a significant increase of 67.2 percent from FY2006. This change could have been the result of the increased passenger boardings. Route 820 saw a vast improvement in its FY2007 subsidy/passenger trip indicator as it decreased 39.4 percent from FY2006. This positive trend may be the result of higher passenger boardings in FY2007.

Table I-36 Route 820 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 4 11 207.0 Passenger/Revenue Hour 0.7 1.1 47.1 Passenger/Revenue Mile 0.04 0.07 67.2 AM Peak Load Factor 0.00 0.00 - Subsidy/Passenger Trip $106.45 $64.55 -39.4 % of System Ridership 0.0 0.0 -

This route provided service to 0.1 percent of the passengers surveyed, matching its FY2007 total passenger productivity of 0.1 percent. The route’s origin and destination pairings were split between home (50 percent) and work (50 percent). These riders reached their destination by walking (50 percent) and transferring to another bus (50 percent). All passengers onboard were both employed for work outside home and students. The students were split between college, (50 percent) and vocational-other (50 percent).

Route 920 This route operates in Walnut Creek, Pleasanton, and San Ramon with service to Mitchell park and ride, Danville park and ride, San Ramon Transit Center, Pleasanton Train Station, ATT, and Chevron. Route 920 runs only on weekdays from 5:54 a.m. to 7:18 p.m.

In FY2007, Route 920 had an average weekday boarding performance of 167, a 17.8 percent increase over FY2006. This route had a FY2007 passengers/revenue hour performance of 19.0, a 13.0 percent increase from the previous fiscal year. This decline can be attributed to the increase of average weekday boardings. Route 221’s FY2007 passengers/revenue mile indicator was 0.79 - an increase of 15.5 percent over FY2006. This may be the result of

42 Chapter I – Organizational Structure, Demographic & Physical Environment increased boardings and supply of revenue miles.

Route 920 increased its AM peak load factor in FY2007 with an 11.3 percent improvement over FY2006. Improved passenger boardings and fare revenue could have led Route 920 to improve its FY2007 subsidy/passenger trip indicator, of $3.44 which was a 27.2 percent reduction from FY2006.

Table I-37 Route 920 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 141 167 17.8 Passenger/Revenue Hour 16.9 19.0 13.0 Passenger/Revenue Mile 0.68 0.79 15.5 AM Peak Load Factor 0.56 0.63 11.3 Subsidy/Passenger Trip $4.72 $3.44 -27.2 % of System Ridership 0.9 1.2 33.3

Route 920 represented 1.2 percent of survey participants, slightly higher than FY2007. Route 920’s trip origins were work (86 percent) and home (14 percent). The top destinations for this route are home (61 percent). other (32 percent), and work (7 percent). Passengers on this route reached their destination by transferring to an Amtrak or ACE train (54 percent), drove and park (25 percent), and walked (18 percent). In contrast to other routes, 57 percent of riders were over the age of 45. The balance fell into the 32 – 48 age bracket (32 percent) and 21 -31 bracket (11 percent). All respondents noted they were employed for pay outside of home and none were students, they all posses a driver’s license and had access to a car the day of the survey. These finding confirm Route 920 is used by “choice riders” commuting.

Route 930 Route 930 operates in the cities of Walnut Creek, Concord, Pittsburg, and Antioch with service to Walnut Creek BART station, John Muir Medical Center, Mitchell Drive park and ride lot, and Hillcrest park and ride. This route operates only on weekdays, with service from 5:27 a.m. to 7:41 p.m.

Route 930 had a FY2007 average weekday boarding performance of 127, a decrease of 7.2 percent from the previous fiscal year. With this decrease, Route 930 had a decline of 7.9 percent in its FY2007 passengers/revenue hour indicator. The passengers/revenue mile performance indicator was 0.61, an increase of 6.8 percent from FY2006. Route 930 had a FY2007 AM peak load factor 4.5 percent less than FY2006. However, even with the decline in the previous indicators, Route 930 a positive change in its FY07 subsidy/passenger trip indicator, decreasing 3.2 percent from the prior fiscal year.

43 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table I-38 Route 930 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 137 127 -7.2 Passenger/Revenue Hour 11.9 11.0 -7.9 Passenger/Revenue Mile 0.65 0.61 -6.8 AM Peak Load Factor 0.51 0.49 -4.5 Subsidy/Passenger Trip $5.84 $5.66 -3.2 % of System Ridership 0.9 0.8 -11.1

This route reflected 0.8 percent of the survey participants. Ninety percent of the passengers started their trip from home; followed by work (6 percent) and school/college (3 percent). Route 930’s most significant destinations were work (87 percent), home (3 percent), and recreation/entertainment (3 percent). Patrons reached their destination by walking (83 percent), transferring to another bus (10 percent), and driving and parking (3 percent). The vast majority (97 percent) noted they were employed for pay outside home. With this, 79 percent of participants had a valid driver’s license.

Route 960 This route operates in the cities of Walnut Creek, Alamo, and San Ramon with service to Mitchell Park and Ride, Walnut Creek BART, Danville Park and Ride Lot, ChevronTexaco, Bishop Ranch, and San Ramon Transit Center. Route 960 runs on weekdays only, from 5:50 a.m. to 7:59 p.m. The route serves as a link between Walnut Creek and Bishop Ranch, with Bishop Ranch employees riding free because Bishop Ranch subsidizes the service.

Average weekday boardings fell 4.7 percent to 674. Given this decrease in boardings, Route 960’s passengers/revenue hour indicator was 20.7, a 14.8 percent increase. Route 960’s FY2007 passengers/revenue mile indicator was 1.07, an increase of 13.6 percent. This could have been caused by the decrease of boardings and supply of revenue miles. This route maintained an AM peak load factor of 0.33, a 15.7 percent decline from FY2006..

44 Chapter I – Organizational Structure, Demographic & Physical Environment

Table I-39 Route 960 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 707 674 -4.7 Passenger/Revenue Hour 18.0 20.7 14.8 Passenger/Revenue Mile 0.94 1.07 13.6 AM Peak Load Factor 0.39 0.33 -15.7 Subsidy/Passenger Trip $2.34 $2.44 4.2 % of System Ridership 4.4 4.0 -9.1

Approximately 4.0 percent of the survey total was on Route 960. The majority of the trip origins were home (73 percent), followed by work (19 percent), and school/college (3 percent). Passengers arrived at the bus stop by driving and parking (57 percent), transferred from BART (40 percent), and walked (24 percent). The top destinations for Route 960 were work (73 percent), home (22 percent), and school/college (3 percent). The majority of the passengers (74 percent) walked to their destination, while 16 percent transferred to BART, and 3 percent drove and park. The employment status was overwhelmingly pay outside home (93 percent). A majority Route 960’s patrons commute from work and home and are not transit-dependent, as 81 percent of its passengers have a valid driver’s license.

Route 970 Route 970 operates in the cities of San Ramon and Dublin with service to Dublin/Pleasanton BART, ChevronTexaco, and Bishop Ranch. Route 970 runs on weekdays only from 6:35 a.m. to 7:00 p.m. The route serves as a link between the Dublin/Pleasanton BART station and Bishop Ranch, which subsidizes the service to provide free trips for their employees.

In FY2007, Route 970 had an average weekday boarding of 217 – a 3.7 percent decrease from FY2006. Its passengers/revenue hour performance decreased 4.3 percent from the previous fiscal year. This decline can be attributed to the increase of average weekday boardings. The passengers/revenue mile performance for this route in FY2007 was 0.66, a decrease of 3.3 percent from FY2006. Route 970 saw an increase in its FY2007 AM peak load factor by 36.9 percent (up from FY06 to 0.30).

45 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table I-40 Route 970 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 225 217 -3.7 Passenger/Revenue Hour 11.3 10.9 -4.1 Passenger/Revenue Mile 0.68 0.66 -3.3 AM Peak Load Factor 0.22 0.30 36.9 Subsidy/Passenger Trip $4.83 $5.24 8.7 % of System Ridership 1.4 1.3 -7.1

Route 970 accounted for 1.3 percent of total riders surveyed. The top trip origins for this route included home (64 percent) and work (6 percent). Most of the riders accessed the bus stop by transferring from BART (53 percent), followed by drove and parked (47 percent), and transferred from another bus (24 percent). The top destinations for these passengers were work (82 percent), home (12 percent), and personal business/errands (6 percent). Riders got to their destinations by walking (88 percent), bicycle (6 percent), and picked up (6 percent).

Route 970 riders were largely over the age of 49 (60 percent). The remaining participants fell into the 32 – 48 age bracket (33 percent) and 21 – 31 bracket (7 percent). Approximately 94 percent of the riders were employed for work outside home, and 6 percent were unemployed. While this route appears to be used by riders who commute to and from work, 88 percent stated they possess a driver’s license, sixty-three percent also had access to a vehicle on the survey day.

Route 980 Route 980 operates in the cities of Martinez, Pleasant Hill, Concord, and Walnut Creek, with service to Amtrak Martinez, Contra Costa Medical Center, and Walnut Creek BART. Route 980 runs on weekdays only from 5:40 a.m. to 7:20 p.m. This RM2-funded service’s purpose is to reduce travel time between Martinez and Walnut Creek.

Route 980 had a FY2007 average weekday boarding performance of 276 - a significant increase of 188.3 percent over the previous fiscal year. With this increase in boardings, Route 980 saw an increase of 66.9 percent in its passengers/revenue hour indicator. Route 980’s passengers/revenue mile indicator was 0.46, an increase of 15.5 percent over FY2006. This route’s AM peak load factor rose to 0.21, a 119.9 percent increase over FY2006. Route 980’s increase in passenger boardings could have resulted in higher fare revenue while lowering its FY2007 subsidy/passenger trip.

46 Chapter I – Organizational Structure, Demographic & Physical Environment

Table I-41 Route 980 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 96 276 188.3 Passenger/Revenue Hour 5.2 8.7 66.9 Passenger/Revenue Mile 0.28 0.46 67.2 AM Peak Load Factor 0.09 0.21 119.9 Subsidy/Passenger Trip $12.76 $7.00 -45.1 % of System Ridership 0.6 1.7 183.3

This route accounted for 1.9 percent of all riders surveyed. Route 980’s top trip origins were work (46 percent), home (15 percent), and school/college (15 percent). The most significant destinations were home (72 percent), work (6 percent), and shopping (6 percent). While all age groups were evenly distributed, only 59 percent of passengers were employed. This is interesting considering 83 percent of those surveyed lacked access to a vehicle.

Route 991 This route offers a limited number of trips during peak hours within the City of Concord with service to Concord BART, Airport Plaza, ChevronTexaco, and Willows Shopping Center. Route 991 runs on weekdays only from 6:21 a.m. to 5:35 p.m.

This route had a notable increase (40.3 percent) in its average weekday boarding indicator. Route 991’s passengers/revenue hour indicator was 12.0, a 40.8 percent increase over the prior fiscal year. The passengers/revenue mile performance for this route in FY2007 was 1.21, a significant increase of 40.2 percent over FY2006. In FY2007, Route 991 saw a decline of AM peak load factor of 12.3. However, the overall increase in this route’s FY2007 passenger boardings could have contributed to a decrease in its FY2007 subsidy/passenger trip indicator.

47 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table I-42 Route 991 Operational Performance (Source: FY2006 & FY2007 CCCTA Operating Data)

Percent Change Peformance Indicator 2006 2007 FY06-FY07 Average Weekday Boarding 31 43 40.3 Passenger/Revenue Hour 8.5 12.0 40.8 Passenger/Revenue Mile 0.86 1.21 40.2 AM Peak Load Factor 0.29 0.25 -12.3 Subsidy/Passenger Trip $7.37 $5.41 -26.7 % of System Ridership 0.2 0.3 50.0 Route 991 reflects 0.3 percent of all passengers surveyed. Route 991’s top origins were work (86 percent), home (7 percent), and school/college (7 percent). The top destinations for Route 991 were home (73 percent), work (13 percent), and school/college (7 percent). While all surveyed passengers noted being employed, 40 percent cited a lack of driver’s license.

48 Chapter I – Organizational Structure, Demographic & Physical Environment

Table I-43 FY2006 Weekday Route-Level Characteristics (Source: 2007 CCCTA Operations Data)

Average Weekday Passengers/R Passengers/R AM Peak Load Boardings evenue Hour evenue Mile Factor Subsidy/Passenger Trip Route 101 739 14.0 1.34 0.43 $3.46 102 566 15.0 1.56 0.36 $3.34 104*** 891 24.3 3.86 0.53 $1.44 105 157 19.1 2.19 0.20 $2.42 106 831 15.6 0.84 0.46 $3.92 107 144 8.2 0.72 0.15 $7.84 108 338 12.2 0.80 0.31 $6.43 109 433 15.5 1.36 0.45 $2.95 110 2,807 22.6 1.92 0.55 $1.76 111 474 13.7 1.94 0.45 $3.08 114 1,620 26.6 3.02 0.60 $1.16 115 1,119 16.5 1.42 0.80 $5.07 116 575 15.5 1.38 0.49 $3.22 117 405 22.8 2.16 0.50 $2.02 118 627 15.0 1.58 0.53 $2.86 119 * 26 6.3 1.40 0.00 $11.23 121 1,207 14.0 0.88 0.83 $3.58 124 66 13.5 0.99 0.15 $5.11 126 147 13.7 1.55 0.44 $5.86 127 147 12.5 0.80 0.38 $4.41 206 134 15.2 1.21 0.16 $3.35 221 79 13.7 0.82 0.14 $6.25 277 67 13.5 1.82 0.18 $87.06 308 13.3 0.21 314 25.1 0.00 820 * 4 0.7 0.04 0.00 $106.45 920 141 16.9 0.68 0.56 $4.72 930 137 11.9 0.65 0.51 $5.84 960** 707 18.0 0.94 0.39 $2.34 970** 225 11.3 0.68 0.22 $4.83 980 * 96 5.2 0.28 0.09 $12.76 991** 31 8.5 0.86 0.29 $7.37 Systemwide 14,940 14.69 1.25 0.37 $10.74 * Service began with Winter Bid (December 4, 2005) ** Routes 960, 970, an 991 are employer-subsidized. *** Route 104 is city-subsidized.

49 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table I-44 FY07 Weekday Route-Level Characteristics (Source: 2007 CCCTA Operations Data)

Average Weekday Passengers/ Revenue Passengers/ AM Peak Load Subsidy/ Passenger Boardings Hour Revenue Mile Factor Trip FY 2007 Standard 16,500 16.2 1.31 0.44 $3.94 Route 101 737 13.8 1.42 0.57 $3.06 102 582 12.7 1.12 0.63 $3.60 104 952 27.0 5.18 0.82 $0.90 105 161 19.4 2.27 0.39 $2.24 106 870 16.6 0.89 0.65 $3.14 107 291 10.4 0.87 0.46 $4.79 108 364 13.4 0.87 0.38 $3.90 109 479 17.4 1.52 0.59 $2.46 110 2,866 20.8 1.88 0.72 $1.76 111 481 14.2 1.69 0.45 $2.88 114 1,511 24.9 2.84 0.64 $1.22 115 1,035 8.2 0.71 0.88 $6.03 116 537 14.8 1.35 0.55 $2.96 117 400 23.3 2.35 0.66 $1.58 118 600 15.7 1.62 0.51 $2.62 119 67 9.3 0.71 0.30 $6.53 121 1,222 14.6 0.96 0.91 $3.34 124 56 11.3 0.84 0.49 $5.67 126 158 13.7 1.55 0.48 $3.40 127 153 13.0 0.83 0.49 $4.36 135* 116 7.3 0.49 0.27 $8.08 206 101 11.3 0.90 0.15 $4.97 221 66 10.4 0.78 0.12 $5.94 820** 11 1.1 0.07 0.00 $64.55 920 167 19.0 0.79 0.63 $3.44 930 127 11.0 0.61 0.49 $5.66 960 674 20.7 1.07 0.33 $2.44 970 217 10.9 0.66 0.30 $5.24 980** 276 8.7 0.46 0.21 $7.00 991 43 12.0 1.21 0.25 $5.41 System 15,338 16.1 1.30 0.48 $5.97 * Full costs covered through developer fees. ** Full costs covered through RM-2 funds.

50 Chapter I – Organizational Structure, Demographic & Physical Environment

In FY2007, weekend ridership accounted for approximately seven percent of total annual passengers. The majority of service is provided on Saturday. Table I-44 exhibits FY2007 average Saturday and

Sunday ridership and a common measure of effectiveness, passenger boardings/revenue service hour. Currently, the CCCTA does not evaluate weekend service using the adopted Productivity Policy. Weekend ridership has grown at a rate faster than weekday service, and continues to hold strong despite regional economic down-turns. Also, according to the 2007 onboard survey, patrons riding the bus on both weekdays and weekend days (or weekends only) were more likely to identify themselves as Hispanic (31%) compared to weekday only riders (19%).

Table I-45 FY07 Saturday & Sunday Route-Level Characteristics (Source: 2007 CCCTA Operations Data)

Saturday Sunday Average Passengers/ Average Passengers/ Route Boardings Revenue Hour Boardings Revenue Hour 101 113 7.2 104 195 11.5 109 7 106 24 3.5 109 77 13.5 110 1,128 23.4 111 20 1.4 14 1.1 114 754 27.8 115 80 5.1 116 83 5.0 117 48 1.8 118 142 8.0 121 241 6.5 83 3.6 126 12 308 46 7.1 314 202 15.3 820 4 0.4 10 0.8 System 2,920 8.9 463 5.8 * Route 111 Weekend service started in March 2007 as a Lifeline service.

51 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Passenger Demographics and Income Level

According to the 2007 Onboard Survey, of those identifying themselves as ride-dependent, 25 percent were Hispanic compared to 11 percent indicating not being ride-dependent. Among all surveyed passengers, 50 percent identified themselves as White, and only 38 percent indicated being ride-dependent. Table I-46 2007 Onboard Survey Ethnic/Racial Self-Identification (Source: CCCTA 2007 Onboard Passenger Survey)

Could Have Driven Ethnicity/Race Self Lacks Car or License All Riders Other 6% 6% 6% Native American 1% 3% 3% African-American 14% 14% 13% Asian 20% 19% 19% Hispanic 11% 25% 23% White 50% 38% 40%

Table I-46 illustrates income variance among several ethnic groups. With respect to the highest income group, only 13 percent of Hispanics noted household incomes of $50,000 or more, while 31% of African-Americans and 42% of Whites indicated a similar income level. The variance of income levels among the ethnic groups could account for the higher incidence of Hispanics among the more ride-dependent population.

Table I-47 2007 Onboard Survey Ethnic/Racial Income Level (Source: CCCTA 2007 Onboard Passenger Survey)

African- Household Income White Asian American Hispanic All Riders Less than $20,000 28% 38% 28% 50% 36% $20,000 to $49,000 30% 26% 41% 37% 32% $50,000 or more 42% 36% 31% 13% 32%

Fixed-Route Service Development The CCCTA is challenged continuously with improving transit performance as well as developing new services. Over time, many services have been initiated and a significant portion of the fixed- route fleet has been placed into revenue service. Some of these services have been initiated with little consideration for expected performance.

To assist the CCCTA in addressing new service development and efficiency of existing routes, the agency has adopted a policy for prioritizing new service development and a productivity policy to identify existing services for possible modification. The intent of the latter is to identify routes for possible modification with a goal of improving performance. 52 Chapter I – Organizational Structure, Demographic & Physical Environment

Service Expansion Policy In August 2000, the CCCTA adopted a policy to prioritize service additions. This policy assumes there are sufficient human, capital, and operating resources available. Definitions and description of the service types are stipulated.

In summary, the policy prioritizes new service within the following criteria:

1. Minor service changes to existing routes which do not add vehicles or drivers. 2. Improvements to existing routes which exhibit high demand. 3. New commute service. 4. New circulator service. 5. New school service.

This policy assures the CCCTA will use resources in a method that is productive, in agreement with CCCTA's mission statement, and supported by its Board of Directors. It also communicates both the willingness of the Board to use CCCTA's own resources to improve existing service, as well as an aggressive policy of seeking external funding for services that benefit targeted groups of users or individual member jurisdictions. More of the Service Expansion Policy can be found in Appendix B.

Productivity Policy In December 1995, the CCCTA adopted a productivity policy guiding staff efforts to identify routes that may require adjustment. As a part of the policy, once every quarter, all routes are evaluated on a comparative basis across multiple measures for an overall productivity rating. Since its implementation, a number of individual County Connection routes have been identified for improvement.

Four quantitative and one qualitative measures form the underlying basis of analysis. If a route does not meet the minimum standard on three of the four quantitative indicators, or is below the 30th percentile of route productivity rankings for two or more consecutive quarters, it is subject to corrective action defined by the CCCTA Operations and Scheduling Committee.

The four measures are: 1) Passenger/Revenue Hour, 2) Passengers/Revenue Mile, 3) Subsidy/Passenger Trip, and 4) A.M. Peak Load Factor. Each indicator has a goal and a minimum standard. The goal is set at 105-percent of the system-wide standard for the respective indicator. The minimum standard for each indicator is set at 85 percent of the indicator goal. These goals and standards are subject to revision by the CCCTA Board of Directors.

The policy contains a separate approach for new and/or demonstration routes. New service is required to reach 60 percent of the minimum standard on three of the four indicators within six months and 80 percent of the minimum standard within 12 months. After 18 months of service, new routes are required to fully meet the productivity policy similar to existing services.

Finally, the policy contains guidelines when exceptions should be made for services that appear to be falling below the productivity policy, yet still filling a recognized need. These factors include levels of ride-dependent served, level of social service aspect, and level of subsidy/participation received from sources outside CCCTA allocations such as Measure C funds or private sector. Beginning in FY2000, routes that were fully - or substantially - funded from external sources were ranked separately from core routes in the policy. Details of the Productivity Policy can be found in 53 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Appendix B.

Service Equity Policy The Service Equity Policy was developed as a response to CCCTA member jurisdictions’ service equity reflecting their respective contributions. Multiple factors are used in the calculation of service equity: share of total population, share of total jobs, share of high-density residential development, share of low-income population, and share of combined youth, senior, and disabled population. These factors are then balanced and weighted in order to determine the appropriate level of service for each member jurisdiction. The results of the most recent Service Equity analysis can be found in Appendix C.

Fixed-Route Summary Findings and Opportunities • ABAG projections indicate the population of the CCCTA service area is expected to increase 5.7 percent between 2005 and 2015. This growth will continue to place demand on the existing transportation infrastructure and place greater pressure on CCCTA to provide commuter-based transit services. • ABAG projects a 9.8 percent increase in job growth between 2005 and 2015. • Available traffic studies indicate increases in daily commute trips between east Contra Costa County and central Contra Costa County, and between central Contra Costa and Solano County in the future. There will continue to be significant growth in the Tri- Valley area. These trends provide opportunities for CCCTA to determine how best to serve these markets with available resources. • The Productivity Policy has provided a rational basis for effectively and efficiently allocating future resources within the County Connection route network. The policy has thus far resulted in the elimination of consistently unproductive service, and identified those routes that could benefit most from an increase in resources. • The Service Expansion Policy provides a tool to gauge the viability of proposed new service. • Development of the Express Bus Plan, in cooperation with other Contra Costa county operators, has strengthened the CCCTA's case for additional resources to address commute needs. • Equity policy is intended to ensure each member jurisdiction receives a level of service commensurate with the mobility needs of its respective characteristics (population, trip generators).

54 Chapter I – Organizational Structure, Demographic & Physical Environment

Paratransit Performance (LINK) Similar to the fixed-route service, ridership aboard CCCTA’s complementary paratransit service (LINK) has steadily increased. Much of this can be attributed to population growth and demographic shifts. Other reasons include additional service hours to match growth with the fixed- route service.

The Authority reviews performance of LINK services from two perspectives. One involves key performance indicators while another examines “trips by purpose”. Table 1-48 illustrates key performance indicators for LINK.

Table I-48 Summary of Key Performance Indicators (Source: 2007 CCCTA Operations Data)

FY01 FY02 FY03 FY04 FY05 FY06 FY07 Total Trips 124,124 125,575 129,417 140,722 141,864 142,573 143,797 Wheelchair Boardings* 26,073 30,342 33,411 35,154 35,054 38,019 63,628 Rev Hours 64,360 69,087 77,983 78,983 79,705 94,275 82,357 Rev Miles 1,089,200 1,203,564 1,168,041 1,223,682 1,284,113 1,631,706 1,319,698 Pass/Rev Veh. Hour 1.9 1.8 1.7 1.8 1.8 2.0 2.0 Avg. Rev Miles/Trip 8.8 9.6 8.6 8.6 9.1 9.9 9.2 Avg Daily Trips 345 350 377 382 395 416 403 Service Days 360 359 359 359 359 359 359 *Defined as "Lift-Assisted Boardings" in prior SRTP

** PAX=passengers; AVG=average; RVH=revenue vehicle hour; REV MI=revenue mile

In FY2000, the CCCTA expanded paratransit service to provide early morning, late evening, Saturday, and Sunday services. This expansion was made in an effort to match delivery of fixed- route service. While this service expansion was necessary to maintain compliance with the Americans with Disabilities Act (ADA), it remains unproductive. Early morning ridership has increased slightly; yet late evening, Saturday, and Sunday exhibit low productivity.

While productivity on LINK remains stable, there are factors that limit service from becoming more productive. These include factors largely outside of the control of the Authority. They include urban sprawl, time spent with lift-assisted boardings, and American with Disabilities Act directives. However, at least one factor is self-imposed. This is the Authority's "hand-off' policy as it relates to inter-agency coordination and transferring of passengers between adjacent service areas.

Urban Sprawl: The average revenue miles/trip indicator has increased each year. This can be tied to many reasons including the physical growth of suburban environment. Both the clients served by LINK, and their destinations, are located increasingly in areas far from the central portion of the county. Facilities include Veterans Hospital, Kaiser, and hemodialysis centers. These service locations that were once centralized have moved to outlying areas. Approximately 33 percent of all LINK trips involve transportation to/from healthcare centers.

Wheelchair Boardings: In the prior SRTP, this indicator was labeled as “lift-assisted boardings”

55 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan and did not include ambulatory boardings. Beginning in FY2007 this indicator now includes both wheelchair boardings and ambulatory lift use. This new calculation has significantly raised the indicator for the current fiscal year. For FY2007, this share increased 67.4 percent. Each lift-assisted boarding requires approximately 10-15 minutes more than an ambulatory trip.

Americans with Disabilities Act (ADA): Regulates regarding the delivery of paratransit services with respect to Americans with Disabilities Act (ADA) restrict productivity as well. Among the many regulations that impact productivity are restricting group and routinely scheduled trips.

56 Chapter I – Organizational Structure, Demographic & Physical Environment

Inter-Agency Coordination: The LINK service provides approximately 1,182 trips per month, or approximately 14,186 trips annually, where a transfer is required with an adjacent transit agency. Inter-agency trips require more time due to needed coordination. Vehicles facilitating these trips often have longer wait periods at an agreed upon exchange point given the Authority's “hand-off' policy”. This policy requires LINK vehicles wait at the exchange point location until the transfer van from the coordinating agency arrives, rather than dropping off the patron at the transfer location.

The effect of these variables is to spread available resources more thinly and reduce efficiency. However, the Authority continues efforts to improve productivity. Among these are adoption and aggressive enforcement of the “No Show and Late Cancellation” policy as well as implementation of an automated scheduling system. These are discussed in more detail below.

Paratransit “No Show and Late Cancellation” Policy: This policy addresses late cancellation or “no shows” of scheduled trips by registered paratransit passengers. Because scheduled trips reserve a vehicle for a specific “window of time”, cancellation of trips with little or no advance notice prevents opportunities to serve a substitute request. This results in a need to provide additional hours of service and vehicles, regardless of whether the service is used or not.

The “No Show and Late Cancellation” policy serves to address frequent and abusive behavior by patrons who fail to show for their reserved appointment or cancel their trips at the last minute. This policy provides for a graduated length of suspension of service, based on the number of violations the individual has incurred within a calendar year. Fewer “no shows” and late cancellations lead to more efficient use of resources and a decrease in “denials for service”. There were 2,348 “no shows” and late cancellations in FY2001; 2,162 in FY2002; 2,219 in FY2003, and only 690 in FY2004. In FY2007, there were 755 “no shows” . This number is projected to further decrease with continued aggressive enforcement.

Paratransit Automated Scheduling System (PASS): In FY2001, the CCCTA enhanced the Paratransit Automated Scheduling System (PASS) to incorporate map-based scheduling. This enhancement enables the ability to group paratransit trips together in a more efficient manner. Improved efficiency leads to greater savings and can lead to additional hours of service.

The above strategies to improving productivity and efficiency of the paratransit program will be tested in the near future. Demographic shifts cited earlier in this chapter highlight the projected increase in the senior population. This population increase will bring about additional service demands on LINK. Seniors typically need trips for medical purposes, to adult day care centers, or for nutritional purposes. These types of trips account for more than 32 percent of all trips assessed. Table 1-49 illustrates FY2001-FY2007 trips by purpose.

57 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table I-49 Trips by Purpose (Source: 2007 CCCTA Operations Data)

Trip Purpose FY01 FY02 FY03 FY04 FY05 FY06 FY07 Medical 37,578 39,885 45,133 42,854 43,908 44,128 47,071 Adult Day Care* 34,807 27,640 27,748 31,076 28,784 28,928 24,306 Work 13,367 11,711 12,458 11,834 10,441 10,493 14,936 Nutrition 10,427 9,861 7,821 8,346 7,035 7,070 7,238 School 8,986 11,168 14,511 12,376 13,382 13,449 12,766 Shopping 5,255 5,220 6,201 5,081 4,918 4,943 4,484 Recreation 2,979 3,108 2,108 1,053 2,430 2,442 1,588 Other 10,725 16,982 13,437 28,102 30,966 31,121 31,408 Total 124,124 125,575 129,417 140,722 141,864 142,573 143,797 *In march 2006, ADHC received a van from CCCTA Community Connection Program resulting in a reduction of trips made on LINK.

Summary of LINK Performance Trends • LINK ridership decreased 3.3 percent over FY2006 due to a fare increase on July 1, 2007 as well as the introduction of the Community Van program that decreased the demand for LINK services. • LINK provides approximately 1,182 inter-agency trips per month. • LINK's revised “No Show” policy to remedy the problem of trip cancellations, no- shows and denials has been successful, yet needs constant monitoring to achieve steady improvement. • Consistent with past trends, the types of trips most often taken by LINK passengers are medical and adult daycare trips. Medical trips were the primary trip purpose in FY2007. • 44.2 percent of all boardings required lift-assistance in FY2007.

58 CHAPTER II

GOALS, OBJECTIVES and PERFORMANCE MEASUREMENT Chapter II – Goals, Objectives, and Performance Measures

CHAPTER II GOALS, OBJECTIVES, AND PERFORMANCE STANDARDS This chapter sets forth the Authority's goals, objectives, and associated performance measurement standards for both County Connection fixed-route and LINK paratransit services.

Goals In 1988, the Board of Directors adopted the current CCCTA goals. These goals address efficiency, effectiveness, and equity and serve to guide the CCCTA's public transit services in central Contra Costa County for both fixed-route and paratransit services.

GOAL I - EFFICIENCY: To operate as efficiently, economically, and safely as possible in

order to minimize the cost of transit service to both users and taxpayers and ensure the financial security of the system.

GOAL II - EFFECTIVENESS: To provide an effective, innovative alternative to the use of the private automobile through the administration, finance, and operation of various mass transit services.

GOAL III - EQUITY: To contribute to the area's economic well-being by improving access to employment, shopping, and other important activity centers through the provision of a transit system to the general public including those without other means of transportation available to them, the mobility-limited, senior citizens, low-income persons, and youth.

Table II-1 & II-7 illustrate the three CCCTA summary goals, adopted objectives to support the progress towards the achievement of said goals, and measures to assess CCCTA system performance as they relate to the goals and objectives for both fixed-route and paratransit services.

Standards set for measuring progress are often budget-driven and involve projections of the number of passengers expected within a given budget year. One such standard involves farebox recovery. This standard includes assumptions on the projected number of passengers and fare revenue.

Therefore, in order to maintain fiscal responsibility, CCCTA staff assumes modest and conservative ridership gains when projecting ridership and resultant fares in setting its annual budget. For FY2008, ridership is projected to increase two percent.

59 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table II-1 Fixed-Route Performance Standards

GOAL I: EFFICIENCY Objective: Measurement: 1- Cost Control } 1 Operation Cost/RVHR } 2 Operation Cost/Passenger } 3 Farebox Recovery Ratio } 4 Net Subsidy/Passenger Trip

2- Safety } 1 Chargeable Accidents/100,000 Miles

3- Market Resource Management } 1 Maint. Employees/100,000 Veh. Miles } 2 Operator Overtime Hours/Total Hours } 3 Pay-to-Platform

GOAL II: EFFECTIVENESS Objective: Measurement: 1- Market Penetration } 1 Passengers/RVHR } 2 Passengers/RVMI } 3 Average Weekday Ridership } 4 Load Factor/AM Peak Rev Hr

} 1 Percentage of Trips Missed 2- Service Quality } 2 Miles Between Roadcalls } 3 Schedule Adherence } 4 Complaints/100,000 revenue miles } 5 On-Board Passenger Surveys } 6 Customer Service Phone Response

3-Equipment Management } 1 Bus Shelters } 2 Maintenance Facility } 3 Non-Revenue Vehicle Maintenance

Measurement: 1 Improve Transit Access } 1 Number of Assisted Boardings } 2 “Assisted” Boarding Availability

2-Public Participation } 1 Public Hearings/Section 9 Certification

3-Distribution of Service & Equipment } 1 Title VI of 1964 Civil Rights Act } 2 Transit-Dependent Served

4-System Integration } 1 BART/Inter-Operator Coordination

60 Chapter II – Goals, Objectives, and Performance Measures

Fixed-Route Performance Standards

To the extent possible, the CCCTA utilizes quantifiable data in assessing performance. CCCTA Efficiency and Effectiveness goals are easily quantified. The CCCTA Goal of Equity is more qualitative in nature, and therefore does not easily lend itself to quantifiable assessment.

In the effort to achieve Equity, the CCCTA has set forth objectives or guiding principles which it believes are an integral part of public transportation and the organization. The CCCTA's progress toward achieving its Equity goal is dependent largely upon the ability of the CCCTA to operate efficiently and effectively.

No change in performance standards was adopted for FY 2008. Therefore, the FY 2006 standards presented within the prior SRTP were employed herein.

GOAL I: EFFICIENCY

Objective 1: Cost Control - The objective of cost control involves the control of unit costs incurred by the CCCTA during the provision of transit services. Constant or reduced unit costs permit continuation of, or improvement to, service levels without added cost to transit riders and/or taxpayers. Financially based management decisions are crucial to successful cost control.

Measurement 1: Operating Cost/Revenue Vehicle Hour (RVHR)

Standard: This standard measures the hourly cost of providing transit service and is a requirement of the TDA. To arrive at the hourly unit cost, total operating cost is divided by total revenue vehicle hours. Annual increases in this measure should not exceed the regional inflation rate for the particular sector of the economy (typically 2 percent to 4 percent).

Past Performance... FY07 Actual: $97.18 FY04 FY05 FY06 FY07 Standard: $91.62 Actual $79.46 $86.84 $97.21 FY08 Standard: $90.47 Standard $80.27 $84.71 $90.47

Performance: Operating cost per revenue vehicle hour was higher than the FY07 standard. This is due to operating costs being higher than the adopted budget. The FY08 standard is reflective of the adopted budget and planned annual revenue hours. An operating cost of $32,633,440 is projected for FY 2008, reflecting 267,396 vehicle hours.

Measurement 2: Operating Cost/Passenger Trip

Standard: This standard measures the unit cost of operating cost per passenger and is a requirement of the TDA. The operating cost per passenger is subject to the same factors as the operating cost per revenue vehicle hour. Annual increases in this measure should be held to one-half the regional inflation rate.

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FY07 Actual: $6.03 FY07 Standard: $5.27 FY08 Standard: $5.17

Performance: The County Connection experienced a decrease in total ridership in FY 2003, FY 2004, FY 2005, and FY 2006. This occurrence contributed to missing this measure. This standard is driven by the adopted operating budget and projected ridership.

The FY2008 standard is driven by the adopted budget and projected ridership. The County Connection’s ridership increased two percent between FY 2006 to FY 2007. More than 4.2 million boardings are projected for FY 2008. Therefore, the resultant FY 2008 standard is $5.17 per passenger trip.

Measurement 3: Farebox Recovery Ratio

Standard: This standard measures the ratio of total farebox revenue to operating cost. Farebox revenue includes pass sales and special service revenues. Farebox recovery ratio is a function of several factors including fare policy, ridership densities, and cost control. As a result, farebox recovery impacts both efficiency and effectiveness.

FY07 Actual: 17.4% Past Performance... FY07 Standard: 16.3% FY04 FY05 FY06 FY08 Standard: 18.0% Actual 18.2% 17.7% 16.5% Standard 16.8% 18.3% 18.0%

Performance: The FY 2007 performance for this measure exceeded the adopted standard, due chiefly to an annual increase in ridership. The FY 2008 standard is driven by the adopted budget and projected fare revenue. Improvement in this indicator in FY2007 is attributable to a fare adjustment implemented in February 2006.

Measurement 4: Net Subsidy/Passenger Trip

Standard: This standard measures the net marginal cost per passenger trip minus the fare paid. This measure was developed to normalize the cost efficiency comparisons of the various service modes the CCCTA may operate. This measure is assessed at the route level on a quarterly basis. The maximum standard for this indicator is less than the cost of passengers per trip while the standard is a system-wide average.

FY07 Actual: $2.97 FY07 Maximum: $5.05 F008 Maximum: $5.05 FY07 Standard: $4.17 FY08 Standard: $4.17

62 Chapter II – Goals, Objectives, and Performance Measures

Performance: On a system-wide basis the net subsidy bettered the adopted standard as well as the maximum. This can be attributed to the increase in annual ridership.

The FY 2008 standard is driven by the forecast public contribution of revenue to provide service and in combination with projected ridership. This measure assumes a two percent increase in ridership, relative to FY 2008. The standard is set at 95 percent of this value, while the maximum is 15 percent above the value. The FY 2008 standard is one of four standards employed as part of the Productivity Policy.

Objective 2: Safety - The objective of safety, under the goal of Efficiency, recognizes the implicit costs associated with unsafe driving practices. The CCCTA, through its operator safety and training programs and refresher courses, reinforces the notion the best driving practice is a safe driving practice. Safe operation of County Connection buses can provide cost savings to the Authority and, more importantly, ensures the safety of CCCTA patrons and the community at-large. Performance is measured in terms of the number of chargeable accidents per 100,000 miles.

Measurement 1: Chargeable Accidents/100,000 Miles

Standard: This indicator measures the number of accidents per 100,000 fixed-route fleet miles wherein the CCCTA was at fault (i.e. charged with the accident). A chargeable accident is one which could have been prevented by the operator.

Past Performance...

FY07 Actual: 0.84/100,000 miles FY04 FY05 FY06 FY07 Standard: 1.0/100,000 miles Actual 0.67 0.80 0.86 FY08 Standard: 1.0/100,000 miles Standard 1.0 1.0 1.0

Performance: The number of chargeable accidents/100,000 miles bettered the FY 2007 standard. No change in standard is recommended.

Objective 3: Resource Management - Resource management is the rational allocation of resources used to provide transit service. Efficient resource management supports productivity by maximizing service output for a given level of resource inputs. Effective labor resource management is a key component of overall resource management at the CCCTA.

Measurement 1: Maintenance Employees/100,000 Vehicle Miles

Standard: This standard reflects mechanic and service worker labor efficiency for fixed- route services. Full-time employee equivalents (FTE) are utilized and based on the federal definition of 2,000 annual hours. This measure should not exceed 0.82 FTE's per 100,000 miles.

FY07 Actual: 0.64 FTE/100,000 miles FY07 Standard: 0.82 FTE/100,000 miles FY08 Standard: 0.82 FTE/100,000 miles

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Performance: The CCCTA had 0.64 maintenance FTE's per 100,000 total vehicle miles in FY 2007. This is consistent with FY 2006 performance and continued to better the adopted standard. This success is due to many factors. Chief among these are the highly experienced mechanics on staff, having a single-manufacturer vehicle fleet, and staffing levels that have remained steady despite vehicle miles increasing.

Although this standard has consistently been achieved, challenges lie ahead. Tenured employees accrue greater amounts of annual vacation time, thereby requiring a larger pool of employees to provide maintenance tasks. Also, many of the CCCTA's experienced and highly efficient mechanics are expected to return in the near future.

The majority of maintenance tasks are predicated on the number of vehicle miles driven. Typical scheduling involves specific preventative maintenance tasks based upon the number miles or hours for a respective vehicle. The age of vehicles, although important, plays a lesser role with respect to allocated maintenance time.

The standard for FY 2008 will remain at 0.82 FTE per 100,000 miles. This standard is achievable given approved staffing levels and projected vehicle miles. This standard is much more efficient than the national measure of bus transit operators. In FY 2004, this measure was approximately 1.21 maintenance FTE's per 100,000 miles nationally.

Measurement 2: Operator Overtime Hours as Percentage of Total Hours

Standard: This indicator measures the percentage of operator hours paid at an overtime rate. This measure reflects the relative efficiency with which route schedules and operator work assignments have been developed as well as the number of part-time operators employed and the use of the extra board.

FY07 Actual: 9.6% FY07 Standard: 8.0% FY08 Standard: 8.0%

Performance: CCCTA performance exceeded the adopted standard in FY 2007. Operator wages paid at an overtime rate was 9.6% in FY 2007 far in excess of the 8.0% standard. This indicator was discussed in the recent Triennial Performance Audit as an example of an unrealistically high standard. Scheduled overtime is a trade-off with other efficiency standards. Very low overtime often results in a high level of guarantee time in order to create a full day of work. Very low overtime can also be the result of overstaffing which could increase costs based on the number of employees. Much of the current overtime is unscheduled and is due to a shortage of bus operators. This indicator may be adjusted again based on anticipated improvement in FY 2008.

64 Chapter II – Goals, Objectives, and Performance Measures

Measurement 3: Ratio of Operator Pay Hours to Platform Hours (Scheduled)

Standard: This provides a measure of the efficiency with which operator work assignments have been assembled by the CCCTA scheduling department. Total pay hours include all hours operators are working. These include operating a vehicle or satisfying minimum daily or weekly guarantees per the collective bargaining agreement.

A platform hour is the actual running time that a vehicle operates any given route, including deadhead and recovery time. Pay-to-Platform is the ratio of hours operators are paid versus the number they actually work. A standard has been established wherein the pay-to-platform ratio is not to exceed 1.080 in any one schedule revision.

FY07 Actual: 1.120 FY07 Standard: 1.150 FY08 Standard: 1.150

Performance: The CCCTA did not realize this standard in FY2007. Future performance can be improved through efficient scheduling of operator resources. Achieving a beneficial pay-to-platform ratio requires balancing available resources, operator assignments designed to deliver service, and the adopted memorandum of understanding with the operator's union.

Progress with respect to this measure can be attributed to enhanced tracking as well as increased recruitment/hiring.

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Table II-2 CCCTA Operator Pay/Platform Ratio September 1998 — FY07 (Source: CCCTA)

Schedule Date Ratio Schedule Date Ratio

Sep-98 1.102 Jun-03 1.130 Dec-98 1.099 Sep-03 1.130 Mar-99 1.101 Dec-03 1.107 Jun-99 1.112 Mar-04 1.118 Sep-99 1.105 Jun-04 1.134 Dec-99 1.110 Sep-04 1.131 Mar-00 1.128 Dec-04 1.143 Jun-00 1.205 Mar-05 1.126 Sep-00 1.135 Jun-05 1.136 Dec-00 1.180 Sep-05 1.121 Mar-01 1.131 Dec-05 1.116 Jun-01 1.141 Spring 2006 1.119 Sep-01 1.133 Summer 2006 1.119 Dec-01 1.124 Fall 2006 1.114 Mar-02 1.124 Winter 2006 1.108 Jun-02 1.117 Spring 2007 1.106 Sep-02 1.138 Summer 2007 1.112 Dec-02 1.130 Fall 2007 1.109 Mar-03 1.130 Winter 2007 1.116

66 Chapter II – Goals, Objectives, and Performance Measures

GOAL II: EFFECTIVENESS

Objective 1: Market Penetration - Market penetration is the extent to which the CCCTA captures a share of the travel market within its service area. Ridership among particular travel markets, as well as the relationship between ridership (demand) and service levels (supply), are key considerations. Market penetration is supported by proper matching of the quality and quantity of transit to market demand.

Measurement 1: Passengers/Revenue Vehicle Hour (PAX/RVRH)

Standard: This standard measures the effectiveness of fixed-route services provided. It is the passenger boarding total for each hour of revenue service provided. The TDA requires this measure.

Past Performance... FY07 Actual: 16.1 FY04 FY05 FY06 FY07 Standard: 17.0 Actual 15.7 16.3 17.0 FY08 Standard: 17.0 Standard 16.1 16.2 17.0

Performance: FY 2007 performance did not meet the standard even given higher ridership. The FY 2008 standard is driven by planned revenue service hours, a projected 2.0 percent increase in annual ridership on existing service and the implementation of new services. This ridership projection meets the projection of two percent, reflecting the recent increases in service.

Measurement 2: Passenger Boardings/Revenue Vehicle Mile (PAX/RVMI)

Standard: This measure is similar to passengers per revenue vehicle hour and its reporting is required by TDA. Total passenger boardings is divided by the total number of revenue miles.

FY07 Actual: 1.28 FY 07 Standard: 1.31 FY 08 Standard: 1.31

Performance: The same factors affecting PAX/RVHR also impact this performance measure. Although the CCCTA recently experienced an increase in ridership, its FY 2007 performance did not achieve the standard.

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Measurement 3: Average Weekday Ridership

Standard: Average weekday ridership is a measure of fixed-route system effectiveness and market penetration. This measure allows the CCCTA to track the impact of changes in service levels in a timely fashion and accounts for service variances such as the number of days operated and/or the type of service operated (i.e., on-school day versus school day).

Past Performance FY07 Actual: 15,338 FY04 FY05 FY06 FY07 Standard: 15,600 Actual 16,119 15,486 14,490 FY08 Standard: 15,600 Standard 16,692 15,500 15,600

Performance: While, weekday ridership increased relative to FY 2007's performance of 15,338 passengers per weekday, and it did not meet the standard of 17,837. This can be attributed to the same factors affecting other productivity and passenger related standards. Calculation of the FY 2008 standard is driven by a two percent growth in annual ridership as well as the implementation of new transit service. The standard for FY 2008 is 15,600.

Measurement 4: Load Factor Per A.M. Peak Revenue Hour

Standard: This standard measures the percentage of coach seats filled during trips in the AM peak hours of service. The AM peak is two hours in length (6:30 a.m. to 8:30 a.m.). This measure was developed to normalize the cost effectiveness comparisons of various modes the CCCTA may operate. This measure is applied on the route-level only.

FY07: Actual: 0.52 FY07 Minimum: 0.38 FY08 Minimum: 0.38 FY07 Standard: 0.44 FY08 Standard : 0.44

Performance: On a system-wide basis, performance met the adopted FY 2007 standard.

Objective 2: Service Quality - The objective of service quality is to provide the highest quality transit service affordable within the CCCTA service area. The quality of service supplied affects market penetration and influences ridership levels. Service quality is related to frequency, availability, safety, reliability, and comfort.

Measurement 1: Percentage of Scheduled Trips Missed

Standard: This standard measures the percentage of all scheduled fixed-route bus trips not completed. The percent of missed trips is an important measure of service reliability, having a strong impact on ridership and service effectiveness. Missed trips have a strong and lasting negative effect upon a patron's perception of transit service quality.

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FY07 Actual: 0.21% scheduled trips missed FY07 Standard: 0.25% scheduled trips missed FY08 Standard: 0.25% scheduled trips missed

Performance: Performance improved in FY 2007. Staff is constantly identifying methods to better address missed trips and related issues affecting the County Connection's service delivery quality.

Measurement 2: Miles Between Roadcalls

Standard: This standard represents the total number of fixed-route revenue fleet miles between mechanical roadcalls. Mechanical roadcalls are failures preventing a bus from operating, serve as a measure of the effectiveness of the Authority's maintenance section.

FY07 Actual: 27,479 FY07 Standard: 18,000 FY08 Standard: 18,000

Performance: This standard was met in FY 2007. This is due in part to the routine replacement of the bus fleet and astute attention to vehicle maintenance. This standard was last increased in FY 2002 to reflect new buses that have been folded into the fleet. As vehicles continue to be replaced, and maintenance practices continue to improve, this standard will be adjusted. It is expected the standard set for this measure will again be exceeded in FY 2008. This expectation is consistent with past performance. Of note, the industry standard for this indicator is between 5,000 and 6,000 miles between roadcalls.

Measurement 3: Schedule Adherence

Standard: Schedule adherence or on-time performance of fixed-route buses is a key measure of the reliability of transit service. Given reliability is critical to attracting annual ridership, buses should operate on time to the maximum extent possible. Schedule adherence for the fixed-route system is defined as being between zero minutes ahead of, and no more than five minutes behind, any published time point along a given route.

FY07 Actual: 94% of trips on time FY07 Standard: 95% of trips on time FY08 Standard: 95% of trips on time

Performance: FY 2007 on-time performance remained unchanged relative to FY 2006 performance, and fell below the standard by only one percentage point. Improved monitoring of on-time performance has been achieved with on-board tracking. Schedule adjustments made (i.e., running times) also positively impacted on-time performance in FY2007.

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Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Because on-time performance is critical to transit patrons, the CCCTA sets a very high standard for schedule adherence. Staff will continue to monitor on-time performance and make time-point adjustments to improve schedule adherence with available data. This standard is also consistent with the standard set for LINK, and reinforces the provisions of the Americans with Disabilities Act (ADA) that service availability on the fixed-route and complementary paratransit services be comparable.

Measurement 4: Customer Complaints

Standard: Input from customers concerning how they use fixed-route services is critical to developing improvements and projecting a positive and proactive image. Establishing a standard to measure complaints compared with service miles will allow the CCCTA to assess how well the service is responding to issues raised by the public.

FY07 Actual: 14.6 customer complaints 100,000 revenue service miles. FY07 Standard: Fewer than 30 customer complaints 100,000 revenue service miles. FY08 Standard: Fewer than 30 customer complaints 100,000 revenue service miles.

Performance: The standard for receiving fewer than 30 customer complaints 100,000 miles of service was met. Therefore, a continued reduction of compliant frequency is recommended.

Measurement 5: Onboard Surveys

Standard: The completion of periodic onboard surveys provides vital information regarding how passengers use the County Connection's services. Information such as trip origin and destination, trip type, demographics, and level of satisfaction with the service assists both staff and the Board to make customer-relevant planning decisions. This information can only be collected through periodic onboard surveys. A standard for performing onboard surveys every three years was established in FY 2000.

FY07 Actual: Survey was completed in 2007. Standard: Onboard passenger surveys will be conducted every three years.

Performance: This standard was met in FY 2007. The next onboard survey is scheduled for FY 2010.

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Measurement 6: Customer Service Phone Response

Standard: How quickly and efficiently calls to the Customer Service Representatives are answered is a measure of service quality. Often the first contact that a new or potentially new customer has with the County Connection is via the telephone. Standards for measuring total calls answered and calls answered within 20 seconds were established as a means of measuring the quality of service offered by the Customer Service Department.

FY07 Actual: 92% of total calls answered FY07 Standard: 92% of calls to be answered by Customer Service. FY08 Standard: 92% of calls to be answered by Customer Service.

FY07 Actual: 94% of calls answered were within 20 seconds FY07 Standard: 75% of all calls to Customer Service answered within 20 seconds FY08 Standard: 80% of all calls to Customer Service answered within 20 seconds

Performance: The FY 2007 standard of 92% of all calls to Customer Service being answered was achieved. Additionally, the standard of all calls answered within 20 seconds was achieved and notably exceeded.

Several factors affect the ability of the Customer Service Representatives to answer all phone calls, the most significant of which is the caller's willingness to remain on hold. Research reveals the average length of time a caller will remain on hold before hanging up (i.e., abandoning the call) is 30 seconds. Contributing to the time it takes a caller to get to a Customer Service Representative is that all incoming calls to the public information center are required to listen to a recorded message indicating the call may be monitored prior to being connected to a Customer Service Representative.

Objective 3: Equipment Management - The objective of equipment management is meant to ensure all non-bus equipment essential to achieving all of the other goals and objectives set forth for fixed-route service is maintained sufficiently in a timely fashion. Furthermore, this objective is intended to ensure fixed-route services continue efficiently, effectively, economically, and without undue interruption as a result of any failure of non-bus equipment.

Measurement 1: Bus Shelters Maintenance

Standard: This measurement evaluates the maintenance of bus shelters. The maintenance area of a bus shelter includes the signage, bench, as well as the shelter itself. Bus shelters should be serviced frequently in order to provide a quality product.

FY07 Standard: All shelters serviced weekly. FY08 Standard: All shelters serviced weekly.

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Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Performance: The CCCTA contracts with a private firm to maintain all shelters within the County Connection service area. Shelters within the Bishop Ranch Business Park are the exception. The contract with the private firm stipulates shelters and the surrounding area shall be cleaned once weekly, and more often if complaints are received. CCCTA staff monitors the contractor's work to assure compliance.

Measurement 2: Maintenance Facility

Standard: To ensure the overall maintenance and efficiency of the fleet, plant and administrative operations, CCCTA’s maintenance department has established measurable preventative maintenance standards for providing a safe and resourceful facility. The facility is inspected quarterly and no scheduled inspection should be delayed more than 30 days once the annual calendar has been established.

Performance: Based on the established standards set by the maintenance department, deviation of 30 days or more has not taken place. No change is recommended for FY 2008.

Measurement 3: Non-Revenue Vehicle Maintenance

Standard: This measure assesses the servicing of all non-revenue vehicles on a regular basis to prevent mechanical breakdowns. Access to non-revenue vehicles is critical to the productivity of CCCTA employees. This measure accounts for the average number of days a vehicle is out of service. The practice is to follow the routine maintenance scheduled for each non-revenue vehicle, thereby assuring these vehicles are serviced on time and remain in good working order.

Performance: The standard was not met in FY 2007. No change is recommended for FY 2008.

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GOAL III: EQUITY

Objective 1: Improve Transit Access - The objective of improving transit access is to positively affect mobility options for the public, including those with mobility limitations, seniors, low-income persons, and youth. In order to assess the achievement of this objective, the CCCTA measures performance in this area by tabulating the number of “assisted” boardings and the percentage of the fleet capable of providing assisted boardings.

Measurement 1: Lift & Ramp Assisted Boardings

Standard: This measure tabulates the number of fixed-route, mobility-limited passenger boardings that require either wheelchair lift or ramp assistance, and includes both wheelchair and non-wheelchair boardings. Enhanced mobility is reflected in increased “assisted” boardings along County Connection routes. No change in the standard is recommended.

FY07 Actual: 5,920 FY07 Standard: 5,020 FY08 Standard: 5,500

Performance: In FY 2007, 5,920 assisted boardings were recorded. This represents an increase of 41.5 percent over FY 2006 (4,185). This standard is being met by a considerable margin and has been steadily increasing over the past few fiscal years. This standard will be adjusted for FY 2008 to represent the projected increase in senior population within the CCCTA service area. In January 2006, the CCCTA started conducting manual driver counts of lift/ramp use, and this has significantly improved the reliability of the data. Such counts are used to verify the radio count and determine any incidence of under-reporting.

This standard also serves to support the adopted goals encompassing Efficiency and Effectiveness. The number of assisted boardings indicates persons with disabilities are using the fixed-route system versus reliance on the more expensive LINK service.

Measurement 2: Lift & Ramp “Assisted” Boarding Ability

Standard: This measure illustrates the percentage of fixed-route transit vehicles capable of providing lift or ramp “assisted” boardings and provides an indirect measure of transit accessibility for mobility-challenged patrons. Additionally, this measure reflects the effectiveness of CCCTA's vehicle maintenance efforts.

FY07 Actual: 100% of fleet FY07 Standard: 100% of fleet FY08 Standard: 100% of fleet

Performance: As noted above, the CCCTA continues to maintain a high level of wheelchair lift and ramp availability. No change in the standard is recommended.

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Objective 2: Public Participation - The objective of public participation sets forth a guiding principle the CCCTA is responsible to the public it services. The CCCTA measures performance in this area by the level of public participation solicited service planning process.

Measurement 1: Public Hearings

Standard: The CCCTA will make a reasonable effort to involve locally-elected officials, community leaders, and the public in the decision-making process during the course of developing and financing the permanent route structure. These efforts include agency participation in the legislative programs of the American Public Transportation Association (APTA), California Transit Association (CTA), California Association for Coordinated Transportation (CalACT), coordination with local governments within the service area, and public liaison through the Citizens Advisory Committee and Accessible Services Committee. The measure for public participation is the number of public hearings conducted on an annual basis as reported in CCCTA’s FTA Section 5307 certification.

Performance: The CCCTA has made reasonable efforts to involve locally-elected officials and the public in FY 2007. Table II-3 exhibits public hearings from 2002 through November 2006.

Measurement 2: Community-Based Transportation Planning and Lifeline Transportation Program

Standard: The CCCTA will make a reasonable effort to advance the findings of the 2001 Lifeline Transportation Network Report. Said report identified transit needs in economically- disadvantaged communities throughout the San Francisco Bay Area, and recommended initiation of community-based transportation planning as a first step toward addressing this.

Performance: The CCCTA currently has projects that are derived from the MTC’s Community-Based Transportation Planning program and Lifeline Transportation Program.

CCCTA Route 8, Monument Community shuttle, began operation in March 2007. It is a flex route with specific time points but yet is able to go off-route between those time points to pick up people at their homes, providing service anywhere within the Monument neighborhood. Route 8 was created in order to address the transportation gaps in the Monument Corridor, one of the most-densely populated and ethnically-diverse neighborhoods in Contra Costa County.

The County also introduced Route 111 weekend service in March 2007. This route provides access to the Concord BART station, Pleasant Hill Bart station, and San Miguel on Saturday, from 7:12 a.m. to 8:17 p.m.; and Sunday, from 8:12 a.m. to 7:17 p.m. Weekend access to BART stations is critical for recreational trips in the Bay Area as well as for commuters working on the weekends.

The County Connection also offers the Amigos de Viajar program that provides Spanish- speaking transit training which helps new transit riders navigate the County Connection bus system as well as connecting transit systems. According to the onboard survey conducted in 74 Chapter II – Goals, Objectives, and Performance Measures

2007, 15.3 percent of the participants completed the Spanish survey, demonstrating the significant number of Spanish speaking riders within the County Connection system. This program will become increasingly important given the growth of this demographic.

Table II-3 Public Hearing Log 2002 through November 2006 (Source: CCCTA)

ID# Public Hearing Date(s) Description Publish Dates Newspaper Bus Posting Bus Removal Date Date 2002 255 4/10,11,15,17,18/02 Fare Increase 3/13, 3/28, 4/7/02 CCT 3/13/2002 4/19/2002 260 11/21/2002 SRTP 10/17, 10/27/02 CCT 10/22/2002 11/25/2002 261 12/12/2002 Route 108 11/12, 11/24, CCT 11/12/2002 12/12/2002 12/5/02 2003 264 2/28/2003 Fare Increase; Cal Express 1/28, 1/31, 2/2/03 CCT 1/27/2003 2/28/2003 Bus Service 266 5/5,6,7,8,12,13,15,19,22/03 Service Adjustments 4/5, 4/25, 5/4/03 CCT 4/5/2003 5/22/2003

277 10/10/2003 Service Adustments Routes 9/8, 9/25, 10/5/03 CCT 9/6/2003 10/10/2003 920 960 970 991 2004 294 6/23/2004 Minor reroute 110 5/20, 6/2, 6/13 CCT 5/20/2003 6/20/2003 297 07/14/04(2), 07/15/04(2) Service Cuts 6/14,19, & 7/1,7/11 CCT 6/16/2004 7/22/2004

07/19/04, 07/20/04(2)

07/21/04(2) 2005 324 8/29, 8/30,8/31,9/1/05 Proposed Fare Increase 7/29, 8/3, 8/14/05 CCT 7/29/2005 9/2/2005 (Fixed-Route) 325 9/1, 9/2, 9/6, 9/8/05 Proposed LINK Service 8/1, 8/3, 8/7/05 CCT 7/29/2005 9/9/2005 Changes

2006 337 1/13/2006 Proposed Combination of 12/14, 12/22/05, CCT 12/13/2005 1/16/2006 Routes 107 & 277 Routes 107 & 277 1/8/2006 346 5/31/2006 Rt. 135 New Service 4/30, 5/17, 5/29/06 CCT 5/1/2006 6/5/2006 In Doughtery Valley Tri-Valley 347 6/15/2006 SRTP FY05-FY14 5/14, 5/31, 6/12/06 CCT 5/15/2006 6/19/2006

357 11/2/2006 Proposed Shuttle–Monument 10/1, 10/18, CCT 10/2/2006 11/3/2006 Corridor 10/29/06

Note: CCT=Contra Costa Times; OTH=Other; PT=Passenger Transport; SRVT=San Ramon Valley Times.

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Objective 3: Distribution of Service and Equipment - The objective of equitable distribution of service and equipment indicates the CCCTA, within the constraints of sound operating practices and via established policies and standards, will not discriminate on the basis of race, color, national origin, or disability with regard to the level and quality of service provided throughout the County Connection service area.

Measurement 1: Title VI of Civil Rights Act of 1964

Standard: Title VI of the Civil Rights Act of 1964 ensures minority persons and communities are not discriminated against in the level and quality of transit service received. The CCCTA will comply fully with the intent of the regulations contained in Title VI, and submit a Title VI Program update every three years.

Additionally, the CCCTA will comply with Section 504 of the Rehabilitation Act of 1973, as amended, and the California Transportation Development Act of 1971, as these codes relate to the distribution of service and equipment.

Performance: The CCCTA continues to comply with the regulations listed above. The CCCTA has an updated Title VI report on file with the FTA.

The Federal Transit Administration (FTA) completed a review of information submitted by the Central Contra Costa Transit Authority (CCCTA) in February 2006 in response to FTA Circular 4702.1 (Title VI). As a result of this review, the FTA approved the CCCTA's submission with respect to Title VI. This approval expires in February 2009. Submission of an update to CCCTA's Title VI plan is due to the Federal Transit Administration in December 2008.

The CCCTA's Program for Mass Transportation Services for Disabled Persons, through the provision of scheduled, accessible bus service, is in compliance, at the full performance level, with Section 504 of the Rehabilitation Act, as amended.

Measurement 2: Transit-Dependent Served

Standard: As part of using the CCCTA Comprehensive Productivity Policy and Measurement System to improve service productivity and ridership, the CCCTA will consider any undue impacts to the transit-dependent before acting.

Performance: In FY 2005, CCCTA service reductions were designed to have the lowest possible impact on the transit-dependent. The new services implemented in FY 2006 were to benefit the transit-dependent population by providing better access to both central Martinez and Walnut Creek (via route 980), along with new late night service within the Monument Blvd corridor. Route 8 is the new service (introduced in March 2007) operating in the Monument Blvd corridor with service Monday through Friday begun in March 2007. CCCTA also expanded Route 111’s service week to include Saturday and Sunday, significantly improving weekend access to BART and community services for ride- dependent residents in the Concord and Pleasant Hill areas.

76 Chapter II – Goals, Objectives, and Performance Measures

Objective 4: System Integration - The objective of system integration results in County Connection services coordinated with other public transit systems in the region. The degree of coordination ensures the traveling public has the most flexibility possible in order to make intelligent and wise decision regarding transportation alternatives.

Measurement 1: CCCTA/BART Coordination

Standard: This standard measures scheduling coordination between BART rail service and CCCTA bus service in the AM and PM peak commute periods. Coordinated service is defined as having bus-meets with BART at between five to fifteen (5-15) minutes of train arrival and departures. However, the goal of these bus-meets should be three to fifteen (3- 15) minutes to offer better coordination. Of note, bus-to-BART coordination is oriented toward serving the San Francisco-Oakland commute versus Pittsburg and Bay Point BART stations.

This standard is measured as a percentage of all AM peak bus arrivals at BART stations and all PM peak departures from BART stations. The goal is 100-percent coordination.

FY07 Actual: 98% a.m. peak period 95% p.m. peak period

FY07 Standard: 95% a.m. peak period 90% p.m. peak period

FY08 Standard: 95% a.m. peak period 90% p.m. peak period

Performance: Coordinated service with BART met the FY 2007 standard. Both the AM peak period and the PM exceed the standard. Tables II-4 and II-5 provide supporting documentation. Table II-4 shows coordination by BART station while Table II-5 showing coordination by route. The AM-peak window is 6:00 to 8:00 a.m. while the PM peak window is 3:30 to 6:30 p.m.

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Table II-4 & Table II-5 Bus Coordination by BART Station School Weekdays FY2007 (Source: CCCTA)

Arrivals Departures Bus BART Station Coordinated Percent Bus Departures Coordinated Percent Arrivals with BART with BART AM Peak PM Peak Orinda 9 9100 23 23 100 Lafayette 7 7 100 7 7 100 Walnut Creek 47 47 100 83 80 96 Pleasant Hill 26 26 100 44 40 91 Concord 37 36 97 64 60 94 North Concord/Martinez 5 3 60 10 10 100 Dublin/Pleasanton 15 15 100 18 17 94

System Total 146 143 94% 249 237 96%

78 Chapter II – Goals, Objectives, and Performance Measures

Table II-6 Bus Coordination by Bus Route School Weekdays FY2007 Arrivals Coordinated Bus Departures Departures Coordinated Route BART Station Bus Arrivals with BART Percent (PM Peak*) with BART Percent AM Peak * (6:00 - 8:00 am) PM Peak * (3:30 - 6:30 pm) 101 Walnut Creek 6 6 100 16 13 81 102 Walnut Creek 6 6 100 12 12 100 104 Walnut Creek 2 2 100 12 12 100 105 Walnut Creek 3 3 100 4 4 100 Orinda 5 5 100 13 13 100 106 Lafayette 4 4 100 6 6 100 Pleasant Hill 2 2 100 4 4 100 107 Walnut Creek 3 3 100 5 5 100 108 North Concord/Martinez 1 0 0 3 3 100 109 Pleasant Hill 1 1 100 5 5 100 110 Concord 15 14 100 25 25 100 Pleasant Hill 5 5 100 5 5 100 111 Concord 6 6 100 7 7 100 Pleasant Hill 5 5 100 9 9 100 114 Concord 6 6 100 10 10 100 Walnut Creek 3 3 100 6 6 100 115 Pleasant Hill 7 7 100 14 11 79 Concord 2 2 100 6 6 100 115B Concord 0 004 0 0 Walnut Creek 2 2 100 3 3 100 116 Pleasant Hill 6 6 100 6 5 83 Concord 3 3 100 4 4 100 117 North Concord/Martinez 3 3 100 4 4 100 118 Concord 1 1 100 3 3 100 Walnut Creek 3 3 100 4 4 100 121 Dublin/Pleasanton 2 2 100 4 4 100 124 Concord 1 1 100 1 1 100 126 Orinda 4 4 100 10 10 100 127 North Concord/Martinez 1 0 0 3 3 100 135 Dublin/Pleasanton 6 6 100 6 5 83 206A Lafayette 2 2 100 0 0 0 206L Lafayette 1 1 100 1 1 100 930 Walnut Creek 3 3 100 4 4 100 960 Walnut Creek 12 12 100 13 13 100 970 Dublin/Pleasanton 7 7 100 8 8 100 980 Walnut Creek 4 4 100 6 6 100 991 Concord 3 3 100 4 4 100 System Total 146 143 98 250 238 95

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Measurement 2: Fare and Schedule Coordination with Other Transit Operators

Standard: This standard assesses scheduling and fare coordination between the CCCTA and transit operators other than BART. Coordinated service is defined as having a bus scheduled to meet with other transit operators. Partial coordination includes situations where only certain routes are coordinated or only certain trips as requested by the public are coordinated. In many instances wherein two bus transit systems are designed to coordinate with BART at a BART station, some level of coordination between the two bus transit systems will result. A coordinated fare is defined as having transfer agreements with other transit operators where services connect.

This standard calls for the County Connection to continue to coordinate schedules with regional rail systems as well as other bus operators in response to public requests and transfer ridership growth.

Performance: The County Connection has improved service coordination at the Orinda BART station with AC Transit and adopted a new transfer agreement with Rio Vista Transit. The County Connection is working on the development of a new Martinez Transit Center intended to improve connections with operators such as Tri Delta, West CAT and potentially Solano County services.

Table II-7 CCCTA Fare Coordination with Other Transit Systems (Source: CCCTA)

Transfer Schedule Operator Main Transfer Point(s) Agreement Coordination AC Transit Orinda BART Yes Partial ACE RAIL Alameda Co. Fairgrounds Yes Yes Benicia Transit* Pleasant Hill BART, Sun Valley Mall Yes No Capital Corridor Martinez Amtrak Yes Partial RAIL LAVTA Walnut Creek BART, Dublin BART Yes Partial Modesto MAX* Dublin BART No No Rio Vista Transit* Antioch Park & Ride Yes No San Joaquin RTD* Dublin BART No No Tri Delta Transit Martinez Amtrak, Antioch Park & Ride Yes Partial West CAT Martinez Amtrak Yes No *Transfer demand to this transit operator is low to non-existent.

80 Chapter II – Goals, Objectives, and Performance Measures

Paratransit Performance Standards Table II-7 illustrates the summary standards and objectives designed to assess the progress towards the achievement of adopted paratransit performance goals, and the measures developed to assess performance as they relate to the goals and objectives.

Table II-8 Paratransit Performance Measures

GOAL I: EFFICIENCY Objective: 1 - Cost Control Measurement: } 1 Operation Cost/RVHR } 2 Operation Cost/Passenger Trip } 3 Farebox Recovery Ratio

2 - Safety } 1 Chargeable Accidents/100, 000 Miles

GOAL II: EFFECTIVENESS Objective: Measurement: 1 - Market Penetration } 1 Passenger Trips/RVHR

2 - Service Quality } 1 Denials } 2 Roadcalls/100,000 miles } 3 Schedule Adherence } 4 Customer Complaints/100,000 Miles } 5 Employee Turnover GOAL III: EQUITY Objective: Measurement: 1 - Transit Access } 1 Lift-Assisted Boardings } 2 Lift Availability

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GOAL I: EFFICIENCY

Objective 1: Cost Control - The objective of cost control involves the control of unit costs incurred during the delivery of paratransit services. Constant or reduced unit costs permit continuation of, or improvements in, service levels without added cost to transit customers or taxpayers. Financially-based management decisions are crucial to successful cost control.

Measurement 1: Operating Cost/Revenue Vehicle Hour (RVHR)

Standard: This standard measures the hourly cost of providing paratransit service and is a requirement of the TDA. To arrive at the hourly unit cost, total operating cost is divided by total revenue vehicle hours. Annual increases in this measure should not exceed the general regional inflation rate for that particular sector of the economy (typically between 2 percent and 4 percent).

FY07 Actual: $52.24 FY07 Standard: $49.73 FY08 Standard: $49.73

Performance: The LINK's operating cost per revenue vehicle hour did not achieve the standard given a higher operating cost per revenue vehicle hour.

The FY 2008 standard of $49.73 is driven by CCCTA’s adopted budget. The FY 2008 budget forecasts an annual cost of $4,878,518. Approximately 81,800 revenue vehicle hours are planned.

Measurement 2: Operating Cost Passenger Trip

Standard: This standard measures the unit cost of operation per passenger trip and is a requirement of the TDA. The operating cost passenger trip is subject to the same factors as the operating cost revenue vehicle hour. Annual increases in this measure should not exceed the regional inflation rate.

FY07 Actual: $26.97 FY07 Standard: $30.49 FY08 Standard: $30.49

Performance: The LINK operating cost per passenger trip met the FY 2007 standard.

The FY 2008 standard is driven by CCCTA’s adopted budget and a forecast three percent increase in ridership over FY 2007. The FY 2008 budget identifies an operating cost of $4,878,518. A three percent increase in annual ridership over FY 2007 would yield 148,111 unlinked trips.

82 Chapter II – Goals, Objectives, and Performance Measures

Measurement 3: Farebox Recovery Ratio

Standard: This standard measures the ratio of total farebox revenue and special service revenue to total operating cost. Farebox revenue does not include in-kind contributions, donations, local match contributions, etc. Farebox recovery ratio impacts both service efficiency and effectiveness.

FY07 Actual: 10.9% FY07 Standard: 10.7% FY08 Standard: 10.7%

Performance: LINK's farebox recovery ratio surpassed the FY 2007 standard. Farebox revenue was much higher than expected due to the fare increase implemented on July 1, 2007. A review of this standard is recommended in FY 2009.

The FY 2008 standard reflects the adopted budget which includes $484,000 in forecast paratransit fares versus an operating budget of $4.52 million.

Objective 2: Safety – Overall safety and operator driving practices contribute to overall cost and efficiency of transit services. Through operator safety and training programs "the best practice is a safe practice" will be reinforced. Safe operation of vehicles can provide cost-savings but, more importantly, ensures the safety of patrons. Performance under this objective is measured by the number of chargeable accidents/100,000 miles.

Measurement 1: Chargeable Accidents/100,000 Miles

Standard: This indicator measures the number of accidents/100,000 fleet miles wherein the vehicle operator was at fault (i.e., charged with the accident). This approach allows the CCCTA to assess the level of safety under which vehicles are being operated. Increases in this measure should be minimized and not exceed prior- year actuals.

FY07 Actual: 0.76 / 100,000 miles FY07 Standard: 0.3 / 100,000 miles FY08 Standard: 0.3 / 100,000 miles

Performance: LINK did not meet the adopted standard in FY 2007. Each of the chargeable accidents in FY 2007 was minor in nature. None involved injuries or significant damage to property.

The standard for FY 2008 will remain unchanged at 0.3 chargeable accidents per 100,000 vehicle miles.

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Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

GOAL II: EFFECTIVENESS

Objective 1: Market Penetration - Market penetration is the extent to which a transit operator captures a share of the total trips made within its service area. Ridership within particular travel markets, as well as the relationship between ridership and service level (supply), are key considerations. Market penetration is supported by optimal balancing of the quality and quantity of paratransit service with market demand.

Measurements 1: Passengers Trip/Revenue Vehicle Hour (PAX/RVHR)

Standard: This standard measures the effectiveness of services provided. Passenger trips per revenue vehicle hour indicate total passenger boardings as a function of total revenue vehicle hours of service. The TDA requires the reporting of this measure.

FY07 Actual: 2.0 PAX/RVHR FY07 Standard: 1.9 PAX/RVHR FY08 Standard: 1.9 PAX/RVHR

Performance: LINK met the adopted standard for passenger trips/revenue vehicle hour in FY 2007.

The FY 2008 standard is driven by the adopted budget, associated hours of service, and ridership. In FY 2008, LINK is forecast to provide 81,404 revenue hours of service and provide 148,111 unlinked trips. The ridership figure represents a three percent increase over FY 2008.

Objective 2: Service Quality - The objective of service quality is to provide the highest quality paratransit service affordable within the service area. The quality of service affects market penetration and influences ridership levels. Service quality is reflected in availability, safety, reliability, and comfort.

Measurement 1: Service Denials

Standard: This standard measures the incidence of all trip requests that could not be met. Trips denied have a strong and lasting negative impact upon patrons’ perceptions of paratransit service quality. Denials should be minimized and not exceed totals in prior years.

Past Performance…

FY07 Actual: ZERO denials/month FY04 FY05 FY06 FY07 Standard: ZERO denials/month Actual 0.25 0 0

84 Chapter II – Goals, Objectives, and Performance Measures

Standard Zero Zero Zero

Performance: The standard was met for FY 2007. The CCCTA has made significant improvement with respect to this standard. Denials have decreased from 0.25 per month in FY 2004 to zero per month in FY 2007. This achievement is due in large part to assigning additional resources to meet peak-period demand.

The Americans with Disabilities Act specifies operators must not exhibit "a pattern of service denials" in order to be compliant with the ADA requirements. Therefore, the FY 2008 standard shall remain at zero.

Measurement 2: Roadcalls/100,000 miles

Standard: This standard measures the incidence of roadcalls for every 100,000 miles traveled. The measure reflects the relative effectiveness of County Connection maintenance efforts.

FY07 Actual: 2.7 / 100,000 miles FY07 Standard: 3.0 / 100,000 miles FY08 Standard: 3.0 / 100,000 miles

Performance: This standard was met in FY 2007.

The standard for roadcalls shall remain at 3.0/100,000 miles traveled. This standard will be reviewed again in FY 2009.

Measurement 3: Schedule Adherence

Standard: Schedule adherence, or on-time performance, is a key measure of service reliability. Schedule adherence is defined as trips occurring no more than 15 minutes before or after the scheduled pick-up time.

FY07 Actual: 98% of all trips on time FY07 Standard: 98% of all trips on time FY08 Standard: 98% of all trips on time

Performance: This measure met the FY 2007 standard. This standard shall remain unchanged for FY 2008.

Measurement 4: Customer Complaints/100,000 Miles

Standard: This standard measures the total number of customer complaints per 100,000 revenue miles traveled. This is a general measure of overall service quality

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and affords the CCCTA important insight into patrons’ perception of availability, safety, and comfort of the service.

FY07 Actual: 1.2 /100,000 miles FY07 Standard: 2.0 /100,000 miles FY08 Standard: 2.0 /100,000 miles

Performance: LINK bettered the adopted FY 2007 standard. Therefore, no change in the standard is recommended for FY 2008. Measurement 5: Employee Turnover

Standard: This standard measures the overall stability of the effectiveness of training, etc. High employee turnover has an impact not only on patrons’ perception of quality and reliability of the system, but also on all employees. Efforts should be made to minimize employee turnover.

FY07 Actual: 18.6% FY07 Standard: 5.0% FY08 Standard: 5.0%

Performance: This standard was not met in FY 2007. Of the 70 employees supporting LINK operations, thirteen left LINK. One of these thirteen left within the first year of hire.

Retention of employees is essential for an efficient and smooth-running operation. With this in mind, the FY 2008 standard will remain at 5.0 percent. This standard infers LINK will lose no more than one employee out of every twenty employed within the fiscal year. Personnel not hired while in training shall not contribute to this standard. Operators and internal staff are included in this calculation. This standard will be reviewed for possible change in FY 2009.

86 Chapter II – Goals, Objectives, and Performance Measures

GOAL III: EQUITY

Objective 1: Transit Access - The objective of paratransit access is to improve the mobility options for mobility-impaired persons and/or seniors. The number of lift-assisted boardings and the percentage of the fleet with operable lifts measure performance in this area.

Measurement I: Wheelchair Boardings

Standard: This measure illustrates the total number of mobility-limited passenger boardings that require wheelchair-lift assistance and includes both wheelchair and ambulatory boardings. Although greater efficiency is realized when clientele requiring lift-assistance use the fixed-route service, this population is also growing in total size. Therefore, this measure should increase incrementally, and not fall below prior-year performance.

FY07 Actual: 39,922 Wheelchair boardings FY07 Standard: 30,000 Wheelchair boardings FY08 Standard: 30,000 Wheelchair boardings

Performance: Performance improved over the FY 2007 standard. Although CCCTA staff continues to actively work with those individuals capable of using fixed-route service, demographic shifts highlighted in Chapter 1 suggest the senior population will increase at a substantial rate. Seniors typically experience increasing levels of immobility and/or cognitive impairments as they age, and therefore need increasing levels of assistance. The FY 2008 standard shall remain unchanged.

Measurement 2: Wheelchair Lift Availability

Standard: This measure reflects the percentage of paratransit vehicles with operational wheelchair lifts, and provides an indirect measure of transit accessibility for lift-dependent riders. Additionally, this measure is a reflection of the effectiveness of the lift maintenance efforts. The standard for this measure is no less than one hundred percent (100%) of the fleet available for revenue service shall have operational wheelchair lifts.

FY07 Actual: 100% lift availability FY07 Standard: 100% lift availability FY08 Standard: 100% lift availability

Performance: Full compliance (i.e., 100-percent lift availability) was achieved in FY 2007. No change in this standard is recommended.

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TABLE II-9 FY 2007 Performance Standards (Source: CCCTA)

FIXED-ROUTE Performance Measurement Standard Operating Cost/Revenue Vehicle Hour $90.47/hour Operating Cost/Passenger $5.17/passenger Farebox Recovery Ratio 18.0% Net Subsidy/Passenger Trip $4.17 Chargeable Accidents/100,000 Miles 1.0/100,000 miles Maintenance Employees/100,000 Vehicle Miles 0.82 FTE/100,000 miles Operator Overtime Hours as % of Total Hours 8.0% Ratio of Operator Pay Hours to Platform Hours 1.150 Passengers/Revenue Vehicle Hour 17.0 Passenger Boardings/Revenue Vehicle Mile 1.31 Average Weekday Ridership 15,600 Load Factor/A.M. Peak Hour 0.44 Number of Scheduled Trips Missed 0.25% Miles Between Roadcalls 18,000 miles Schedule Adherence (% trips on time) 95% Customer Complaints Less than 30/100,000 miles On-Board Surveys Once every three years Customer Service Phone Response 92% of all calls answered, 75% answered within 20 seconds Bus Shelter Maintenance Serviced weekly Facility Inspected quarterly within 30 days of beginning of quarter. Non-Revenue Vehicles Regularly maintained Assisted Boardings 5,500 Assisted Boardings Ability 100% Public Hearings Annual reporting of public hearings Title VI of Civil Rights Act Comply with Civil Rights Act Transit-Dependant Served Consider impacts to transit- dependent with each action. CCCTA/BART Coordination (A.M. Peak Period) 95% of buses meet BART trains CCCTA/BART Coordination (P.M. Peak Period) 90% of buses meet BART trains CCCTA Coordination With Other Operators Coordinate schedules with regional operators.

88 Chapter II – Goals, Objectives, and Performance Measures

TABLE II-9 (cont.)

PARATRANSIT Operating Cost/Vehicle Service Hour $49.73/hour Operating Cost/Passenger Trip $25.80/passenger Farebox Recovery Ratio 10.4% Chargeable Accidents/100,000 miles 0.3/100,000* Passenger Trips/Revenue Vehicle Hour 1.9* Service Denials/Month Zero* Roadcalls/100,000 3.0/100,000* Schedule Adherence (% trips on time) 98%* Customer Complaints/100,000 Miles 2.0/100,000* Employee Turnover 5.0% Lift-Assisted Boardings 30,000 Wheelchair Lift Availability 100%*

* Similar, although not necessarily identical, performance measures for these measures are also a part of CCCTA's contract with Laidlaw Transit Services, operator of the CCCTA’s LINK service.

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CHAPTER III

OPERATING FINANCIAL PLAN, SERVICE PLAN, AND CAPITAL IMPROVEMENT PLAN

1 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

CHAPTER III OPERATING FINANCIAL PLAN, SERVICE PLAN AND CAPITAL IMPROVEMENT PLAN

This chapter outlines CCCTA's Ten-Year Service and Operating Financial Plans. The Capital Improvement Plan is reviewed as a separate document and attached to this Short Range Transit Plan as Appendix A. Federal Transportation Administration (FTA) and the Metropolitan Transportation Commission (MTC) require that this plan must demonstrate financial capacity to operate the proposed levels of service and to meet critical capital needs. This plan outlines activities within current and projected financial limitations.

In addition, this plan also examines how funds generated from the voter-approved passage of Proposition 42, dedicated the sales tax on fuel to the Public Transportation Account (PTA) could be used to support "lifeline" services in the CCCTA service area.

Because the need for increased transit service is a major issue in Contra Costa County, CCCTA addresses bus transit beyond a constrained Regional Transportation Plan. The financial requirements and ramifications of this extended planning are presented as Track II projects or activities. Track I reflects projects and activities in a financially-constrained environment per MTC and FTA guidance.

Operating Financial Plan

This section outlines Central CCCTA Re ve nue Far es Contra Costa Transit Authority's Sources FY08-FY17 Measure C/Measure J St at e STA fixed-route and paratransit Federal Far es BART/Other 17% service plans. Discussed in these Special Services plans are financial costs and Advertising RM 2 TFCA projected revenue assumptions, St at e TDA the Authority's Express Bus Measure C/Measure J Proposal, a discussion of 11% St at e TDA "lifeline" services, planned 53%

St at e STA service changes, and proposed 7% service changes. In each case, Federal fixed-route operations are 3% BART/Other described. Discussions of 3% Special Services FY08-17 Operating Revnue: $329,539,984 2% paratransit activities follow. RM2 = Regional Measure 2 Bridge Toll Revenue RM 2 TFCA Advertising TFCA = Transportation Fund for Clean Air 2% 2% This 10-year plan projects total revenue available for fixed route and paratransit operations at $329,539,984. CCCTA will be working over the next year to identify potential new funding sources to support operations.

Fixed Route & Paratransit Operating Financial Costs & Revenue Assumptions This Short Range Transit Plan assumes activities occur in a 'constrained' fiscal environment. Therefore, no growth in services is planned without secure funding sources or the ability to demonstrate financial capacity to provide the respective service over the life of the plan.

90 Chapter III – Operating Financial Plan Service Plan, and Capital Improvement Plan

Due to the drastic changes in the economy over the past few years, CCCTA has taken several measures to control costs and adjust expectations. Some of the measures CCCTA has taken to balance the operating budget have included a substantial fare increase, better management of overtime, tighter scheduling, leaving some administrative positions unfilled and reorganizing others, and deferring capital projects. Each of these efforts preceded the decision to implement system-wide service cuts effective December 2003 and January 2005.

CCCTA is committed to exploring all options available to control costs without degrading service. Cutting service is viewed as the "last resort" when all other remedies have been exhausted. However, despite efforts to reduce or suppress operating costs, revenue forecasts remain precariously low. Exacerbating revenue projections is the State's efforts to balance the State budget using local transportation funding sources.

Provided below is discussion describing common revenue sources CCCTA accesses to support operations. Also included are the assumptions used within the financial forecast used by the Authority.

Passenger Growth and Fares: Base ridership is projected to remain stable for each year of the SRTP. The only increases are due to new or improved service including the Martinez/Walnut Creek express route. Passenger fares are projected to grow at 2.5 percent for most years covered by the SRTP. Exceptions to this projection are higher rates of growth in FY10 and FY13 due to planned fare increases in accordance with MTC's fare policy guidelines.

Of note, fare elasticity is not accounted for in these forecasts. Fare elasticity is the response by passengers to fare increases. The American Public Transit Association recently studied this affect and found that for every 10 percent increase in fares, passenger ridership will decline as much as 3.6 to 4.3 percent. It is difficult to determine the impact of a fare increase on CCCTA ridership. Past fare increases took place when other actions such as service adjustments also had an impact on ridership.

Special Service: Special service revenues are for services provided under contract to other government or non-governmental entities for trips provided on special routes. This is a small, but growing source of revenue, and may be the only opportunity for CCCTA to expand its service level in the next several years. The plan assumes an annual growth rate of 2.5 percent per annum.

Measure C and Measure J: Measure C is a countywide 1/2–cent sales tax funding transportation improvements in Contra Costa County. Of Measure C revenues collected, 4.9 percent of funds are specified for fixed-route bus service and 2.9 percent for paratransit service. Originally passed in 1988, the 20-year measure expires in 2008.

Measure C was reauthorized as Measure J by the voters of the county. The Metropolitan Transportation Commission has directed transit operators not to include existing sales tax measures beyond their sunset date in their respective financial forecasts. Therefore, financial forecasts in this SRTP assume Measure C revenue end after FY08 and Measure J revenue begins the following year. Measure J does include an increase in funding for dial- a-ride (Link) service. It also includes some funding for modest expansion of fixed route service due to sub regional funds in the TRANSPAC area (Walnut Creek, Pleasant Hill, 91 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Concord, Martinez and Clayton).

BART: The Authority receives funds through MTC to subsidize express bus service once operated by BART, and directly from BART to provide ADA paratransit service. This Plan assumes a 2.0 percent annual growth rate to provide BART's express bus service and 3.0 percent for ADA paratransit service.

FTA Section 5307: The Federal Transit Administration apportions funding to US Census designated urbanized areas. As the regional transportation planning agency, MTC is the designated recipient of transportation funds such as FTA 5307 and 5309 funds. With the assistance of transit agencies, MTC programs FTA 5307 funds to support the replacement of capital equipment and provide ADA mandated paratransit operating assistance. Ten percent of an urban areas apportionment is designated for paratransit operating assistance. This SRTP projects a 2.0 percent annual growth in CCCTA share of FTA 5307 funds to support paratransit service.

MTC has adopted a policy of which allows each urbanized area to set aside 10% of their formula funds for flexible purposes. CCCTA uses such funds for vehicle preventative maintenance. Proposition 1B Plan has programmed $2 million on bond funds for the Diablo Valley College and Pacheco transit centers and assumes all future capital projects during the planning period will use bond monies (i.e., not TDA).

State Transportation Assistance: MTC allocates State Transportation Assistance (STA) funds to fund fixed route and paratransit service. This fund source can be used for operations and capital projects; however, this plan assumes that all STA funds will be used for operations. This plan assumes 3.5 percent growth per annum.

Of note, in March 2002 California voters passed Proposition 42. This proposition dedicates all existing state gas tax revenues to transportation projects and activities. Prior to this, a portion of gas tax revenues went into the State’s general fund and was used for non- transportation related activities. These new funds will be reflected in additional State Transit Assistance (STA) funds, over which MTC holds discretionary authority.

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Although Proposition 42 was passed in 2002, the State of California borrowed what would have been forwarded to local transportation agencies and operators in FY2004 and FY2005. The FY04 State budget programmed release of these new funds beginning in FY06 along with repayments of previous borrowing occurring in FY2007 and FY2008. However, with MTC exercising discretion over additional population-based funds, CCCCTA will not necessarily benefit as much as originally forecast from the Proposition 42 pay back.

Transportation Development Act Article 4.0: Transportation Development Act Article 4.0 funds are the largest source of funding for CCCTA. TDA is generated from a 1/4-cent sales tax on all taxable sales occurring in the county. Revenue generated countywide are apportioned to transit operators based on their service area population share relative to the county population. TDA 4.0 funds are used for the operational and capital needs of both fixed route and paratransit service.

Because TDA is apportioned directly to CCCTA and provides the most flexibility for range of use, this fund source is only used when other sources are not available. Presently, TDA is projected to grow at a rate of 3.1 to 3.6 percent, based on the projections provided by MTC from each county's auditor. County Connection uses the MTC projections and applies county projected population change to estimate CCCTA's relative future share. Unused TDA 4.0 is considered reserve funds and used as a cushion when unforeseen events occur. Beyond FY2008, the CCCTA budget assumes no use of TDA funds for capital projects; instead the use of bond and bridge toll revenue is assumed by the CCCTA.

Transportation Development Act Article 4.5: Transportation Development Act Article 4.5 funds are allocated directly to paratransit services by MTC. This plan assumes available funds to grow at a rate of 3.1 to 3.6 percent.

Financial Forecast tables depicting the above highlighted assumptions can be found at the rear of this chapter in Tables III-4, III-5, and III-6.

Regional Measure 2: In 2004, Bay Area voters passed Regional Measure 2 (RM2) which provides funding for projects reducing congestion or improving travel conditions on bridge toll corridors. CCCTA has used RM2 funds to operate Route 980 and all Nighter services as well as contribute towards construction costs related to the Pacheco and Diablo Valley College transit centers.

Proposition 1B: Proposition 1B is a $19.9 billion state bond program to fund local and state transportation improvement projects. Allocation of Proposition 1B funds to transit agencies is based upon their population and revenue.

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Service Plan

The service plan is presented as two separate scenarios. Track I assumes a constrained financial environment. These projects and activities are those that the Authority can reasonably plan to provide given projected resources. Track II presents projects that may be implemented depending on securing additional resources.

Fixed-Route Existing Service Plan

County Connection ordinarily provides fixed-route services across 31 weekday routes, totaling approximately 937 weekday revenue hours of service and utilizing 102 transit buses at peak times.

Table III-1 exhibits County Connection's system-wide service characteristics. This table reflects service improvements like the new Route 8 Monument community shuttle.

Table III-1 Planned/Projected Fixed-Route Service Characteristics (* Applicable Figures in 000's)

FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17

Projected Ridership* 4,221 4,305 4,327 4,413 4,501 4,524 4,614 4,707 4,801 4,897

Percent Ridership Incr. 2.62% 2.26% 4.80% 2.00% 0.50% 2.00% 2.00% 0.50% 2.00% 2.00%

Rev Hours of Service* 267 284 284 284 284 284 284 284 284 284

Rev Miles of Service* 4,049 4,049 4,049 4,049 4,049 4,049 4,049 4,049 4,049 4,049

Projected Passengers Per Revenue Service Hr. 15.8 15.2 15.2 15.5 15.8 15.9 16.2 16.5 16.9 17.2

Changes in services that occurred FY05 are briefly discussed below:

Service Reductions: County Connection implemented a second round of service reductions in January 2005. Weekday service was reduced or eliminated on routes 108, 109, 116, 117, 118, 221, and 259. Saturday service was reduced or eliminated on routes 106, 107, 108, 109, 111, 117 and 118.

Changes in service that occurred in FY2006 include the following:

New BART Replacement OWL Service (Route 820): This "All-Nighter" service operates during the times when BART does not operate. This is a multi agency project using RM2 funds. CCCTA began operating the Oakland to Concord portion of this service in early December 2005. This route provides service between BART stations and also local service between Walnut Creek BART and Concord BART.

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Martinez/Walnut Creek Express Service (Route 980): This new service began operations in early December 2005. This route operated using RM2 funds.

Fixed-Route Planned Service Changes (Track I) The activities cited herein are Track I projects. These activities were implemented in FY2006, FY2007 and others are scheduled for the foreseeable future.

Service to address American with Disabilities Act (ADA) requirements is addressed in the Paratransit Existing Services, Paratransit Planned Service Changes (Track 1) and Paratransit Service Changes (Track 2) subsections. Fixed-route service adjustments in FY2004 or thereafter are discussed in the following section. Changes in service that occurred in FY2007 include:

New Monument Community Shuttle (Route 8): This service operates weekdays with service to La Clinica, Monument Crisis Center, Meadow Homes Elementary, and Keller House.

Route 111 Weekend Service: Route 111’s service week was expanded to include Saturday and Sunday service operating along a truncated alignment.

Route 135: This route was established between Dublin and San Ramon, increasing access to the Dublin/Pleasanton BART station.

Route 107 and Route 277 Restructuring: During the last round of service cuts, Route 107 was reduced to peak hour service only. This route had previously been modified to delete the portion that went to Pleasant Hill BART. Route 107 suffered from low ridership as a result of this change. Route 277 was implemented in June, 2004 to provide service during the peak hours between Pleasant Hill BART and Shadelands. Ridership on this route fell over the past years. These two routes were combined to provide all day service with 45 minute frequencies. This was done in order to boost ridership, and provide better service in these corridors.

New Service Using Out-of Service Bus Trips: This project will review current out-of service bus trips for the potential of operating this trips or portions of these trips as regular in-service trips. Each day County Connection buses travel between the operations facility and the starting points of our routes. For example, some of these trips could provide service between Downtown Concord and North Concord industrial area. Any conversion of these trips will have to consider the fact that these out of-service trips change with each major schedule change. This might make it difficult for passengers when these trips have major changes four times a year.

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Recently, MTC committed to allocating new State Transportation Assistance (STA) funds to support the 'lifeline' transportation network. New STA funds are a result of the March 2002 passage of State Proposition 42. For CCCTA, this means County Connection routes identified as being a part of the 'lifeline' network can be enhanced. With this in mind, this plan assumes modest service increases among 'lifeline' identified routes beginning in FY2009. Lifeline transportation funds are currently allotted to support Route 820, the ‘Night Owl Service.’ Current fund estimates indicate that 6,300 annual revenue hours of new service can be implemented in FY2009. For identification of CCCTA routes meeting the above criteria please see Appendix E for select pages from MTC's 'Lifeline Transportation Network Report.'

Projected new STA revenue is approximately in FY2009. Programming these funds and scheduling applicable service adjustments is made possible due to MTC's commitment to fund the activity. However, because not all of CCCTA's lifeline network can be implemented with these limited funds, further discussion of the 'lifeline transportation network' can be found later in this chapter as proposed 'Track II' service changes.

Fixed-Route Proposed Service Changes (Track II)

Due to limited funding, Central Contra Costa Transit Authority is unable to implement many worthwhile projects. However, there is a need to have identifiable projects available in the event that unexpected or unplanned funds become available. These types of projects shall be identified as Track II projects and represent a theoretical blueprint for desired services and/or other activities. Equipment needed to support these projects is identified as Track II projects in the Capital Plan.

Placing Track II operating projects in the Short Range Transit Plan is important. Reasons include: • Including desired projects increases the likelihood that funds would be secured in the event that an unplanned opportunity arises; • Track II projects can later be adjusted to meet stakeholder needs; and • Viable and credible projects provide the argument for additional discretionary funding.

The Track II projects in this report originated from a number of sources. The projects identified were developed from staff input, public input, and the CCCTA Board. Future additions, amendments, or revisions to the list of Track II projects could include a formal effort to seek comment from the public. Such an effort is commonly referred to as a 'call for projects.'

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The projects listed and discussed below are consistent with the adopted Service Expansion Policy and are presented in the rough order they would rank according to this policy. For additional information on the Service Expansion Policy please see Appendix C.

Many Track II projects incorporate service improvements to existing routes, which correlate with the Board's adopted service expansion policy. Some projects assume the infusion of outside funding sources for capital or operating funds, and some (headway reductions and expanded service on existing routes) may require the addition of CCCTA financial, capital and/or human resources to implement. Many of these projects serve to flatten the "peak to base" ratio of service, and therefore efficiently use existing capital and human resources. A couple projects are new services altogether. In some cases significant study would be completed prior to further action.

Table III-2 identifies Track II projects described in this chapter/section. Provided is the estimated hypothetical FY2008 annual operating cost. This is the earliest fiscal year any of the projects could be implemented. Although the likelihood of implementing many of these projects in FY2008 is slim, the estimate provides an 'across the board' benchmark for comparison purposes.

Table III-2 Proposed Track II Fixed-Route Service ($ Figures in Thousands)

Proposed Track II Service Estimated FY08 Additional Operating Cost Vehicles Route 104 Extended Evening Service $148 0 Route 111 Extended Evening Service $63 0 Route 115 Mid-day Headway Improvements $85 0 Route 115 Evening Service $84 0 Route 110 Headway Improvements and Evening $445 0 Altamont Commuter Express (ACE) Fourth Train $127 1 Holiday Service $28 - $101 0 Walnut Creek/Martinez Local Trunk Route $1,391 6-7 Martinez Local Service $488 TBD Lifeline Service $2,652 0 Express Bus Service* $2,121 - $14,453 10-35 Tri-Valley Service* $779 - $1,727 4-6 Tassajara Valley/Alamo Creek Service $1,727 TBD Central Lafayette Local Route $199 1 Service to a Redeveloped Naval Weapons Station $530-$1,591 2-6 Caldecott Tunnel Fourth Bore Reverse Commute $50,923 65 *Projects identifying additional support equipment to provide service are identified in the Capital Plan. Please see Capital Plan Proposed Fixed-Route Projects (Track II).

Some Track II projects identify increases to the CCCTA fleet. However, these are to meet service demands. These expansions are identified as Track II projects in the Capital Plan.

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Discussed below are descriptions for the Track II projects; many are overlapping. Where applicable, possible needed funding amounts have been provided. Fiscal Year 2007-08 was selected; as it is the earliest that many of the projects could be implemented.

Route 104 Extended Evening Service: Route 104 currently ceases operation at 7:30pm. Extending this route until 11:00pm at least on Friday and Saturday, would allow for more access to BART for persons dining, working, and attending entertainment events in Downtown Walnut Creek. This route currently serves approximately 27.0 passengers per hour.

Staff will explore funding options with the City of Walnut Creek and/or the Downtown Business Association/Chamber of Commerce. This service was operated during the 2005 holiday shopping season with funding from Broadway Plaza. The cost for this extension would be reasonable and could be accomplished using existing capital resources. If this level of service were introduced in FY2008 an additional $148,526 would be needed to cover annual operating costs. This improvement is consistent with Board policy for improving service that demonstrates high productivity, uses outside funding, and does not need new capital resources.

Route 111 Extended Evening service: Route 111 carries about 1.2 passengers per revenue hour, and currently operates until 7:24pm on the weekdays and 8:11pm on the weekends. Extending service until 10:30pm would offer more opportunities for travel on this route. Strong ridership on this route indicates that later evening service would produce a good response from passengers. Additionally, this project is consistent with BART's Draft Pleasant Hill BART Station Area Access Plan where additional evening service is identified.

If this level of service were introduced in FY2008 an additional $63,654 would be needed to cover annual operating costs. This improvement is consistent with Board policy for improvements to existing routes that show strong ridership, and would need no additional vehicles to implement.

Route 115 Midday Headway Improvements: Route 115 currently carries 8.2 passengers per revenue hour, and has headways that vary from 15 to 63 minutes. Reducing headways during the midday to 30 minutes will flatten the peak-to-base ratio, provide more consistent service, and not require the addition of buses. In the most recent passenger survey, 85.0 percent of riders stated that more frequent service was the one improvement they would like to see for Route 115.

This improvement meets the Board's second criteria for service improvements by enhancing service on existing routes that demonstrate high productivity. If 30-minute midday service were implemented in FY2008 an additional $85,933 would be needed to cover annual operating costs.

Route 115 Evening Service: Route 115 carries 8.2 passengers per hour and currently operates until 8:46pm. Extending the route until 10:30pm would allow for more travel options. This preference was expressed by 80 percent of riders surveyed on this route. This improvement meets the Board's goal of improving service on existing routes that exhibit strong ridership, and would need no additional buses to implement. Additionally, this project is consistent with the BART's Draft Pleasant Hill BART Station Area Access Plan where additional evening service is identified. If this improvement were made in FY2008 an additional $84,872 would be needed to cover annual operating costs.

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Route 110 Evening Service: It is also proposed that evening service on Route 110 be extended to meet the last BART train at 1:12am, on 60 minute headways after 10:30pm. Like the headway improvements proposed for this route, this service is off-peak and does not require the acquisition of additional buses. If this level of service were introduced in FY2008 an additional $445,578 would be needed to cover annual operating costs.

Altamont Commuter Express Fourth Train: Altamont Commuter Express (ACE) is a train service linking Stockton in the San Joaquin Valley with the East Bay and San Jose. Immediately south of the County Connection service area, ACE stops at the Pleasanton Train Station. Currently, per agreement with ACE, County Connection provides service to each of ACE's three morning and afternoon trains. Route 920 links the Pleasanton Train Station to San Ramon Bishop Ranch and Walnut Creek.

ACE has implemented a fourth morning and afternoon train. Assuming County Connection was to implement bus services to meet these trains on Route 920, the annual cost would be approximately $127,308 if operated in FY2008. This estimate could be revised depending on applicable times of any ACE service adjustment.

Holiday Service: County Connection provides service 359 out of 365 days in the year. No service is provided on New Year's Day, Labor Day, Fourth of July, Memorial Day, Thanksgiving, or Christmas Day. Intermittently, there have been discussions of implementing limited service on such days. Using Saturday service characteristics as a model, such service would cost approximately $16,900 each day if operated in FY2008. Assuming this same level of service was applied to each recognized holiday by CCCTA, the annual cost would be approximately $101,846. If Sunday service characteristics were used as a model the daily cost would be approximately $4,774 in FY2007. The annual cost would be approximately $28,644. Some of this additional cost could be offset by operating reduced service on some other holidays. For example, Saturday service levels could be operated on New Year's Eve, M.L. King Jr. Day, President's Day, the day after Thanksgiving, and Christmas Eve. Operating Saturday service on these other holidays would have the potential to save $43,497 for each day operated. Some of these estimates for costs or savings are dependent on the union contract.

Walnut Creek/Martinez Trunk Route: This project would create a new local trunk route in the North Main Street, Contra Costa Boulevard, and Pacheco Boulevard corridor. The goal is to develop a north/south route that is as productive as the east/west service provided by Route 110. This will create opportunities to change the alignments of Routes 109, and 116. This project can also be combined with the Martinez Local Service project. County Connection estimates that the annual cost would be approximately $1,391,901 in FY08 to provide 20-minute service on weekdays from 7:00 a.m. to 7:00 p.m. Additional service hours would be considered based on ridership.

Martinez Local Service: Routes serving Martinez are long and circuitous, and many new businesses and key trip generators are either poorly served or un-served. Service both within Martinez and connecting Martinez to regional links, such as AMTRAK and BART, needs to be examined in depth to see if there are opportunities for improvement. These improvements could include route realignment or new routes. If new service were to be implemented, County

99 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Connection estimates that the annual cost would be approximately $488,014 in FY2008 to provide 30-minute service on weekdays from 7am to 7pm. If existing service were modified, the cost could would be reduced, or revenue neutral.

Lifeline Transportation Network During the development of the 2001 update of the Regional Transportation Plan, MTC identified, for the first time, a definition of "lifeline transportation services" intended to meet the travel needs of low-income individuals and families. This definition included routes throughout the region that are critical to meeting the needs of low income communities because they: • Provide direct service to a neighborhood with a high concentration of Ca1WORKS households (or other census-identified low income neighborhoods); • Provide service directly to areas with a high concentration of essential destinations (such as medical facilities, shopping, educational and governmental services, and concentrated work sites); • Provide core trunkline service as identified by the transit operator; or • Provide a key regional link.

Based upon these definitions, MTC determined that CCCTA operates 19 routes that could be defined as "lifeline" services. This represents 63 percent of CCCTA's total service. For identification of CCCTA routes meeting the above criteria please see Appendix E for select pages from MTC's 'Lifeline Transportation Network Report.'

In addition to the routes themselves, MTC provided "Frequency of Service Objectives" for operators in order to examine which routes in the network experienced service gaps that were temporal (time span) as opposed to spatial (route coverage). For suburban operators, those objectives are summarized below:

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Objectives for Lifeline Routes

Weekday Saturdays Sundays

Hours of Operation 6am – 10pm 6am – 10pm 8am – 10pm

AM/PM Commute 30 minutes 30 minutes 30 minutes Frequency of Service

Mid-day and Off-Peak 30 minutes 30 minutes 30 minutes Frequency of Service

Note: Frequency of service is the measure of elapsed time between scheduled buses.

For CCCTA, to meet these objectives would require a substantial investment primarily for operating subsidies, since most routes lack temporal coverage, as defined, during night and weekend periods rather than the weekday peaks. Based upon the projected FY2008 fully allocated cost of $92.40 per hour, to bring the 19 routes identified by MTC as "lifeline" would cost nearly $2.7 million annually. This does not include restoring midday and Saturday service that was discontinued in December 2003 in order to balance the budget.

According to the most recent estimates from MTC, Proposition 42 could generate upwards of $408,000 per year in additional revenues for fixed route service beginning in FY2009. The second infusion is a result of the State's Transportation Congestion Relief Program ending its use of Proposition 42 generated funds in FY2008. Therefore, these funds would then be forwarded to local agencies and transit providers.

However, with these funding opportunities surfacing, these amounts would not nearly be enough to meet the objectives as defined by MTC. Therefore, staff proposes that, for the CCCTA service area, a more realistic definition of "lifeline" service needs to be developed. On Sundays, for example, hourly headways may be sufficient to meet basic mobility requirements, while service on Saturdays could be less frequent at the beginning and end of the service day, with more frequent service during the midday period when more people would likely to be traveling. In addition, staff will be closely examining the routes chosen as "lifeline" routes and perhaps eliminating some of those originally included in the definition.

Express Bus Service Express service is designed to provide quick trips across medium to long distances. This type of service has recently received increased interest among transportation planners and decision makers in the Bay Area as awareness and recognition grow regarding demographic shifts and commute patterns that have occurred over the past quarter century. Today, persons living in the Bay Area are more likely to have a commute that takes longer and is

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further. Much of this is due to suburban sprawl in once rural areas far from transit infrastructure such as BART.

A 2003 Mobility Study conducted by the Texas Transportation Institute at Texas A&M University observed that the San Francisco-Oakland urbanized area ranked 2nd in the nation in having the greatest levels of traffic congestion. The Los Angeles region ranked 1st.

In response to this growing interest, County Connection has participated in a handful of efforts to study or implement new express bus service. Recently completed and notable efforts have included the Metropolitan Transportation Commission Express Bus Program (2001), the Contra Costa Express Bus Study (2001), and the 1-680 Investment Options Analysis (2003). These efforts either sought funding for needed vehicles and new service or identified other potential regional express bus services. However, funding to provide service has not been secured. Express bus services that County Connection may provide are discussed below.

• Contra Costa Express Bus Study: The Contra Costa Express Bus Study was an effort undertaken by area transit operators and supported by the Contra Costa Transportation Authority (CCTA). This study was completed in 2001 and resulted in identified express routes intended to improve mobility and assist in reducing traffic congestion. Among the services identified that CCCTA could potentially operate include the following all- day conceptual routes: • Benicia/Vallejo to Walnut Creek BART, Bishop Ranch, and Dublin BART; • Fairfield to Walnut Creek BART, Bishop Ranch, and Dublin BART; and • Martinez to Dublin BART.

Varying conceptual levels of service influence the cost of the above. If such services were provided in FY08, the approximate operating cost for the group would range from approximately $2.1 to $8.4 million annually. Additionally, 18-35 buses would be needed. Service characteristics range from providing only 30-minute services at peak commute times to providing 15-minute service at peak times and 30-minute service at off-peak times.

Presently, funding to provide such service is not available. Measure J is a funding source to support the above identified services.

• 1-680 Investment Options Analysis: In 2003 CCTA, local jurisdictions, and transit operators participated in a study to examine investment options in the 1-680 corridor from Walnut Creek to Dublin. Motivation for this effort reflected growing concern about projected traffic congestion and possible identification of improvements to be funded by Contra Costa County Measure J. Although the analysis examined BART, light-rail, and high occupancy toll lane options, the preferred option identified improvements to the HOV network and express bus improvements.

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• Central County to Urban Core Express Bus: In addition to routes identified in the Contra Costa Express Bus Study, other viable services may exist that County Connection could conceivably provide. Such services could include the following conceptual routes: • Central Contra Costa County regions not served by BART to San Francisco, such as Moraga to the San Francisco Transbay Terminal; • San Ramon and Bishop Ranch Business Park to/from Castro Valley or Hayward; and • San Ramon to downtown San Jose.

Again, varying conceptual levels of service influence the cost of the above-identified routes. If such services were provided in FY08, the approximate operating cost for this group would range from approximately $1.4 million to $6.0 million annually. These services would need an additional 10-20 buses. Service characteristics range from providing 30-minute service at peak commute times to providing 15-minute service at peak times and 30-minute service at off-peak times.

In addition to these routes, Park & Ride lots, traffic signal pre-emption, freeway HOV access lanes, and intersection bus queue jump lanes improve access to transit and substantially improve bus travel time. These types of infrastructure improvements would influence express bus usage and its relative success.

Park & Ride lots provide the destination for those not living within walking distance to routes. They are best located where there is a natural collection point for drivers, where buses can easily maneuver in and out, and where there is enough space to provide an adequate supply of parking stalls. Direct freeway HOV access lanes and HOV dedicated interchange flyovers reduce travel time between origins and destinations. Arterial intersection bus queue jump lanes permit buses to avoid traffic congestion at intersections.

Tri-Valley Traffic Congestion

The Tri-Valley region is generally recognized as south-central Contra Costa County and north- central Alameda County. This region includes the communities of Danville, San Ramon, Dublin, Pleasanton, and Livermore. CCCTA is the primary transit provider for Danville and San Ramon in Contra Costa County while Livermore Amador Valley Transit Authority (LAVTA) is the primary operator in north-central Alameda County. However, both CCCTA and LAVTA coordinate efforts and each provides service in both counties. CCCTA for example provides fixed route service to Dublin and Pleasanton to the Dublin BART Station and the Pleasanton ACE Rail Station.

The Tri-Valley region will be undergoing significant change in the next decade. Due to these developments and others, expected traffic congestion is a concern among many, and transit service is often discussed as a mitigation measure. With this in mind, CCCTA has examined various transit scenarios forwarded by others. These are highlighted below and with respect to this Short Range Transit Plan should be considered as Track II projects.

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Tri-Valley Transportation Action Plan: The Tri-Valley Transportation Council (TVTC) adopted a transportation action plan to outline transportation improvements in September 2000. This plan recommends that each transit operator in the Tri-Valley region should grow to provide specific levels of service. However, no funding source to support such growth was identified. CCCTA, for example, is identified as increasing the number of routes serving Danville, San Ramon, Bishop Ranch, and the Dougherty Valley to a total of eight routes and having varying frequency of service ranging from 20-minute to 30-minute headways.

Currently, CCCTA operates six routes in the Tri-Valley region. Three routes (121, 960, 135, & 970) are consistent with the TVTC action plan with respect to frequency of service while two routes (221 & 920) are not. If CCCTA were to seek consistency with the TVTC Action Plan, two routes would need to be enhanced while an additional two routes would need to be created.

Tassajara Valley/Alamo Creek Service: In mid-2002 the Board of Supervisors approved additional developments northeast of the Dougherty Valley. These developments commonly referred to as Tassajara Valley or Alamo Creek and Wendt Ranch developments, will add approximately 4,000 additional persons to the local population.

Given the heightened concerns over traffic congestion and lack of funds to support desired transit service, the Contra Costa Board of Supervisors imposed conditions on the developers to form a Community Services District (CSD) for the provision of transit service. This CSD would create a benefits district to help fund transit service linking the Tassajara developments to Bishop Ranch, Stoneridge Center, Dublin BART, and Hacienda Business Park between 6:30 a.m. to 9:00 a.m. and 4:00 p.m. to 6:30 p.m.

Based on these parameters, CCCTA examined hypothetical service to estimate cost. For guidance, CCCTA used the TVTC Transportation Action Plan to determine assumed frequency of service. Assuming the following service characteristics: 1) operates Monday through Friday from 6:30-9:OOam and 4:00-6:30pm, 2) 20-minute headways/frequencies, and 3) an alignment from Alamo Creek along Camino Tassajara, Crow Canyon, Camino Ramon, Bollinger Canyon, 1-680, 1-580, Foothill, Stoneridge, and Hopyard (consisting of approximately 35.6 miles roundtrip), the hypothetical service would operate approximately 8,500 annual hours of service across 169,000 miles. Although the projects have yet to be developed, such service would cost approximately $848,720 annually if provided in FY2008. Additionally, six vehicles would be needed.

Central Lafayette Local Route: This proposed new route would operate along Mt. Diablo Boulevard between Acalanes Road and Pleasant Hill Road, serving the Lafayette BART station. One bus would be used to provide this service from 7:00 a.m. until 7 p.m. on weekdays. This service may be combined with Route 206 if this creates a more efficient schedule. This service would cost approximately $199,449 annually if provided in FY08.

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Service to a Redeveloped Naval Weapons Station: The main portion of the Naval Weapons station has been included in the most recent military base closure plans. The City of Concord has initiated a planning process to redevelop this area into a new community with residential, commercial and public spaces. CCCTA will remain involved in the planning process and develop transit service strategies as the development plans are developed. It is estimated that this development will call for a level of service that will require 2 to 6 peak buses and an annual cost of between $530,450 and $1.6 million in FY2008 dollars. This development is not expected to be built out enough to support transit within the planning period of this SRTP. CCCTA will advocate for the implementation of developer fees to support this service.

Track I – Measure J: Proposed use of new funds beginning in FY2009 from the TRANSPAC subregion will be used to adjust running time and increase service frequencies to routes serving Concord, Pleasant Hill, Martinez, Walnut Creek, and Clayton. Research in the field has shown that improving reliability and frequencies on existing routes is the most economical and productive method for increasing ridership.

Examination of Restructuring Weekend Service: CCCTA’s Sunday routes have proven to be very productive and continue to show growing ridership even during the recent economic downturn. During the next Fiscal year, staff will examine opportunities to restructure existing Saturday service to more closely resemble Sunday routes by combining key route segments that reflect the highest productivity. This approach will result in the greatest return and may prove to be cost neutral.

Examine the Feasibility of Free Service for Diablo Valley College Students: Due to requests from Diablo Valley College across the last several years, staff will explore how much DVC parking fees would need to be increased to allow free rides for students on existing CCCTA routes as well as possible expansions geared towards enhancing the level of transit service to DVC.

Caldecott Tunnel Fourth Bore

The Caldecott Tunnel provides access between Central Contra Costa County to Alameda County and beyond along State Route 24. Currently, three tunnel bores with two lanes of traffic each provide a total of six lanes through the El Sobrante Ridge and the Berkeley Hills. The middle bore is reversible and provides capacity in the peak direction. The peak direction is westerly in the mornings and easterly in the afternoons. Each approach to the tunnel contains four lanes of traffic. When the reverse peak direction is reduced to one tunnel bore, four lanes of traffic must merge down to two lanes. When this occurs, traffic in the reverse peak direction experiences substantial queuing at the tunnel entrance. This delay inhibits express bus service to points west, such as Oakland and San Francisco.

Recently, renewed interest and effort has surfaced in improving the Caldecott Tunnel with a fourth bore. Construction estimates begin at approximately $200 million and rise thereafter depending on the alternative. If this project moves forward, a minimum of four lanes would be dedicated for each direction of travel to relieve reverse commute congestion.

105 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Although the Central Contra Costa Transit Authority Board of Directors has provided a policy statement in support of the Caldecott Tunnel project or suggested alternatives, increased bus transit service to compliment reverse commute travel is a concept that County Connection could provide given sufficient resources.

Reverse Commute Transit Service: Currently, County Connection provides service to seven BART stations across 28 weekday routes. To provide service at the level suggested by advocates, essentially 15-minute headways throughout the day would be provided along each of the weekday routes serving BART. This level of service compliments BART's 15- minute base level of service. However, such service is not without its costs and complications. To provide this level of service County Connection would need additional operating revenue, additional buses and personnel, and additional infrastructure to support maintenance efforts.

It is estimated that an additional $51.1 million in annual operating revenue on top of existing resources would be needed to provide 15-minute service across the 28 weekday routes. Also, approximately 65 additional buses would be needed at an estimated cost of

$22.3 million as well as expanded facilities at County Connection's maintenance facility in Concord. Due to limited opportunities at the existing facility, it is feasible that a second maintenance yard would be needed. Expanded facilities in Concord, or a second facility elsewhere in the County Connection service area could range from approximately $10.6 million to $26.4 million.

Each Track II activity discussed above would be scrutinized prior to implementation. Performance measures, on-board surveys, and point checks would be analyzed in developing a recommendation to present to the Operations & Scheduling Committee and CCCTA Board for approval.

The ability of the County Connection to implement Track II projects, let alone continue existing services, will depend on several factors. They include: • A healthy economy, which boosts TDA revenues available to CCCTA for operating expenses. • The continued ability of CCCTA to leverage private partnerships to assist in the funding of commute service, express service and special-purpose service to meet the needs of business and government partners. • The ability of the County Connection to hire sufficient numbers of drivers, both full time and part time, to deliver the service desired by the public, and the ability of the County Connection to offer wages and benefits to those drivers which attract and keep a robust workforce. • The ability of the County Connection to hire sufficient support staff to plan for, administer, market, provide customer service, and maintain the vehicles to support service expansions. • The ability of CCCTA to successfully advocate for developer fees to support transit in new residential neighborhoods. • The ability of CCCTA to successfully advocate for formula allocations of all STA predictable funds, including Proposition 42 and “spillover” funds.

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Paratransit Existing Services LINK is Central Contra Costa Transit Authority's paratransit system. Paratransit service is a requirement per the Americans with Disabilities Act and must be provide during times and at locations where fixed-route service is provided. Paratransit service is for those that are physically or cognitively impaired and whom cannot efficiently utilize the fixed-route system. Eligible persons using paratransit service must first be qualified prior to becoming a LINK user.

The factors determining the costs of providing LINK service are based on the cost per service hour and the total number of hours projected to be provided each year. Also, paratransit service is presently contracted out. Contract periods usually run for two years, with three one-year options. Projections beyond the contract period are based on an assumed inflation rate. In FY2008 approximately 81,404 revenue hours of service will be provided utilizing 56 vans.

Paratransit Planned Service Changes (Track I) This Short-Range Transit Plan projects modest growth in paratransit services due to expected growth in the senior citizen and ADA eligible population. The general population and Contra Costa County is experiencing tremendous population gains among older populations. This group is typically more prone to physical and, sometimes, cognitive impairment. Demand for service is in large part based on this assumption.

Therefore, LINK is planned to grow to provide approximately 88,806 revenue hours of service and operate 64 vans by FY2015. There is no Track I planned fixed-route services that would necessitate additional operating hours for the paratransit system other than those presented here.

Fortunately, expected productivity performance gains, with regards to passengers per revenue service hour, are anticipated to slow down the need to place additional vehicles into service, and therefore drive up costs.

Paratransit Proposed Service Changes (Track II) Included in the Track II proposal for LINK are expansion activities to provide ADA parallel service during the same times and days as Track II fixed-route projects. When County Connection routes expand hours or days of service, LINK expands to match operating days and hours. However, not necessarily the same numbers of hours are required, only that the same operating 'windows' are covered. Demand, available funding, and adopted performance standards will influence the resulting levels of service to be provided.

Paratransit Track II operating projects listed in Table III-3 are designed to provide the match for the Track II fixed-route projects. However, providing an estimate of cost or number of vehicles needed is difficult without sufficiently knowing the fixed-route service characteristics being implemented or potential demand for new service. Therefore, the figures provided can only be used as a rough approximation.

107 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table III-3 Track II Paratransit Operating Service ($ Figures in Thousands)

Proposed Track II Service Estimated Additional FY08 Vehicles Wider Coverage Area/ Intra-Regional Service* (Match from Fixed-Route Express Bus $186 4 Downtown Walnut Creek Evening Service $27 0 (Match from Fixed-Route Route 104 Evening Service) Concord Area Evening Service $24 TBD (Match from Route 110 Improvements and Evening Service) Concord-Walnut Creek Evening Service (Match from Fixed-Route Route III Evening Service & Route $24 0 115 Evening Service) Naval Weapons Station area ADA Service* 1 $159 * Projects identifying additional vehicles to provide service are identified in the Capital Plan. Please see Capital Plan Proposed Track II Capital.

Capital Plan The Central Contra Costa Transit Authority develops and adopts a Capital Improvement Plan as a separate document outside the development of the Short Range Transit Plan. The current CIP is attached to this plan and is located herein as Appendix B.

The CIP represents County Connections plan to provide critical capital needs in support of providing transit services. Outlined in the plan are projects to replace property that has reached the end of its useful life, or projects needed to maintain current service levels. Although CCCTA is a relatively young agency, established in 1980, County Connection will need to initiate many capital-intensive projects to maintain or expand services. These projects are intended to relieve current of foreseen limitations.

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TABLE III-4 Track I CCCTA Fixed-Route and Paratransit Operating Budget (Ten-Year Financial Forecast) ($ figures in Thousands) (Source: CCCTA)

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FIXED-ROUTE Revenue Hours 267,396 284,431 284,431 284,431 284,431 284,431 284,431 284,431 284,431 284,431

Passenger Fares $3,888 $3,995 $4,617 $4,748 $4,872 $5,006 $5,132 $5,261 $5,394 $5,666 Special Fares 923 946 970 944 1,019 1,045 1,071 1,098 1,125 1,153 Advertising 629 642 654 667 681 694 708 723 737 752 Investment & Other 225 225 120 120 120 120 120 120 120 120 FTA Section 8 Planning 30 31 31 32 32 33 34 34 35 36 FTA Preventive Maintenance 2,151 2,000 2,000 2,000 1,200 FTA Express Funding Bridge Toll - Capitalized Maintenance - STA Population Baseline 636 1,143 1,195 1,248 1,300 1,354 1,397 1,442 1,488 STA Spillover - Population Based 1,907 Proposition 42 - Population Based 1,782 850 850 850 850 850 850 850 850 850 TDA 4.0 11,738 14,343 13,933 14,557 16,016 17,886 18,315 18,751 19,201 19,526 Measure C 1,339 - - Measure J 2,473 2,547 2,624 2,702 2,783 2,867 2,953 3,042 3,133 BART Express Funds 639 655 672 689 706 723 741 760 779 798 Dougherty Valley Development Fee/Other 556 615 621 626 364 86 89 92 94 97 Other Local Grants 596 613 632 651 670 690 711 733 755 777 RM2/Other - Express, Nite Owl 717 728 738 750 761 772 784 796 807 820

Total Fixed-Route Operating Revenue 27,755 29,259 29,582 30,556 31,295 32,044 32,820 33,612 34,427 35,164

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TABLE III-4 (CONTINUED)

PARATRANSIT Revenue Hours 84,872 92,172 92,172 92,172 97,172 92,172 92,172 92,172 97,172 97,172

Passenger Fares 478 493 594 612 630 695 715 737 759 Advertising Revenue 10 10 11 12 13 14 15 16 14 14 Non-Operating Revenue 1111111111 FTA Section 5307 677 690 704 718 732 747 762 777 793 809 TDA 4.5 695 720 744 769 794 820 847 875 904 934 TDA 4.0 837 1,742 1,675 1,694 1,713 1,685 1,704 1,724 1,745 1,765 Measure C 1,095 Measure J 1,457 1,500 1,545 1,592 1,639 1,689 1,739 1,792 1,845 STA Paratransit 187 194 201 208 215 223 230 238 246 254 STA Revenue Based 138 144 151 159 166 174 181 187 195 202 STA Spillover - Revenue Based 227 Proposition 42 Revenue Based 379 130 137 144 150 158 164 170 176 183 BART ADA Service 155 160 164 169 174 180 185 191 196 202 Total Paratransit Operating Revenue 4,879 5,740 5,883 6,030 6,181 6,335 6,493 6,655 6,821 6,991

Total Paratransit Operating Expenses 4,879 5,740 5,883 6,030 6,181 6,335 6,493 6,655 6,821 6,991

Total CCCTA Operating Budget $32,633 $34,999 $35,465 $36,586 $37,475 $38,379 $39,313 $40,266 $41,248 $42,155

110 Chapter III – Operating Financial Plan Service Plan, and Capital Improvement Plan

TABLE III-5 CCCTA Fixed-Route and Paratransit Capital Program (Ten-Year Financial Forecast) ($ figures in Thousands) (Source: CCCTA)

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 Fixed-Route Capital Funds Federal $1,301 $6,810 - $4,772 $3,776 $2,731 - - - - Proposition 1B STA Revenue Based - 516 679 719 456 856 442 411 1,046 74 Proposition 1B STA Population Based - 7,200 ------Bridge Toll Revenues - 3,502 - 1,193 944 683 - - - - Other Local 75------TDA 4.0 738------20329 Total Fixed-Route Capital Program 2,114 18,028 679 6,684 5,176 4,270 442 411 1,066 329

Fixed-Route Capital Program 2,114 18,028 679 6,684 5,176 4,270 442 411 1,066 329

Paratransit Capital Funds Federal 3,340 1,220 ------Proposition 1B STA Revenue Based Bridge Toll Revenues 474305------TDA 4.0 361 Total Paratransit Capital Revenue 4,175 1,525 ------

Paratransit Capital Program 4,175 1,525 ------

Total CCCTA Capital Program $6,289 $19,553 $679 $6,684 $5,176 $4,720 $442 $411 $1,066 $329

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TABLE III-6 CCCTA Capital Program

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 Programs

Non-Revenue Fleet $52 $155 $70 $70 $90 $240 - $165 $185 - Revenue Fleet $4,775 $19,795 - $5,965 $4,720 $3,414 - - - - Facility Maintenance & Modernization $1,055 $79 $200 $150 $120 $354 $58 $70 $525 $151 Information Technology $126 $81 $91 $159 $43 $78 $124 $82 $100 $100 Maintenance Equipment & Tools $169 $115 $160 $303 $170 $102 $165 $55 $150 $65 Office Furniture & Equipment $112 $86 $158 $37 $33 $82 $95 $39 $106 $13 Total Capital Program $6,289 $20,311 $679 $6,684 $5,176 $4,270 $442 $411 $1,066 $329

Total Fixed-Route $2,114 $19,502 $679 $6,684 $5,176 $4,270 $442 $411 $1,066 $329 Total Paratransit $4,175 $808 ------Total Programs $6,289 $20,310 $679 $6,684 $5,176 $4,270 $442 $411 $1,066 $329

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 Funding Source

Fed 5307 $4,020 $15,836 - - $1,098 $2,731 - - - - Fed CMAQ $301------Other Fed $320------Transportation Development Act$1,099------Other Local $75------State Transportation - 1B Revenue Based - $516 $679 $719 $706 $856 $442 $411 $1,066 $329 State Transportation - 1B Population Based - - - $4,772 $2,428 - - - - - Bridge Toll Revenue $474 $3,959 - $1,193 $944 $683 - - - - Total Funding Source $6,289 $20,311 $679 $6,684 $5,176 $4,270 $442 $411 $1,066 $329

112 Chapter III – Operating Financial Plan Service Plan, and Capital Improvement Plan

Capital Improvement Program

This Capital Improvement Program represents a plan to maintain and improve existing facilities and property of the Authority. These efforts are undertaken to assure the Authority can provide quality transit service. This Capital Improvement Plan (CIP) also identifies capital projects needed to deliver services identified in the CCCTA Short Range Transit Plan.

Capital projects are typically intermittent or one-time activities. They traditionally involve replacement of rolling stock and support vehicles, revenue and non-revenue fleet expansions, facility improvements or expansions, bus stop improvements, or other improvements.

Capital Improvement Planning Process The Central Contra Costa Transit Authority Marketing & Planning Committee (M&P) and Board oversee the development of the Short Range Transit Plan. This Capital Improvement Plan is developed to outline projects in support of new and ongoing services of the Authority.

Capital Decision Making Process/Setting Priorities Capital project decision-making and priorities are largely guided by statutory and regulatory requirements, and efforts to continue existing operations. However, several priorities exist to guide Authority efforts. These include:

1. Provide necessary equipment to achieve or maintain service per requirements related to the American with Disabilities Act (ADA). 2. Conduct necessary activities to achieve engine particulate matter retrofits requirements of the California Air Resources Board. 3. Provide necessary equipment to support activities identified in the Operations Plan contained within this Short Range Transit Plan. 4. Replace equipment that has reached the end of its useful life. 5. Develop and maintain a 15-percent vehicle spare ratio through necessary paratransit and fixed-route fleet expansions and service adjustments. 6. Introduce Intelligent Transportation Systems (ITS) to provide real-time traveler information, assist route-scheduling efforts, and provide advanced fleet management tools. 7. Support development of transit centers and improved access at existing and new Park and Ride lots.

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Capital Program Fund Sources & Assumptions Central Contra Costa Transit Authority's ability to implement projects within the capital improvement plan depends on what financial resources are available. Capital projects are ongoing. Without investment in existing facilities such as replacement of rolling stock or fixed facilities, service to the community will degrade. Below is a list and description of the fund sources available to CCCTA in support of Capital Projects.

Federal Transit Administration Section 5307 Funds: These funds are typically available for replacement or retrofitting of rolling stock. Section 5307 funds are programmed through the Metropolitan Transportation Commission. Programming is directed by MTC's capital project priority program. Federal guidelines require a local match of 20 percent. If equipment on rolling stock is intended to satisfy American with Disabilities Act requirements, this match requirement drops to 17 percent. MTC also programs 10 percent of each year's apportionment for paratransit operating assistance. Thus, this fund source is regularly used to augment the paratransit operating budget.

In FY2004, the Metropolitan Transportation Commission and transit operators developed a policy to use the FTA 5307 apportionment for “preventive maintenance” activities as defined by FTA, and for capital projects that are not rolling stock replacement, for one year only. This policy was developed in recognition of the fact that throughout the Bay Area, transit operators are suffering due to the slowdown of the economy. While FTA has allowed preventive maintenance to be funded with Section 5307 funds since the beginning of TEA-21, pressing vehicle replacement needs have taken precedence over this use of funds in the region.

This Capital Improvement Plan plans for taking advantage of this opportunity. At the same time, some needed capital projects, which would otherwise have been funded with Transportation Development Act (TDA) funds, will benefit from federal funding instead.

Federal STP/CMAQ: Federal Surface Transportation Program (STP) and Congestion Management Air Quality (CMAQ) program funds are available to support regional transit improvements. This includes replacement or expansion of rolling stock or to fund maintenance and rehabilitation of transit facilities. Federal guidelines require a local match of 11.5 percent. Both STP and CMAQ funds are programmed through the Contra Costa Transportation Authority on a three-year cycle, based on projections provided by MTC for return to source funds.

Transportation Development Act Funds (TDA): The Transportation Development Act is primarily used to support operating costs of transit services. However, from time to time TDA is used to fund capital projects when other funds are unavailable. TDA funds are generated from a statewide 1/4 cent sales tax. Per legislative formula, sales tax generated within each county is returned to that County on a per capita basis. The CCCTA receives the per capita allocation based upon the MTC-derived service area population. The fast growth of eastern Contra Costa County has resulted in a shift of these funds from County Connection to Tri-Delta Transit.

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Bridge Toll Revenues (BTR): Small portions of Bridge Toll Revenues are made available to transit operators in support of various capital needs. The CCCTA typically uses these funds as a local match when combined with federal funds for capital projects. Projects funded include purchase or rehabilitation of vehicles and select major facility improvements. BTR funds are programmed through the Metropolitan Transportation Commission.

In addition to the fund sources highlighted above, from time to time additional funding is available through one-time or cyclical programs. Planning and fund programming efforts involving these sources are difficult due to their intermittent and inconsistent availability. With this in mind, many projects not having identified funding sources will largely rely on these fund sources for their implementation. Projects not having a reliable funding source are referred to as Track II projects. Applicable fund sources include:

Federal Transit Administration Section 5309 Funds: This federal program is the discretionary capital program commonly referred to as "earmark funds." The CCCTA’s access to these funds is contingent upon successfully lobbying its Congressional representative. The CCCTA typically pursues these funds to provide modest growth in the fleet program. Federal guidelines require a local match of 20 percent. If equipment on rolling stock is intended to satisfy American with Disabilities Act requirements, this match requirement drops to 17 percent.

State Transportation Improvement Program (STIP): State Transportation Improvement Program funds are allocated on a two-year rotating basis for various transportation purposes. This fund source can be accessed to purchase replacement or expansion buses. STIP funds are programmed through the Contra Costa Transportation Authority.

Transportation Congestion Relief Program (AB 2928): The Transportation Congestion Relief Program funds projects designed to reduce congestion in major corridors. In fiscal years prior, the Governor and Legislature passed legislation enacting a $6.8 billion five-year TCRP program. This program included $40 million for the purchase of "low-emission buses for the provision of express service using the region's HOV network." TCRP funds are administered by Caltrans per direction provided by the California Transportation Commission.

Private/ Non Governmental Funds: There is always a possibility that private partners will come forward whose transportation needs are such that they are willing and able to assist in acquiring the capital needed to implement a targeted service. This could come in the form of provision of new, used, or leased equipment to operate a service tailored to the need of the funding partner. An example of this is the subsidized service to the Bishop Ranch business park.

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Structure of Capital Improvement Program The Central Contra Costa Transit Authority's program, or approach to managing capital projects, is structured upon type of activity. Each activity is identified within a specific program intended to manage a group of similar type activities. From time to time, special purpose programs may be initiated to achieve a specific activity or purpose. Identified below are current programs and their respective role:

Revenue Fleet Program: This ongoing program involves managing the existing fleet. Activities largely consist of replacing or expanding sub-fleets. This program consists of fixed- route and paratransit vehicles.

Non-Revenue Fleet Program: This ongoing program is the companion activity for the revenue fleet program. However, this program is focused upon expanding or replacing support vehicles used by administration and maintenance personnel.

Facility and Maintenance Modernization Program: This ongoing program is responsible for maintaining, upgrading, expanding and developing new facilities as needed. Facilities generally include buildings, parking lots, transit centers, major equipment (fuel tanks, electric generators, storm water clarifiers, etcetera), and bus stops. This program provides maintenance functions at two sites. These include the Authority's headquarters at 2477 Arnold Industrial Drive in Concord, and the customer service center at the Walnut Creek BART Station. The County Connection is currently working with Livermore Amador Valley Transit Authority (LAVTA) on the potential for joint use of a new LAVTA operations and maintenance facility.

Information Technology Program: This ongoing program involves maintaining, upgrading, and expanding information technology systems of the Authority. Systems largely consist of hardware, software, and network infrastructure.

Maintenance Equipment and Tools Program: This program is responsible for providing the equipment and tools necessary to maintain revenue and non-revenue vehicles. Tools and equipment range from ladders and equipment dollies to vehicle diagnostic and bus wash equipment. The latter necessitates programmed efforts due to level of reliance and costs.

Office Furniture and Equipment Program: This ongoing program is responsible for providing the necessary equipment to enable staff the ability to efficiently administer activities of the Authority. This program is responsible for stationary supplies, maps, office furniture, cubicles, photocopiers, light tables, and other office equipment.

Capital Improvement Program Conditions & Activities Below is a summary of each of the Authority's current programs. Highlighted are current conditions, shortcomings, and activities. Supporting funding sources are identified in the Planned Capital Projects section of this chapter.

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Revenue Fleet Program: Fleet program activities consist of replacing vehicles, acquiring new vehicles that expand the overall fleet size, and implementing engine particulate matter retrofits. Currently, the fleet consists of two (2) sub-fleets: 131 fixed-route, 44 paratransit vehicles and 4 flex van vehicles. Below identifies current conditions, activities, and challenges of each of these fleets.

Fixed-Route Sub-Fleet: The fixed-route sub-fleet consists of 131 buses. Among this fleet are 93 40-footers, 13 35-footers, and 25 30-footers. Table A-1 exhibits the existing fixed-route fleet inventory and planned/projected characteristics of their replacements.

The Authority was active in engine particulate matter (PM) retrofits of fixed-route buses in FY2005. This effort was guided by requirements established by the California Air Resources Board and regional efforts to reduce air pollution from the Bay Area, which affects the San Joaquin Valley. The CARB requirement directs transit agencies to reduce fleet average particulate matter by 85 percent. To meet this requirement, all 131 buses operated by the CCCTA must be retrofitted with exhaust catalyst devices. The CARB deadline to complete this effort was January 1, 2007. It is anticipated that all necessary work will be completed well prior to the CARB deadline. Recently the CARB has indicated that it might change its position on the clean diesel path. The Authority will monitor the CARB position and work with transit operator associations on this issue.

There are two (2) observations to note about the fixed-route fleet. These include 1) the introduction of low-floor buses and the resultant decrease in seating capacity, and 2) spare ratio.

Low-Floor Buses: The Authority has replaced regular-floor buses with low-floor models. The most recent 45 buses are low-floors. Although these vehicles provide more efficient and timely boarding and alighting of passengers, they do not have the seating capacity of their regular floor cousins. There are approximately 8 fewer seats available in low-floor models of the same length.

117 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table III-7 Fixed-Route Fleet Inventory

Fleet Characteristics Series Series Series Series Series Series Series Series 9600-9639 9800-9809 2000-2009 100-129 200-213 300-317 400-412 500-518

Fleet Size 40 10 10 7 14 18 13 19 Manufacturer Gillig Gillig Gillig Gillig Gillig Gillig Gillig Gillig Intercity Coach Intercity Coach Intercity Coach Intercity Coach Intercity Coach Intercity Coach Intercity Coach Intercity Coach Type Floor Height Normal Low Low Low Low Low Low Low Year Put In Service/Model Year 1996 1998 2000 2001 2002 2002 2002 2002 Standard Length (ft) 40 40 40 30 40 30 35 40 Seating Capacity 47 39 39 23 39 23 31 43 No. of Wheelchair Tiedowns 22222222 Mode of Power Clean Diesel Clean Diesel Clean Diesel Clean Diesel Clean Diesel Clean Diesel Clean Diesel Clean Diesel Useful Life 12 12 12 12 12 12 12 12 2008 2010 2012 2013 2014 2014 2014 2014 End of Programmed "Useful Life"

Replacement Vehicles Eligible Replacement Year 2009 2011 2013 2014 2015 2015 2015 2015 Anticipated Model Year/ Placed in Service 2011, 2012 2011, 2013 TBD TBD TBD TBD TBD TBD Standard Length (ft) 40 40 40 35 40 30 35 40 Floor Height Normal Low Low Low Low Low Low Normal Seating Capacity 47 39 39 31 39 23 31 39 No. of Wheelchair Tiedowns 22222222 Mode of Power Clean Diesel Clean Diesel Clean Diesel Clean Diesel Clean Diesel Clean Diesel Clean Diesel Clean Diesel Estimated Cost $18,986 $4,690 $5,200 $3,576 $7,798 $9,517 $7,064 $10,583 Supported by FTA Section 5307 $15,189 $3,752 $4,160 $2,861 $6,238 $7,613 $5,651 $8,466 (80%)

$3,797 $938 $1,040 $715 $1,560 $1,903 $1,413 $2,117 Supported by Bridge Toll Revenue Notes: Series 500-512 buses are MTC Regional Express Buses. Replacement cost of buses includes radios and fareboxes.

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Spare Ratio: Of the 131 fixed-route buses, 106 are used at peak times. Vehicles not in daily service are available for preventative maintenance efforts or for instances where an in-service vehicle experiences mechanical problems. Acceptable and typical spare ratios range between 15-20 percent, thus the Authority's current spare ratio of 27.5 percent is above the industry norm.

County Connection expanded the fleet from 112 to 131 buses in September 2002. Of the 19 vehicles added to the fleet, three were placed into new express service linking the Martinez to the Walnut Creek BART Station. This service was implemented in December 2005. Up to three buses are used to operate service in the Dougherty Valley area of the City of San Ramon. The remaining 13 have been placed into existing express routes such as Route 960 linking Walnut Creek BART to the Bishop Ranch Business Park in San Ramon.

Table A-2 exhibits the projected fixed route spare ratio over the life of this plan. This table also projects an increase in the peak bus need beginning in FY2008. This gradual increase reflects the need to place additional vehicles into service in order to maintain frequencies on existing routes.

Table III-8 Projected Fixed-Route Fleet Spare Ratio

FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 Fixed-Route Fleet 131 131 131 131 131 131 131 131 131 131 Peak Service Vehicle Need 107 109 111 112 113 114 114 115 115 116 Spare Ratio 18.3% 16.8% 15.3% 14.5% 13.7% 13.0% 13.0% 12.2% 12.2% 11.5% Note: Peak Vehicle Service Need reflects new express bus service and projected vehicle needs to maintain existing frequencies on core routes.

Paratransit Sub-Fleet: The paratransit van sub-fleet is a mixture of 48 paratransit vehicles, eight flexvans, six paratransit minivans, and four microvans. Although configured slightly differently, the flexvans are used to provide both ADA paratransit service and shuttle services. Of the 48 paratransit vehicles 38 are used during peak times. Table A-3 exhibits the current paratransit and flexvan vehicle inventory.

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Table III-9 Paratransit & Flex-Van Fleet Inventory

Fleet Characteristics Series Series 4L01- Series Series Series 2L01-2L42 4L08 5L01-5L06 7L01-7L04 9L01-9L06 Fleet Size 42 8 6 4 6 Manufacturer Ford Ford Ford Chevy, Ford El Dorado Paratransit Paratransit Flex Van Micro Paratransit Type Minivan Year Put In Service/Model Year 2002 2003 2005 2007 2004 Standard Length (ft) 22 24 15 22 22 Seating Capacity 22 22 TBD 22 12 No. of Wheelchair Tiedowns 42222 Mode of Power Gas Gas Gas Gas Gas Useful Life of Vehicle (Years) 55445 End of Programmed "Useful Life" 2007 2008 2009 2012 2004

Replacement Vehicles Eligible Replacement Year per MTC Resolution 2007, 2012 2008, 2013 2009, 2014 2012, 2017 2009, 2014 #3515 Scheduled Arrival Date/Model Year 2008, TBD 2009, TBD 2009, TBD TBD 2009, TBD Useful Life (Years) 5 5 5 5 5 Standard Length (ft) 22 24 15 22 22 Seating Capacity 22 22 12 22 12 Mode of Power Gas Gas Gas Gas Gas First Cycle Replacement Cost (1,000's) $3,507 $668 $367 $524 $432 Supported by FTA Section 5307 (80%) $2,806 $524 $191 $419 $346 Supported by Bridge Toll Revenue $701 $131 $48 $105 $86

Table A-4 illustrates the projected paratransit spare ratio over the life of this plan. Similar to the fixed- route fleet, this table projects a decrease in the spare ratio. This gradual decrease signifies an increase of peak service need and reflects the need to place additional vehicle into service due to projected increased demand. Chapter 1 of the Short Range Transit Plan identifies a 20-percent growth in the county-wide senior population leading up the year 2010.

Table III-10 Projected Fixed-Route Fleet Spare Ratio FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17

Paratransit fleet 66 66 66 66 66 66 66 66 66 66 Peak Service Vehicle Need 53 54 55 56 57 58 58 59 59 60 Spare Ratio 19.7% 18.1% 16.6% 15.2% 13.6% 12.1% 12.1% 10.6% 10.6% 9.1% Note: This table reflects the projected demand for both paratransit and flexvan services vehicles.

120 Chapter III – Operating Financial Plan Service Plan, and Capital Improvement Plan

Non-Revenue Fleet Program: The Authority operates fourteen (14) vehicles to facilitate maintenance, administrative, and transportation services. These vehicles include sedans and a station wagon used by supervisors and administrative personnel, trucks for maintenance staff, and vans for transportation personnel to shuttle drivers. Typical useful life of support vehicles ranges from five to seven years. Table A-5 exhibits the existing support vehicle inventory.

Table III-11 Support Vehicle Fleet Inventory

Fleet Characteristcs Fleet Size 21221 1 1 Type Sedan Wagon Sedan Van Van Van Van

Ford Crown Ford Crown Ford Chevy Chevy Make & Model Victoria Ford Taurus Victoria Dodge Van Van Astro Van Astro Van Year Placed in Service 2000 2000 1996 1999 1995 1990 1988 Mode of Power Gas Gas Gas Gas Gas Gas Gas Replacement Vehicles Program Replacement Year 2005 2005 2003 2004 2002 2002 2002 Useful Life (Years) 5 5 5 5 5 5 5 Mode of Power Gas Gas Gas Gas Gas Gas Gas

2009, 2012, 2009, 2012, 2009, 2012, 2013 2013 2010 2011 Program Replacement Year 2015 2015 2015 Useful Life (Years) 5 5 5 5 5 5 5 Mode of Power Gas Gas Gas Gas Gas Gas Gas

Fleet Size 1 1 1 1 Type Truck Truck Truck Truck Make & Model Chevy Ford Flat Bed Ford Ford F150 Year Placed in Service 2007 1996 2002 2002 Mode of Power Gas Gas Gas Gas Replacement Vehicles Program Replacement Year 2013 2008, 2013 2012 2009 Useful Life (Years) 7 7 7 7 Mode of Power Gas Gas Gas Gas

Facility and Maintenance Modernization Program: This program is responsible for the facilities at 2477 Arnold Industrial Drive in Concord and the Customer Service Center at the Walnut Creek BART Station. The facility and maintenance modernization program activities covered by this Capital Improvement Plan identify several activities. For discussion purposes, conditions and activities are presented under specified areas of emphasis. Areas of emphasis include Facility Efficiency & Modernization, Grounds Maintenance & Bus Stops, and Building Maintenance.

121 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Facility Efficiency & Modernization: This program emphasis reflects conditions and activities of the Authority's major fixed-place equipment, efforts toward improving the efficiency and modernization of facilities, and the development of new facilities. Because many of the facilities are relatively young, conditions of equipment are satisfactory. However, exceptions exist with regards to washing of vehicles and communications equipment. It is with this in mind that activities will include replacing bus wash equipment, the bus wash water reclamation system, construction of a van wash facility for the paratransit fleet, and replacement of telephone communications equipment. This area will also include the design and construction of the Diablo Valley College Transit Center, renovation of the historic Martinez rail station, and the Martinez/Pacheco Park & Ride facility.

Grounds Maintenance & Bus Stops: This program emphasis reflects conditions and activities of the grounds of the Authority's facilities. This emphasis largely addresses the facility at 2477 Arnold Industrial Way in Concord. Currently, the Concord facility is striped to accommodate parking for 131 fixed-route buses, 56 paratransit and flexvans and 204 employees, visitors, and staff. With the fleet expansions in mind, the facility is approaching capacity limits. Alternative striping can increase capacity; however, examination of a satellite facility is warranted. Additional activities will include resurfacing parking lots and expanding employee and visitor parking.

The Authority is also active in maintaining bus stops served by the County Connection. Activities include identification of new bus stops, maintaining signs and benches, and installing new benches. Benches are installed per available funding and at locations where they will be welcome. The Authority does not participate in installing or maintaining bus shelters. Each of the eleven jurisdictions served by the County Connection has this responsibility. Many jurisdictions have contracted with a private entity to install and maintain shelters in exchange for advertising revenue generated.

Building Maintenance: Many of the facilities owned by the Authority are relatively young, constructed since the Authority was formed in 1980. However, some equipment has reached the end of its useful life or is in need of upgrade or major maintenance. Such equipment and facilities include the maintenance building roll-up doors, carbon monoxide fans, carpets and flooring, heating and air conditioning systems, and interior/exterior building surfaces.

The main administrative building provides office space for management functions, planning, marketing, human resources, information technology, driver training, and transportation operations. Again, although the Authority was formed less than 30 years ago, office space is limited. Future programs or staff additions should consider this limitation.

122 Chapter III – Operating Financial Plan Service Plan, and Capital Improvement Plan

Information Technology Program: Recently the Authority has been active in upgrading information technology systems. Such systems consist of hardware, software, and network capabilities. Upgrading equipment is an ongoing activity and is guided by the 1998 Information Technology Capital Plan. Thus far, the Plan has played a substantial role in enabling the Authority to provide adequate equipment to employees in support of many day-to-day tasks.

Other opportunities exist with information technology systems to streamline administrative functions. Software packages are available to facilitate human resource, customer service, planning, and operator assignment activities. These are discussed further among Track II projects/activities.

Maintenance Equipment and Tools Program: Maintaining vehicles is an ongoing activity. In support of this effort, mechanics need appropriate equipment and tools to properly maintain vehicles. Tools include vehicle diagnostic equipment, mobile engine starters, and equipment dollies. Much of the equipment is replaced on an as-needed basis and funded through the operating budget. However, some equipment requires programming efforts. Programmed projects include replacement of air compressors, a lube control system, and the dynamometer.

Office Furniture and Equipment Program: Office furniture and equipment program activities largely consist of replacing furniture and equipment that has reached the end of its useful life. Furniture such as desks and cubicles has received little consideration since the original set of furniture was acquired in the early to mid 1980's. Currently, the CCCTA uses a large set of cubicle furniture that is not adequate for 2008 era demands.

123 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Planned Capital Projects (Track I) Track I capital projects are those projects having either secured funding sources or likely to be funded by another source. Noteworthy capital projects included replacing revenue vehicles, fleet expansion projects, engine particulate matter retrofits, and a van wash facility. Table A-6 exhibits plan project costs by program and planned funding sources.

Table III-12 Planned Capital Project by Program ($ Figures in Thousands)

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 Programs

Non-Revenue Fleet $52 $155 $70 $70 $90 $240 - $165 $185 - Revenue Fleet $4,775 $19,795 - $5,965 $4,720 $3,414 - - - - Facility Maintenance & Modernization $1,055 $79 $200 $150 $120 $2,454 $58 $70 $525 $151 Information Technology $126 $81 $91 $159 $43 $3,978 $124 $82 $100 $100 Maintenance Equipment & Tools $169 $115 $160 $303 $170 $102 $165 $55 $150 $65 Office Furniture & Equipment $112 $86 $158 $37 $33 $82 $95 $39 $106 $13 Trunkline Bus Service $3,000 $3,000 Total Capital Program $6,289 $20,311 $679 $6,684 $8,176 $13,270 $442 $411 $1,066 $329

Total Fixed-Route $2,114 $19,502 $679 $6,684 $8,176 $13,270 $442 $411 $1,066 $329 Total Paratransit $4,175 $808 ------Total Programs $6,289 $20,310 $679 $6,684 $8,176 $13,270 $442 $411 $1,066 $329

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 Funding Source

Fed 5307 $4,020 $15,836 - - $1,098 $2,731 - - - - Fed CMAQ $301 - - - $3,000 $9,000 - - - - Other Fed $320------Transportation Development Act $1,099 ------Other Local $75------State Transportation - 1B Revenue Based - $516 $679 $719 $706 $856 $442 $411 $1,066 $329 State Transportation - 1B Population Based - - - $4,772 $2,428 - - - - - Bridge Toll Revenue $474 $3,959 - $1,193 $944 $683 - - - - Total Funding Source $6,289 $20,311 $679 $6,684 $8,176 $13,270 $442 $411 $1,066 $329

The following sections outline each programs capital projects. Detailed tables relating project costs and funding sources are also included. However, these are rounded to the nearest thousand.

124 Chapter III – Operating Financial Plan Service Plan, and Capital Improvement Plan

Revenue Fleet Program: The revenue fleet program will be involved in two main tasks. These include replacing revenue vehicles and engine particulate matter retrofits of fixed-route buses. Below is a brief description of fleet program projects and activities that the Authority will be active with over the life span of the current Short Range Transit Plan. Of note, replacement of revenue vehicles has been postponed one year from their originally scheduled replacement date. This was done per agreement with the Metropolitan Transportation Commission, which permitted transit operators the one-time opportunity to use FTA 5307 funds to pursue projects that would have otherwise been funded with local revenues, including a portion of the operating budget for preventive maintenance.

FY08: Replace thirty-eight 2002 model year paratransit vans and twelve 2002 model year flex- vans. Delivery anticipated in 2008. Of these replacement projects, the 38 paratransit vans and four flex-vans were postponed one-year per MTC Resolution 3515.Replace 4 2003 model year paratransit minivans that have reached the end of their useful life.

FY09: Replace forty 1996 40-foot 47-seat buses that reached the end of their “useful life”. Delivery anticipated in 2011. This project was also postponed one-year per MTC Resolution 3515. Replace eleven 2004 model year paratransit vehicles that have reached the end of their “useful life”.

FY11: Replace 10 1998 model year 39-seat buses that have reached the end of their “useful life”. Delivery anticipated in 2011.

FY13: Replace ten 2000 40-foot 39-seat low-floor buses. Delivery anticipated in 2015. This project was postponed one-year per MTC Resolution 3515. Replace thirty-eight 2002 model year paratransit vans and twelve 2002 model year flex-vans.

125 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table A-8 exhibits revenue fleet project costs and fund source amounts that are programmed over the lifespan of this plan.

Table III-13 Revenue Fleet Program Capital Projects ($ Figures in Thousands)

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 Revenue Fleet Replace Fixed-Route Vehicles Series 9600-9639 (40 47-Seat Gillig's) - $18,986 - - $4,720 - - - - - Series 9800-9809 (40 39-Seat Gillig's) - - - $4,690 - $3,414 - - - - Fixed-Route CARB Retrofitting ------Bus Equipment Upgrade Electronic Fareboxes (150) - - - $1,275 ------Replace Security Cameras (50) $200------APC & AVA with Security Upgrades$400------Fixed-Route Fleet Sub-Total $600 $18,986 $0 $5,965 $4,720 $3,414 $0 $0 $0 $0

Paratransit Fleet Replace Paratransit & Flexvans Series 99L01-99L06 (6) -$441------Series 2L01-2L38 (38) $3,173------Series 2L39-2L42 (4) $334------Expand Paratransit & Flexvan Fleet $668$367------Paratransit Vans (4) ------Paratransit Fleet Sub-Total $4,175$808$0$0$0$0$0$0$0$0

Revenue Fleet Total $4,775 $19,794 $0 $5,965 $4,720 $3,414 $0 $0 $0 $0

Funding Source FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 Federal Match FTA 5307 $3,820 $15,836 - - $1,098 $2,731 - - - - FTA CMAQ ------Other Federal/TBD ------Transportation Development Act $481------State Transportation - 1B Revenue Based - - - - $250 - - - - - State Transportation - 1B Population Based - - - $4,772 $2,428 - - - - - Bridge Toll Revenue $474 $3,959 - $1,193 $944 $683 - - - - Other Local/TBD ------

Funding Source Total $4,775 $19,795 $0 $5,965 $4,720 $3,414 $0 $0 $0 $0 Note: Not identified on this table are fleet replacement projects beyond FY2017.

Non-Revenue Fleet Program: The non-revenue fleet program will be active in one main task. This will involve replacing existing vehicles used in support of administrative and maintenance functions. Over the course of this 10-year plan, all non-revenue vehicles will be replaced. Sedans and vans are generally replaced every six to seven years while trucks are replaced every eight years. Below is a brief description of non-revenue program projects and activities that the Authority will be active with over the life span of this Short-Range Transit Plan.

FY08: Replace one flatbed truck that has reached the end of its lifespan.

FY09: Replace three vans and one service truck that have reached the end of their useful lives.

FY10: Replace two sedans that have reached the end of their useful lives.

FY11: Replace two vans that have reached the end of their useful lives.

126 Chapter III – Operating Financial Plan Service Plan, and Capital Improvement Plan

FY12: Replace three vans and two services trucks that have reached the end of their useful lives.

FY13: Replace one flatbed truck, two service trucks, two sedans, and one wagon that have reached the end of their useful lives.

FY15: Replace 3 vans and one service truck that have reached the end of their useful lives.

FY16: Replace 2 sedans and two vans that have reached the end of their useful lives.

Table A-7 exhibits non-revenue fleet project costs and fund source amounts that are programmed over the lifespan of this plan.

Table III-14 Non-Revenue Fleet Program Capital Projects ($ Figures in Thousands)

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 Non-Revenue Fleet Replace 3 Vans - $100 - - $30 - - $110 - - Replace 2 Sedans - - $70 - - - - - $100 - Replace 1 Flatbed Truck $52 - - - - $45 - - - - Replace 2 Vans - - - $70 - - - - $85 - Replace 2 Service Trucks - - - - $60 $80 - - - - Replace 2 Sedans & 1 Wagon - - - - - $115 - - - - Replace 1 Service Truck - $55 - - - - - $55 - - Non-Revenue Fleet Total $52 $155 $70 $70 $90 $240 $0 $165 $185 $0

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 Funding Source Federal Match FTA 5307 ------FTA CMAQ ------Other Federal/TBD ------Transportation Development Act $52 ------State Transportation - 1B Revenue Based - $155 $70 $70 $90 $240 - $165 $185 - TCRP (AB 2928) ------Bridge Toll Revenue ------Other Local/TBD ------Funding Source Total $52 $155 $70 $70 $90 $240 $0 $165 $185 $0

127 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Facility and Maintenance Modernization: Facility maintenance and modernization efforts are on- going. Below is a brief description of the planned capital projects and activities that the Authority will be active with over the life span of this Short-Range Transit Plan.

FY08: Replace telephone system and switch. Begin construction of Diablo Valley College Transit Center. Commencement of Homeland Security projects: facility card key system. Parking lot maintenance and implementation of electric gate on upper parking lot. Replace brake lathe, hot water heater and pump, HVAC in facilities office, lubrication product pumps, and steam room lift console.. Purchase security cameras for facility.

FY09: Routine repainting of exterior buildings and parking lot maintenance. Replace metal doors on reclamation room.

FY10: Routine repainting of exterior buildings. Replace industrial waste cleansing equipment at maintenance building and the receptionist desk to be ADA-compliant.

FY11: Parking lot maintenance. Replace maintenance doors in maintenance building and steam lift controls. Replace bus parking pad sections, glass door and assemblies, fire panel, boiler, roll-up door parts, carpets, flooring and stairwell surfaces, and elevator pump controls.

FY12: Replace facility sewage pumps. Rehabilitate structure steel and exterior wall panels to maintenance building and locker room showers.

FY13: Replace ADA bus stops at CCCTA office, rehabilitate front door walkway, and replace roll-up door parts, replace, hot water heater and pump, maintenance building roof replacement, .and administration building roof replacement.

FY14: Routine repainting of exterior buildings and replace roll-up door parts.

FY15: Routine repainting of exterior buildings, replace roll-up door parts, and replace lubrication product pumps.

FY16: Bus washer replacement, increase water meter and water supply line to service building, and rehabilitate elevator pump/controls.

FY17: Replace facility sewage pumps, hot water heater and pump, and lubrication system controls.

Table A-9 summarizes facility program project costs that are programmed over the lifespan of this plan. Table A-10 indicates funding sources.

128 Chapter III – Operating Financial Plan Service Plan, and Capital Improvement Plan Table III-15 Facility Maintenance & Modernization Program Capital Projects ($ Figures in Thousands)

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 Facility ------Facility Efficiency & Modernization - $14 - $10 - $25 $8 - - - Automated Fuel & Lube Island Repair------Bus Wash Reclaim ------Bus Wash Water Reclamation System Replaceme ------Bus Washer Replacement ------$400- Exterior Paint - $10 $15 - - - $25 $15 - - Sewage Pumps ----$30----$32 Telephone System & Switch Replacement$25------Van Wash Facility ------Old Rescinded Projects Reallocated (Bridge Toll ------Diablo Valley College Transit Center$376------Ground Maintenance & Security ----$35-$25--$25 Homeland Security Projects (Mainly Facility Car $320------Industrial Waste Cleansing Equipment at Mainten --$75-----$100- Main Door Front Walk Replacement-----$200---- ADA Bus Stops at CCCTA Office ------Parking Lot Maintenance $15$25$25$25------Electric Gate on Upper Parking Lot$10------Security Camera $200------Improve Locks & Alarms ------Increase Water Meter & Water Supply Line to Se ------Replace Drains Around Service Building with Tr --$40------Building Maintenance - $25 - - $25 - - $30 - $35 Maintenance Roof -----$75---- Administration Roof -----$50---- Replace Receptionist Desk to be ADA Compliant --$25------Replace Brake Lathe $20------Rehab Elevator Pump/Controls ------$25- Rehabilitate Lock Room Showers - - $20 - $30 ----- Replace Maintenance Door in Maintenance Build ---$25------Replace Metal Doors on Reclaimation Room-$5------Replace Hot Water Heat & Pump - AB$4----$4---- Replace HVAC in Facilities Office $15 ------$4 Replace Lubrication Product Pumps $40 ------$25 - $55 Replace/Rehabilitate Steam Room Lift Console $15 ------Steam Lift Controls $15--$90------Trunkline Bus Service -----$2,100----

Facility Projects Total $1,055 $79 $200 $150 $120 $2,454 $58 $70 $525 $151

Funding Source FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017

Federal Match FTA 5307 $160------FTA CMAQ/STP $301----$2,100---- Other Federal/TBD $320------TDA $199------State Transportation - 1B Revenue Based - $79 $200 $120 $120 $354 $58 $70 $525 $151 Bridge Toll Revenue ------Other Local $75------Funding Source Total $1,055 $79 $200 $120 $120 $2,454 $58 $70 $525 $151

129 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table III-16 Facility Maintenance & Modernization Program Capital Project Planned Funding Sources ($ Figures in Thousands)

Funding Source FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017

Federal Match FTA 5307 $160 ------FTA CMAQ/STP $301------Other Federal/TBD $320------TDA $199------State Transportation - 1B Revenue Based - $79 $200 $120 $120 $354 $58 $70 $525 $151 Bridge Toll Revenue ------Other Local $75------

Funding Source Total $1,055 $79 $200 $120 $120 $354 $58 $70 $525 $151

Information Technology Program: Information technology is another program where efforts are ongoing. Below are the projects and activities that will take place within the information technology program over the course of this Short Range Transit Plan.

FY08: Purchase and implementation of: Trapeze™ operations module to improve operational productivity (this program is currently being introduced into the fleet), voice Over IP phone system, and onboard cameras for onboard incidences (this is possible through Homeland Security grants).

FY08 through FY17: Routine replacement of workstations, printers, disk, and hard drives, keyboards, and other miscellaneous equipment. Software licensing renewal in FY 2008.

Table A-11 exhibits information technology project costs and fund source amounts that are programmed over the lifespan of this Plan.

130 Chapter III – Operating Financial Plan Service Plan, and Capital Improvement Plan Table III-17 Information Technology Program Capital Projects & Planned Fund Source ($ Figures in Thousands)

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017

IT Projects

Hardware replacement $76 $81 $91 $159 $43 $78 $124 $82 $100 $100 Software for Planning $50------Graphics Printer ------Software & Software Upgrades ------Passenger Information Enhancements ------License Renewals ------Operations Software ------Trunkline Bus Service - - - - - $3,900 - - - -

Capital Program Total $126 $81 $91 $159 $43 $3,978 $124 $82 $100 $100

Funding Source

Federal Match FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017

FTA 5307 $40 ------FTA CMAQ ------Transportation Development Act $86 ------State Transportation - 1B Revenue Based - $81 $91 $159 $43 $3,978 $124 $82 $100 $100 Bridge Toll Revenue ------

Funding Source Total $126 $81 $91 $159 $43 $3,978 $124 $82 $100 $100

Maintenance Equipment and Tools Program: Providing appropriate equipment to support vehicle and facility maintenance efforts is an important program. However, many projects and activities do not reveal themselves until there is an immediate need. Below represents activities that will take place within the maintenance equipment and tools program over the course of this Short Range Transit Plan.

FY08: Replace A/C recovery equipment, air compressor, fuel/oil monitoring equipment, steam cleaner, other fixed equipment, and other mobile equipment.

FY09: Replace other fixed equipment and other mobile equipment.

FY10: Replace work benches and carts, rotarty lift equipment, yard car, other fixed equipment.

FY11: Replace battery charger, fuel/oil equipment, opacity meter, test bench, other fixed equipment, and other mobile equipment.

FY12: Replace cabinet washer, mobile lifts, trailer for yard scrubber, other fixed equipment, and worbenches and carts.

FY 13: Replace air compressor, rotary lift equipment, and other fixed equipment.

131 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

FY 2014: Replace steam cleaner and other mobile equipment.

FY 2015: Replace rotary lift equipment and other fixed equipment.

FY 2016: Replace cabinet washer, mobile lifts, yard car, and other mobile equipment.

FY 2017: Replace air compressor, mobile lifts, and other mobile equipment.

Table A-12 exhibits maintenance equipment and tools program project costs and fund source amounts that are programmed over the lifespan of this plan.

Table III-18 Maintenance Equipment & Tools Program Capital Projects & Planned Fund Source ($ Figures in Thousands)

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 Maintenance Equipment & Tools

A/C Recovery Equipment $25------Vault Receiver ------Air Compressor $5----$10---- Battery Charger ---$25------Cabinet Washer ----$25---$10- Dynamometer Equipment ------Fuel/Oil Monitoring Equipment $44--$50------Mobile Lifts - - - $32 - - - $35 $35 Motor VAC ---$26------Opacity Meter ---$85------Rotarty Lift Equipment (2) - - $30 - - $32 - $35 - - Shop Phone ------Steam Cleaner $55-----$60--- Test Bench ---$6------Trailer for Yard Scrubber ----$30----- Wheel Balancer ------Yard Car --$36-----$40- Replace Other Fixed Equipment $20 $25 $61 $16 $58 $60 - $20 - - Replace Other Mobile Equipment $20 $25 - $25 - $105 - $65 $20 Replace Workbenches & Carts --$8-$25-----

Maintenance Equipment & Tools Total $169 $50 $135 $233 $170 $102 $165 $55 $150 $55

Funding Source FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017

Federal Match FTA 5307 ------FTA CMAQ/STP ------Other Federal/TBD ------TDA $169 ------State Transportation - 1B Revenue Based - $50 $135 $233 $170 $102 $165 $55 $150 $55 Bridge Toll Revenue ------Funding Source Total $169 $50 $135 $233 $170 $102 $165 $55 $150 $55

132 Chapter III – Operating Financial Plan Service Plan, and Capital Improvement Plan

Office Furniture and Equipment Program: Replacing office furniture and equipment is an ongoing activity. Below are the projects and activities that will take place within the office furniture and equipment program over the course of this Capital Improvement Plan.

FY08: Replace miscellaneous office chairs, desks, small furniture, and appliances equipment. Replace copiers, equipment and tools, appliances, other equipment and driver’s room furniture.

FY09: Replace high volume photocopiers, miscellaneous office chairs, desks, small furniture, tool, and equipment.

FY10: Replace miscellaneous office chairs, desks, small furniture, modular workstations, copiers, equipment, tools, and appliances.

FY11: Replace miscellaneous office chairs, desks, small furniture and appliances. Replace modular wall panels and bins in customer service.

FY12: Replace miscellaneous office chairs, desks, small furniture, appliances, copiers, equipment, and tools.

FY13: Replace miscellaneous office chairs, desks, small furniture, copiers, equipment, and tools.

FY14: Replace miscellaneous office chairs, desks, small furniture, appliances, copiers, equipment, and tools.

FY15: Replace miscellaneous office chairs, desks, small furniture, and emergency communications equipment

FY16: Replace miscellaneous office chairs, desks, small furniture, appliances, copiers, equipment, and tools.

FY17: Replace miscellaneous office chairs, desks, and small furniture.

Table A-13 exhibits furniture and equipment program project costs and fund source amounts that are programmed over the lifespan of this plan.

133 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Table III-19 Office Furniture & Equipment Program Capital Projects ($ Figures in Thousands)

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 Office Furniture & Equipment

Audio & Video Production Equipment ------Storage Unit (Emergency Supplies) ------Copier, Color (Paratransit) ------Fax Machine (2nd in Paratransit) ------Replace Chairs $3 $1 $4 $4 $4 $4 $6 $6 $8 $5 Replace Desks, Cabinets, & Tables $4 $9 $5 $8 $8 $8 $6 $8 $8 $8 Replace Modular Workstations --$60------Replace Bins, Wall Panels, & Other ---$25------Replace Appliances$2-$3$3$3-$5- Replace A/V Equipment ------Emergency Communications Equipment------$25-- Replace Driver's Room Furniture $35------Replace Safety & Security Equipment ------Replace Copiers, Equipment, & Tools$68$76------$86 - $18 $70 $80 - $85 - Office Furniture & Equipment Total $112 $86 $158 $37 $33 $82 $95 $39 $106 $13

Funding Source FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017

FTA 5307 ------FTA CMAQ/STP ------Other Federal/TBD ------TDA $112------State Transportation - 1B Revenue Based - $86 $158 $37 $33 $82 $95 $39 $106 $13 Bridge Toll Revenue ------

Funding Source Total $112 $86 $158 $37 $33 $82 $95 $39 $106 $13

134 Chapter III – Operating Financial Plan Service Plan, and Capital Improvement Plan

Proposed Capital Projects (Track II) The proposed capital projects cited herein represent a blueprint of desirable projects the CCCTA envisions as supporting transit usage in Central Contra Costa County. However, appropriate funding sources have not been identified. Because of this, these projects shall be referred to as ‘Track II’ projects.

Placing Track II capital projects within the Short Range Transit Plan is important. Among these reasons include: • To identify equipment or infrastructure to support corresponding Track II operating projects; • Provide advocacy and support for additional funding for transit; or • To identify and initiate discussion on projects or activities that may not otherwise be considered or imagined.

Projects satisfying these purposes serve as “placeholder” projects; however, cannot be pursued or implemented without undertaking further planning considerations or securing needed funding. In some cases, substantial discussion would be needed among stakeholders. No proposed project cited herein would be pursued without first demonstrating financial ability.

Fixed Facility Projects: The following facility projects listed within this plan would improve usage of existing transit infrastructure and improve overall service to patrons. Although these are of a 'fixed' nature, each improves access to buses or improves operational efficiencies.

Ygnacio Valley/Clayton Road Vicinity Transfer/Transit Terminal: Staff has identified the need to evaluate development of a transit transfer terminal in the vicinity of Clayton Road and Ygnacio Valley Road. Staff has observed the following constraints and opportunities:

• Route 110, which operates upon Clayton Road, needs an excessive amount of time and distance to 'turn-around' at Ygnacio Valley Road. The excessive 'turn-around' is due to the street network and periodic traffic congestion. A cursory review of the streets utilized to turn vehicles around yields very few boardings at respective stops and therefore provides inefficient service. • Providing an Express Bus transfer location is an opportunity that exists in the area. Currently, both County Connection and Eastern Contra Costa Transit Authority provide express service along Ygnacio Valley Road and Kirker Pass. However, an efficient and safe location to transfer passengers between these express routes and local routes, such as Route 110, are non-existent. • Dovetailing Park & Ride lot efforts with a transfer terminal could buoy transit ridership. Currently, thousands of drivers pass through the Clayton Road/Ygnacio Valley Road intersection each hour during peak times. In the AM Peak the majority of travel is made in the westerly direction. Because of high demand, especially along Ygnacio Valley Road, significant queuing exists. A Park & Ride lot would provide congestion relief and travel alternatives for both potential transit users and carpoolers.

Further analysis and Board input is needed prior to moving forward. Foreseeable costs include property acquisition, design, and construction. These costs can be substantial depending on the level of improvements sought. However, it is envisioned that operating

135 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

costs would be reduced and convenience to the transit rider would be improved. Ridership gains would also improve farebox revenue.

Expansion of CCCTA Administration Facilities: County Connection services and staffing levels have grown since the facility at 2477 Arnold Industrial Way in Concord was first constructed. Currently, parking and office space are at a premium. Renovating the facility to convert available balcony space into office space would relieve some of these needs. Other options include construction of a second building or facility, or lease of office space at another site.

Expansion of CCCTA Bus Parking Capacity: The facility at 2477 Arnold Industrial Way has a capacity to provide parking for 131 buses and 56 paratransit vans. Re-striping the pad can increase capacity; however, only marginal relief would result. Within the next few years the County Connection fleet will be expanding to these theoretical limits, particularly the paratransit and flex van fleets. Future fleet additions will be dependent on expanding the capacity for nighttime vehicle parking. Expansion options include purchasing or leasing available property and making the necessary improvements, or construction of a parking structure. If a satellite facility were pursued, a location south of the I-680/SR24 interchange would provide a more centralized location relative to the County Connection service area. County Connection could reasonably expect that system-wide bus deadhead time and mileage would decrease and thus reduce overall operating costs.

Passenger Amenities and Accessibility: The majority of County Connection bus stops consist of a pole and a sign indicating the service. Some bus stops have bus shelters or benches and a minority of bus stops are not wheelchair accessible. The latter of which were in existence prior to the Federal American with Disabilities Act was passed by the United States Congress. Improving passenger amenities and accessibility, provided available funding, would improve the 'transit experience' by passengers and would further the attractiveness of transit services. Although the County Connection does not typically pursue bus stop improvements, instead relying on each of the 11 jurisdictions served by the County Connection to make needed or desired changes, the opportunity to access Proposition 1B life-line capital funds for these types of projects could augment local efforts.

Fleet / Rolling Stock: The fleet projects listed in Table A-14 are identified to support corresponding Track II operating projects. Vehicles identified as “support” vehicles are an exception. Support vehicles are used by administrative, maintenance, and training staff to provide transportation between meetings, projects in the field, and events.

Comprehensive Operational Analysis: Years of adjusting individual routes to respond to passenger requests, shifting locations of major trip generators, changing demographics and increased traffic have impacted the entire County Connection route structure. In FY2005, a major analysis of the system was proposed to examine whether or not the routes designed many years ago are still meeting the needs for which they were originally intended. This analysis will include a comprehensive examination of trip patterns including transfers, origins/destinations, routing, demographics, route travel time, stop locations and amenities, and other factors. The result of this analysis will be recommendations for streamlining service to improve overall system productivity, connectivity, and community value. The project is still pending. 136 Chapter III – Operating Financial Plan Service Plan, and Capital Improvement Plan

Table A-14 identifies each Track II capital projects. For comparison purposes, estimates of FY2008 costs are provided.

Table III-20 Track II Capital Projects (Figures in Thousands)

Proposed Track II Capital Projects Estimated FY08 Capital Cost Fixed-Facility Expansion/Maintenance/Modernation

Ygnacio Valley/Clayton Road Terminal $530 - $5,304 CCCTA administration building bus stop on Arnold $27 Expansion of administrative facililties $212 - $636 Expansion of bus parking capacity $2,121 - $21,218 Fleet (fixed-route/paratransit/support) Buses for Express Bus Service TBD 3 Buses for Route 110 Service Improvement $1,165 2 Buses for Route 117 Service Improvement $777 ADA automated bus stop annunciation system $1,390 Automated Passenger Counting system Included in ADA automated bus stop announcment expansion & activation system

Automated Vehicle Locator system Included in ADA automated bus stop announcment system

Real-Time bus schedule information system Included in ADA automated bus stop announcment system

4 Paratransit vans for wider coverage area and intra- $298 regional service 4 Support Vehicles $106 Information Technology Passenger Information Enhancements $2,546 Human resources management software $424 Customer service management software $424 Operator management and assignment software $424 Other Comprehensive Operational Analysis $424

137

CHAPTER IV

REGIONAL COORDINATION AND PRIVATE ENTERPRISE PARTICIPATION

138 Chapter IV –Regional Coordination and Private Enterprise Participation

CHAPTER IV REGIONAL COORDINATION & PRIVATE ENTERPRISE PARTICIPATION

The intent of Chapter IV is to provide information on the status of regional projects, programs, and activities involving the County Connection. Each of these is a part of coordination efforts with the Metropolitan Transportation Commission and other transportation providers, or is a part of compliance efforts. This chapter also includes the CCCTA's private enterprise participation program and activities.

Regional Coordination The CCCTA is involved in a number of regional coordination activities and Federal compliance efforts. These are outlined in this chapter section.

Federal Triennial Review Every three (3) years, transit operators undergo a Federal Triennial Review. The purpose of a review is to examine procedures across 23 areas of emphasis and take corrective actions where necessary. Areas reviewed include procurement policies, national transit database reporting, public comment processes, drug and alcohol program, etcetera.

The CCCTA's most recent Federal Triennial Review was conducted in February 2006 and examined fiscal years 2003, 2004, and 2005. The CCCTA was found to be in compliance with all but two areas reviewed. These two non-compliance areas are Title VI service standard adoption, and including Medicare as a fare type instead of a fare qualification method. For Title VI, the CCCTA will develop service standards for vehicle load factors by route or corridor, vehicle assignment rosters by garage route, vehicle headways by route, transit amenities, and transit access by community. These measures will be used to evaluate any further service changes. The CCCTA response for Medicare as a fare type is to include Medicare cardholders as a category for half fare eligibility. This corrective action was accepted by the Federal Transit Administration in June 2007, and therefore closed the Federal Triennial Review.

It is important to note the intent of a Federal Triennial Review is to identify programs or activities that are deficient. It is the role of the responsible agency to take the necessary corrective action to bring any noted deficiency in line with Federal guidelines. It is not a function of a Federal Triennial Review to make recommendations.

Federal Title VI Review Federal Title VI is part of the Civil Rights Act of 1964. This act ensures that "no person in the United States shall, on the grounds of race, color, or national origin, be excluded from participation in, be denied benefits, or be subjected to discrimination under a program or activity receiving federal financial assistance.

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Under the provisions of Title VI, no federally assisted agency or program can discriminate by: • Denying services, aid, or benefits. • Providing different services, aid, or benefits, or providing them in a manner different than they are provided to others. • Segregating or separately treating individuals in any matter related to the receipt of any service, aid, or benefit.

Transit agencies, as recipients of federal funds, are required to monitor compliance with Title VI and provide an update to the Federal Transit Administration (FTA) every three (3) years. The review involves submittal of current practices in allocating resources throughout the service area. Objectives of this exercise are to monitor and identify any differences with respect to resources allocated to minority populations. For purposes of a Title VI update, minority population areas are identified as those US Census tracts within the transit agency service area that have a higher than average minority population of the entire service area.

The CCCTA's most recent submitted and approved Title VI update was in June 2007. The program is approved through June 2010.

Federal Environmental Justice Federal Environmental Justice is complementary to the purpose and objectives of the Civil Rights Act of 1964. However, Environmental Justice's emphasis is upon public outreach to minority and low-income populations. The intent is to empower persons with knowledge through public outreach so as to provide awareness of transportation decisions that may affect their quality of life.

Presently, the County Connection conducts outreach efforts that are beyond those required when proposing service adjustments or changes in policy. As a general rule, public hearings to collect comments are sought for minor service adjustments. Or several hearings are held throughout the CCCTA service area during both mid-day and evenings to collect comments regarding agency-wide proposed service or policy changes.

The CCCTA received a transportation planning grant for a Federal Environmental Justice Context- Sensitive Planning for Communities project. The Monument Corridor Marketing Project was a targeted marketing and outreach program. The project’s objective was to develop and implement a one-year transit marketing program aimed at Spanish-speaking members of the Monument/Detroit Corridor of Concord. This project also has the second objective to develop a program to train and provide incentives to at least five members of the community to enable them to become travel buddies ("Amigos de Viajar") to others in the community.

As a result, the CCCTA implemented a strategic network of “Amigos” dedicated to assisting Spanish-speaking persons learn how to ride the bus. Bilingual collateral, a Spanish-language video, and supporting materials aid this process.

Triennial Performance Audit & Productivity Improvement Program Consistent with the Federal Triennial Performance Review mentioned above, the CCCTA undergoes a Triennial Performance Audit every three years. The purpose of the 'audit' is to examine compliance with State of California Transportation Development Act (TDA) mandated performance measures, compliance with select state Public Utilities Code requirements, and

140 Chapter IV –Regional Coordination and Private Enterprise Participation review of the system's goals and objectives. A product of the Triennial Audit is identification of key issues and recommendations. The CCCTA's most recent audit examines fiscal years 2005, 2006, and 2007. The CCCTA was found to be in full compliance with all TDA performance requirements and PUC requirements. The audit also provided three recommendations.

As a transit system in the San Francisco Bay Area and recipient of State Transit Account (STA) funds including TDA, County Connection is required to prepare and implement an annual Productivity Improvement Program (PIP). PIP projects are based upon recommendations made in the performance audit. The intent of the PIP is for transit operators to select a suggested improvement/recommendation listed in the Triennial Performance Audit, and pursue efforts to mitigate or eliminate that issue.

For Fiscal Year 2007, County Connection selected the following two recommendations from the Draft Triennial Performance Audit to pursue as a PIP project:

Re-examine performance standards that are set unrealistically high and reporting procedures for data accuracy: The performance audit team's recommendation was not meant to compromise the pursuit of excellence and improved performance but to make standards a more useful part of the CCCTA's ongoing performance monitoring system. The performance standards will be reviewed and adjusted within the Short Range Transit Plan.

Resume reporting preventive maintenance inspections completed for the CCCTA's revenue vehicle fleet: This reporting will be included in monthly reporting beginning in Fiscal Year 2006.

In the future, the CCCTA will pursue the following additional recommendation from the draft Triennial Audit as a PIP project: 1. Continue to focus on reducing the turnover rate of link contractor employees.

This chapter’s completion is pending the provision of TPA recommendations selected by the CCCTA.

Inter-Operator Coordination The intent of coordinating efforts with other transit agencies is to reduce duplicative services in a region or along travel corridors and to improve service for transit users by providing improved service coordination. Reducing duplicative services reduces costs born to tax payers and enables greater efficiency in delivery of transit services. Both State of California legislators and the MTC have provided guidance to transit agencies to meet this end. Given the CCCTA adopted goals encompassing Efficiency, Effectiveness, and Equity, the Authority embraces inter-operator coordination efforts.

Management staff participates actively on a number of Regional Transit Coordinating Council (RTCC) committees and its three task forces covering legislation, transit capital priorities and coordination. The County Connection is also an active member of the Cooperating Area Transit Systems (CATS). This group is composed of policy makers and management of East and West Contra Costa Transit as well as Livermore-Amador Valley Transit, AC Transit and BART. CATS is

141 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan actively involved in a number of inter-agency projects including coordinated fare structures, inter- system transfer arrangements and feasibility analyses of functional consolidation or integration such as for public telephone information centers.

Another group County Connection is actively involved with is the Bus Transit Coordinating Council (BTCC). The BTCC consists of the four Contra Costa transit operators who meet quarterly to discuss issues concerning Measure C and Measure J-funded services as well as policies guiding the use of these funds. The BTCC also provides an ex-officio position on the Contra Costa Transportation Authority Board of Directors. The position rotates between the four operators' Board members. Recent examples of discussion of the BTCC include developing a unified strategy for Measure J, recommending use of Measure C funds reserves to backfill operator budget shortfalls, advocating for flexibility in the use of Measure C funds, and assisting the Contra Costa Transportation Authority (CCTA) in workshops for Measure J.

The CCCTA is also actively involved with TRANSPAC, the Regional Transportation Planning Committee (RTPC) for central Contra Costa County, and SWAT, the RTPC for the southwest areas of the county. The County Connection is involved in a number of Inter-Operator coordination efforts. Current and past efforts include: • The CCCTA and BART consolidated a number of services following the enactment of SB 1474. Among these included BART operated bus lines and paratransit services. • Working with the Contra Costa County's Welfare-to-Work effort that has resulted in the development of the county's Action Plan. This work is a collaborative, on-going partnership of various agencies (public, private, and non-profit) to develop transportation solutions for the county's residents that are moving to work from welfare. • Honoring of Transfer and Revenue Sharing agreements with connecting operators (ECCTA, WCCTA, and LAVTA). • Participation in the BART Plus bus/train pass program. • Participating in the regional Express Bus marketing program with MTC (detail below). • Participation in the RM-2 BART Owl bus service (detail below). • Participation in the MTC Regional Transit Coordination Council and the Bay Area Partnership for SAFETEA-LU implementation. • Participation in the East Bay Suburban Transit Improvement Study (detail below). • Working the LAVTA on several planning, operations and administrative projects (detail below). • Emergency Operations Planning (detail below).

Recent and current Inter-Operator coordination projects are described in greater detail below:

East Bay Suburban Transit Improvement Study: This is an MTC-funded consultant study that is being managed by Tri-Delta Transit. The study includes the suburban transit operators in Alameda and Contra Costa Counties: The CCCTA, LAVTA, West-Cat (WCCCTA), and Tri-Delta (ECCTA). The study is looking at potential efficiencies and coordination opportunities in the suburban East Bay service area. This study produced a draft report and the consultant contract was discontinued due to work quality issues.

142 Chapter IV –Regional Coordination and Private Enterprise Participation

RM-2 BART Owl Bus Service: This RM-2 funded project provides bus service in the BART corridors during the time BART doesn't operate. The service began in early December 2005 with the CCCTA operating a route between Concord BART Station and 14th and Broadway (12th Street/City Center BART) in downtown Oakland. Bus service in other BART corridors will be operated by San Francisco Muni, AC Transit, LAVTA, and SamTrans. The AC Transit portion of the service began in March 2006. The CCCTA is also using this service to provide late night service in the Monument Blvd corridor between Pleasant Hill and Concord.

Coordination with LAVTA: the CCCTA has many current and planned joint projects with LAVTA. These projects include:

• The CCCTA administration of the information technology functions for both agencies including the procurement of a new phone system and potential of providing shared coverage of customer service calls during peak demand periods; • A project to investigate the joint use of a proposed new maintenance facility in the Dublin/Pleasanton area; • A study to determine the most efficient method for providing cross boundary service in the San Ramon/Dublin area; • LAVTA involvement in the design of new service in Dougherty Valley; and • Regular meetings at a staff level between the CCCTA and LAVTA to discuss current and future joint projects.

Regional Express Bus: The most ambitious project undertaken by the CCCTA in recent years involving inter-operator coordination in the development of a regional express bus plan aimed at defining how the four bus transit operators in Contra Costa County (CCCTA, AC Transit, ECCTA, and WCCTA) can develop and deliver a comprehensive express bus network. The end product will provide an attractive alternative to the private automobile for trips in the region's most congested corridors using existing and planned HOV lanes, park- and-ride facilities, and rail nodes. The CCCTA began operating an express bus route between Martinez and Walnut Creek in December 2005 as part of this regional plan.

Translink: Translink is a "smart card" designed with a microchip to store various transit fares. The intent is to simplify the use of public transit by enabling riders to transfer between various systems using only one fare-paying instrument. Instead of passengers paying cash fares for each vehicle boarding and/or using a transfer slip, passengers wave their smart card across a reader. The reader then deducts the appropriate amount from the card, including applicable fares with respect to any transfers.

Translink has yet to be implemented region-wide. MTC and the larger transit agencies, including BART, will be coordinating and implementing Translink initially. Smaller operators, including County Connection, are envisioned to follow suit within the next couple years.

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Private Enterprise Participation In response to regulations issued by the Federal Transit Administration (FTA) in October of 1984, and subsequently updated in December 1986, the CCCTA has implemented a privatization policy. This policy, which is described below, remains in effect in spite of FTA rescission in 1994 of privatization requirements for public transit operators.

The CCCTA Privatization Policy: The CCCTA embraces goals encompassing efficiency, effectiveness and equity. It is the objective of the Authority to operate local transit services in the most efficient and effective manner possible. The delivery of an efficient and effective transit system includes all aspects of operations, maintenance, and administration.

The Authority recognizes that public agencies, including the CCCTA, are not always in the best position to provide cost-efficient services. Often, private sector participation can yield more services for the same investment. It is with this in mind that the CCCTA supports contracting- out of activities as a policy. Activities include operations and maintenance, and/or elements of administration.

However, it is in the interest of the Authority to ensure any contracted services are competitive and consistent with the Authority's adopted goals, objectives, and policies. This is particularly true regarding operations. Contracted service must not sacrifice performance, safety (both for patrons and equipment), reliability, timeliness, competency, or quality of service delivered to the community.

Given this policy, the CCCTA will regularly consult with private sector representatives to consider their views on County Connection services. It is believed the potential contracting for service is only feasible when such service can be distinctly separated from all other Authority services. Opportunities for such arrangements include, but are not limited to, new routes, and/or services.

The authority intends to implement this policy by the following approach: 1. Provide regular dialogue with private operators; 2. Determine if and when opportunities to contract service exist; 3. Issue Requests for Proposals (RFP) or Invitation for Bids (IFB); and 4. Review, evaluate, and select proposal/bid to determine: a. Cost effectiveness compared to directly provided service, and b. Consistency with service delivery goals, objectives and policies.

The procedures also set forth a complaint process for private operators to use in the event they perceive the CCCTA policy is not being fairly and completely implemented.

Implementation of this policy may impact labor. Therefore, the CCCTA will utilize the established "meet and confer" process to resolve any such impacts with those affected via their collective bargaining unit(s).

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145 Chapter IV –Regional Coordination and Private Enterprise Participation

Privatization Accomplishments and Activities: Frequently, the CCCTA contracts for services and supplies that it cannot provide itself without great cost. Some examples include:

Contractual • Paratransit Services • Management, installation, and maintenance of interior and exterior bus advertising • Tires for Revenue vehicles • Towing of disabled buses • Legal services • Light maintenance and cleaning of County Connection bus shelters • Building and site security • Landscape maintenance

On-going or Intermittent Activities • Design work by graphic artists • Body and paint work • Upholstery repair work • Engine and transmission overhauls • Machine work and major equipment rebuilding • Repair of staff vehicles • Specialized or focused studies • Specialized IT equipment maintenance and programming

Evaluation Criteria and Process for Contract Opportunities: This section describes how the CCCTA will determine what opportunities exist to evaluate if contracting for services is an economical and feasible alternative. This includes a discussion of criteria used to identify such opportunities and the process that will be used to make a final determination of the relative merits of privatizing the specific opportunity.

Authority-Wide Criteria

Consistent with the CCCTA Privatization Policy, County Connection examines whether existing, restructured or new services are best provided by the Authority itself or by private sector firms under contract to the CCCTA. The CCCTA examines all aspects of its operation for such opportunities, including maintenance and operations functions as well as administration, planning and personnel activities. Generally speaking, any activity in which the CCCTA is involved, or may become involved, is evaluated to see if it would be feasible and economical to contract out. The following criteria are used by the CCCTA to determine potential opportunities for privatization:

• Is this function or service new to the CCCTA or is it an existing activity? If it is a new function/service, does the CCCTA have the capability to assume responsibility for its establishment? What are the consequences of assuming this new responsibility, especially in terms of increases in staff, equipment and costs? Can the CCCTA afford these

146 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

costs? Will assumption of the function/responsibility overtax existing capabilities or require additional manpower?

• Is there a market in the private sector for this function/service? Is this market significant enough to ensure that a competitive environment exists and that contracted costs are as economical as possible? Or, will the contracting of the function/service result in a situation where the CCCTA is dependent on a monopoly that cannot guarantee competitive prices and provision of the best services at the best possible price? Will these private operators be able to provide mass transit services in a safe, reliable and economical manner?

• Assuming a competitive market exists, what are the costs of contracting out the service? How do these costs compare to those of the CCCTA? Can the private sector provide the services in accordance with County Connection specifications, terms and conditions?

• What does it cost the CCCTA to provide an existing service of essentially the same amount or character of that under review? What barriers exist to turning over the function/service to the private sector? How will such a change impact current staff and existing labor arrangements? Are there legal or other impediments to transitioning the activity from the CCCTA to a private provider? How will other similar the CCCTA functions/services be affected by such a transition? In particular, will such a change reduce or increase the cost of doing other work and thereby impact the overall efficiency of the CCCTA?

The CCCTA applies these criteria in a step-by-step manner to decide whether it appears that undertaking a competitive procurement process makes good business sense and will serve the interests of the Authority and taxpayers. Since competitive procurements are extremely time- consuming and expensive, the CCCTA expects to enter this phase of the analysis only if it appears that savings will be significant. In general, the CCCTA would expect the contracting alternative would be 15 to 20 percent lower than the CCCTA's costs to be worthy of further pursuit. When there is insufficient price information to determine and prioritize the extent of savings, the CCCTA will conduct an abbreviated procurement process. This will generally be limited to soliciting statements of qualifications and budgetary estimates of the cost of contracting out a specified amount of function/service. In this regard, the process will be limited to determining whether there appears to be enough qualified firms willing to satisfy the CCCTA's requirements. Additionally, they will be asked to provide price "quotations" that will help staff determine whether their costs are economical relative to those of the County Connection.

Criteria for New/Restructured Services

• Will the service expansion/change increase the number of bus operators needed to provide the total amount of scheduled service? If so, is the increase in work sufficient enough to attract the interest of the private sector to bid on the service?

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• If there is a change in the service, can this be separated from services that will not be changed? Can this distinction be made in a form and package that is unique from the rest of the CCCTA's service? In particular, is it possible to segregate the service in order that two distinctly different entities (i.e., the CCCTA and a private operator) can operate each of their portions of the service independent of one another? This applies most particularly to the use of buses and bus operators. Specific services that are or otherwise connected to other routes cannot be easily separated for contracting opportunities.

• Will it be possible to contract for the new/expanded service without adversely impacting existing labor? If not, what will be the cost of such impacts and how will these costs figure into the comparison of the non-contracting alternative?

• Will the contracting out of the service (assuming that this is the recommended course of action) result in significant cost savings to the Authority as a whole, or will it have no impact or perhaps even increase system operating costs? It makes no sense to save some costs at the route level, and then increase the cost of operating the system as a whole.

• Will the County Connection be able to monitor the service contractor in an efficient way so as not to negatively impact other on-going management functions?

Criteria for Existing Services

• How efficiently is each route in the system performing compared to all others and the system as a whole? Is the route's efficiency significantly better or worse than that of the system? For those routes that are excessively inefficient, is this a significant contributing factor to overall system efficiency? Or is the route's contribution to total performance too minimal to merit priority attention?

• What factors account for the poor efficiency of the identified routes? Are these due to scheduling or other utilization factors unique to the CCCTA? If so, is it reasonable to assume that another operator will be able to avoid these problems or at least minimize them and thereby significantly enhance the route's efficiency? Or is the efficiency problem due to an improper level of service or mix of services (such as excessive peaking) that can only be remedied by altering the amount/type of service supplied?

• Would the parceling out of problem routes to the private sector erode or enhance the efficiency of the remaining the CCCTA-operated service? If the latter is the case, what will be the net impact to the system's total efficiency? Is there a way that individual route efficiencies can be enhanced through privatization while improving monitoring system-- wide efficiency?

• Will the contracting out of service adversely impact labor and thereby increase the cost of operating service? If so, how can these inefficiencies be either avoided or minimized so as not to exacerbate the situation?

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• Is it reasonable to assume the private sector will be interested enough in contracting for a specific amount of service? Is there likely to be enough interest in the subject service to guarantee a truly competitive procurement?

Criteria for Deciding Whether to Contract for Bus Service

In the above sections, the CCCTA outlined its criteria for determining where there exist opportunities to consider contracting out for services. Once these opportunities are identified, the following criteria will be used to decide if contracting is economical to the Authority:

• Based on either formal proposals or quotations, the CCCTA will determine the lowest possible cost of privately operated local bus service.

• The CCCTA will develop specifications and requirements for private operator compliance to determine responsiveness to the CCCTA's call for interest. These specifications will include provisions that ensure that the contracted service is operated in a safe and reliable manner.

• The CCCTA will rely on its cost allocation model in evaluating contracting opportunities. Using this model, the CCCTA will determine its cost of operating the particular service under review. This analysis will include all costs identified in the model as well as any additional incremental costs not otherwise accounted for but directly related to the cost of contracting out the subject service.

• Based on the price data supplied above, an assessment of the responses to the CCCTA's solicitation of interest and the CCCTA's own costs, the County Connection will determine the relative rankings of each responsive party's costs. If it is found that a private provider can operate service for the CCCTA in accordance with the CCCTA technical, legal and financial specifications, at a cost that is at least 15-20 percent less than the CCCTA's cost, then the CCCTA's will attempt to negotiate a contract with such a provider.

149

Appendix A

Central Contra Costa Transit Authority Service Expansion Policy Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

SUBJECT: Service Expansion

POLICY: In April of 1991, CCCTA adopted a Policy on Service Expansions/Demonstration Projects which was general in nature, and which contained four elements addressing maximization of the existing system, financial planning and contributions by member jurisdictions, performance measures for new services, and demonstration project definitions.

In FY 2000, the Operations and Scheduling (O&S) Committee requested staff take another look at this area and develop a more comprehensive set of guidelines for service expansion that would set priorities and include definitions for service development.

Assumptions

1. The recommendations herein are consistent with CCCTA's Mission Statement.

2. All new service shall be subject to the productivity standards contained in CCCTA's Productivity Standards Policy for new service.

3. All new or improved service requested by private entities shall be fully subsidized by the private entity. This subsidy should include full subsidy of all operating cost, and any "lost opportunity cost" and capital cost (if possible). The costs shall be adjusted at least biannually to reflect the actual cost of providing the service.

4. All new service shall maximize opportunities for interlining and minimize deadhead and non-productive time and/or miles.

5. All new service assumes the availability of operating funds, whether public or private, and the availability of vehicles and human resources (drivers) to operate the service without negatively impacting existing service. No new service in any category shall be undertaken without adequate funds to continue the service for at least one full year, or, in the case of limited-time circulators, for the time period requested.

6. The priorities and assumptions herein apply only to general public services, and not to specialized service for ADA-eligible riders as provided by LINK.

7. The priorities listed below recognize improvements made in one priority area may also benefit users in another priority area (i.e., improvements for routes serving commuters may also benefit the transit-dependent).

8. The priorities below can include creative approaches to service provision, including the use of vans, flex-routing, subscription services, substitution of one type of service for another, and other approaches meant to maximize opportunities for productivity and to reduce operating 149 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

costs.

9. All service improvements are subject to a public hearing process and Board approval, except for minor adjustments as listed in Priority A. All service improvements must demonstrate they do not have opposition from a majority of the community they are intended to serve, including neighborhoods in which vehicles are proposed to operate.

10. Special event services are not included in this list of priorities, as they are not considered a type of service that competes for or strains the capital, human and financial resources of the CCCTA. These services are not operated regularly and are not operated during peak times. In all cases, they are also heavily subsidized by the venue for which the service is being provided.

Definitions

Circulator Service: Service which serves a single community, operates all day, and circulates between at least two major origins and destinations, one of which is a Central Business District or major shopping area. Circulators may also serve collector points, such as park and ride lots. Circulators may be short-term (holiday periods, for example) or ongoing. The overall goal of circulator service is to encourage the use of alternative transportation to reduce congestion and the demand for parking in the downtown business district.

Commute Service: Service scheduled to connect with BART during the morning (6 am to 8:30 or 9:00 am) and afternoon (4:00 pm to 6:30 or 7:00 pm) commute peaks which serve major employment centers or transit hubs, and which operates with limited stops, and headways no greater than 20 minutes. The overall goal of commute service is to reduce congestion and offer transit alternatives to single occupant vehicle (SOV) drivers.

Expanded Service: Changes to an existing route which involve the addition of more than one hour of new service, additional days of service, additional origins and/or destinations not covered by the existing route, and which may or may not require additional equipment and drivers to deliver. Those expansions, which do not require additional vehicles or drivers, would take precedence over those that do. Expanded service is often passenger-driven, and a higher priority will be given to expanded service, which responds to the needs of transit dependent users. Priority will also be given to service expansions included in one or more adopted planning documents (e.g., SRTP, Contra Costa County Welfare to Work Transportation Plan, CCTA Transportation Plan)

Fully-Subsidized: Service for which at least operating costs, based on the actual cost per hour and cost per mile from the prior year of the system as a whole, is paid by a third-party. Based upon availability of vehicles, the subsidy may also include a capital cost for vehicles.

High Demand: Average ridership of at least 28 passengers per hour or at least 2.5 passengers per revenue mile, or an average load factor which exceeds 70%. These averages exceed the system standard by at least 50%. 150 Appendix A – Central Contra Costa Transit Authority Service Expansion Policy

Minor Service Change: An adjustment to an existing route or routes which provides new or relocated stops, new or adjusted time points, small amounts of new service (i.e., less than one hour per day), reconfigurations which do not affect running time, and other small adjustments which do not require the addition of drivers or equipment to the route. Minor service changes are most often passenger and/or operator driven.

New Service: Service which does not take the place of a discontinued service and which does not duplicate existing service, or which serves a new area or new origins/destinations not currently served, or which is subsidized by the requesting sponsor and/or new funds available.

Private Entity: Any business, agency, government body, organization, company, or corporation which is not a member of the CCCTA joint powers agency.

Productivity Standards Policy: The Productivity Standards Policy adopted by the CCCTA Board of Directors on December 21, 1995.

School Service: Added buses at school start and dismissal times which operate on school days only. Schedules are developed to coordinate with school bell times. Service is open to the general public, but tends to carry heavy loads of middle school and high school students for one or two AM and PM peak trips. The overall goal of school service is to offer student transportation for schools, which do not have "yellow school bus" service.

Transit Dependent: Adult riders paying cash fare to ride, or using a regular 20- or 40-ride punch pass, and seniors and disabled riders as defined on operator trip cards. Through periodic onboard surveys (every three years), transit dependency will be further defined by income, availability of a vehicle to make the trip, and availability of a valid driver's license.

Priorities A. Minor Service Changes to Existing Routes that do any of the following without adding more vehicles or drivers. • Improves on-time performance. • Adjusts time points within the schedule. • Adds time (not more than one hour) at the beginning or end of the day, or midday by extending a run, which would otherwise go out of service. • Adds new stops along an existing route.

Adjusts routing to better serve new or relocated trip generators without jeopardizing existing productive portions of the route or reducing headways.

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• Splits a route into two pieces to make it more direct without increasing total revenue hours. • Adjusts BART meet times to reduce wait times for BART/bus transfers. • Adjusts running time by utilizing existing layover or recovery time. • Improves safety (pedestrian access, vehicle access).

These service changes will be done at the discretion of staff, within existing budgeted resources, and consistent with bid change dates if the change affects a run cut.

B. Improvements to Existing Routes Which Show High Demand (in priority order)

• Increasing frequency (reduced headways). • Extending hours of operation (beyond one hour) earlier or later based on demand. • "Layering" express service over high demand routes which have an end-to-end running time of more than 45 minutes. • Adding Sunday service. • Restructuring a route to make it more productive by (any one of the following) • Serving new trip generators/eliminate non-productive route segments • Using fewer vehicles to deliver same level of service • Improving on time performance.

These improvements generally require additional resources in the form of vehicles, drivers and funding. Those improvements, which can be accomplished without additional drivers or vehicles, will take priority over those that do.

Improvements listed in planning documents will receive priority.

Improvements, which use other than CCCTA funds, will receive priority (for example, welfare to work funds to add Sunday service or extended hours).

C. Improvements to Commute Service including but not limited to: • Service requested by private entities, which pay the cost for providing such service. Priority will be given to fully-paid costs including capital. Second priority to fully-paid operating and lost opportunity cost, third priority to fully-paid operating cost, and fourth priority to partially-paid operating cost only if it is determined by the Board that the overall communities benefit justifies an investment of CCCTA funds. These 152 Appendix A – Central Contra Costa Transit Authority Service Expansion Policy

services could include any of the following: • Development of direct express service in cooperation with other regional providers to work sites, which are now poorly-served, and for which at least partial funding is available. This includes commute service for persons transitioning from welfare to work. • Shuttles to/from BART or other rail to key trip generators/collectors (employment sites, park and ride lots, etc) where demand is fully documented. • Late evening shuttles from BART to neighborhoods or key collector points using smaller vehicles.

D. New Circulator Service • As requested by member-jurisdictions where operating costs are at least 80% subsidized by the member jurisdiction or other third party if fares are to be charged, and 100% subsidized if circulator is free.

E. New School Service • Where service can be interlined with an existing route • Where access/egress and boarding locations are not a safety issue • Where no new drivers or vehicles are needed to do so OR • Where the School District (or other third party) pays for additional drivers and/or vehicles needed to provide the service

DATE OF ADOPTION: August 17, 2000

153

Appendix B

Central Contra Costa Transit Authority Equity Methodology Recommendation

Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Equity Methodology

Background: Service equity has been a major issue at the County Connection. The Authority is comprised of ten incorporated communities and a significant unincorporated area. There is an interest in making sure service is allocated fairly in the County Connection service area. There are conflicting goals to provide service based on TDA tax revenue or provide service based on existing demand or provide service based on demographic need. The initial study of this topic looked only at population to determine service equity which is how the Contra Costa County TDA revenue is allocated to transit agencies. The problem with just looking at population to guide transit service decisions is the issue that transit demand and need is not just an issue of total population. This is similar to how the need for school construction cannot be measured by only total population; it needs to at least consider age demographics. This discussion has included the concern that service be based on tax revenue but also be influenced by usage and need. After looking at a variety of methods for distributing service it was decided that population, employment, residential density and demographic factors should be used to evaluate the distribution of service.

Service Equity Factors: The following factors will be used in the equity analysis. Share of total population, share of total jobs, share of high density residential development, share of low-income population, and share of combined youth, senior and disabled population. The data used is from 2007 ABAG and State of California estimates. The data for the ten incorporated cities includes the surrounding unincorporated area. The Alamo/Blackhawk area is treated as an additional jurisdiction. The population of communities outside the County Connection service area is not counted in this process. Revenue Hours of Service is the measurement of transit service provided. Revenue hours of service outside the County Connection service area were not included in this process. For example, service to Dublin/Pleasanton BART mainly benefits people living or working in San Ramon, and Danville but this service was not included in the revenue hours of service calculations. Due to the location of BART stations, some of the revenue service hours included in the Concord, Pleasant Hill and Walnut Creek totals were the result of sending buses from neighboring cities to the nearest BART station. Service to major traffic generators also influences the distribution of transit service hours. Examples of this include Diablo Valley College leading to higher service hours in Pleasant Hill, and Sun Valley Mall leading to higher service hours in Concord and Pleasant Hill. All the factors used in the equity study are based on the percent of the County Connection totals.

Population Share: This factor allocates transit service based on the population of the jurisdiction. To some degree the number of transit passengers is a function of total population. Concord (26.4 percent) has the largest population in the County Connection service area, followed by Walnut Creek (16.7 percent) and San Ramon (10.7 percent).

154 Appendix B – Central Contra Costa Transit Authority Equity Methodology Recommendation

Population Share

30.0%

26.4%

25.0%

20.0%

16.7%

15.0%

10.7% 10.0% 9.2% 8.9% 8.3%

5.1% 5.3% 5.0% 3.4% 3.7% 2.3%

0.0%

Population

155 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Employment Share: This factor considers the share of County Connection service area jobs in each jurisdiction. A community with a large number of jobs will generate more transit trips than a community with a fewer number of jobs.

Jobs generate trips and a portion of these trips will be on transit. There is a benefit to a community if a large percentage of work trips are made on transit even if these transit trips are made by people living outside of the community. Part of this benefit is reduced traffic congestion in the community where the jobs are located. Concord (26.5 percent) has the largest share of jobs in the County Connection service area, followed by Walnut Creek (24.4 percent) and San Ramon (15.8 percent).

Employment Share

30.0%

26.5%

25.0% 24.4%

20.0%

15.8% 15.0%

10.0% 8.6% 7.1% 5.9% 5.0% 4.5% 2.1% 2.0% 2.4% 0.6% 0.0%

Jobs

156 Appendix B – Central Contra Costa Transit Authority Equity Methodology Recommendation

Residential Density Share: This factor considers the number of households located in developments of three or more units or located in mobile homes. The result is a factor that considers the share of higher residential density development in each member jurisdiction of the County Connection service area. Concord (33.4 percent) has the greatest share of higher density residential development followed by Walnut Creek (32.3 percent) and San Ramon (13.1 percent).

2Plus Units and M obile Homes 35.0% 32.4% 32.3%

30.0%

25.0%

20.0%

15.0% 13.1%

10.0% 8.8%

6.4%

5.0% 3.4% 2.2% 1.6% 0.6% 0.3% 0.1% 0.0%

2Plus Unit s and Mobile Homes

157 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Low-Income Population Share: Low-income individuals tend to be more dependent on public transportation. This factor is designed to provide more service to those with few other transportation options. For this indicator, the percentage of households in the County Connection service area with an income of less than $15,000 per year was allocated by member-jurisdiction. Concord (40.2 percent) has the greatest share of the households with an income under $15,000, followed by Walnut Creek (19.3 percent) and Martinez (12.2 percent).

Income Under $15K

45.0%

40.2% 40.0%

35.0%

30.0%

25.0%

19.8% 20.0%

15.0% 12.2%

10.0% 9.3%

4.9% 5.0% 3.8% 3.5% 2.5% 1.8% 1.2% 0.8% 0.0%

Se r i e s1

158 Appendix B – Central Contra Costa Transit Authority Equity Methodology Recommendation

Senior, Youth, and Disabled Population Share: This factor combines the senior population (65 and over), youth population (10 to 19), and the disabled population (ages 21 to 64). These groups tend to be transit-dependent. Concord (29.2 percent) has the largest share of this group followed by Walnut Creek (19.3 percent) and Martinez (8.7 percent). The first graph shows the combined numbers for these three groups.

Senior, Youth, and Disabled

35.0%

30.0% 29.2%

25.0%

19.8% 20.0%

15.0%

10.0% 8.7% 7.9% 7.7% 8.0%

5.0% 5.0% 4.1% 3.6% 3.9% 1.9%

0.0%

Se r i e s1

The following graph illustrates each group separately along with the general population share of each area. Note the impact of the large senior population of Walnut Creek and the large disabled community of Concord.

159 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Senior, Youth, Disabled & Population Share

45.0%

40.0%

35.0%

30.0%

25.0%

20.0%

15.0%

10.0%

5.0%

0.0%

K D ILL ILLE ETTE AGA T H NCOR NV AY OR CKHAW ORINDA CLAYTON CO DA M LA LAF MARTINEZ ASAN NUT CREEK SA N RAM ON L PLE WA MO-B LA A

Age 65 & over Age 10-19 Disabled Population

160 Appendix B – Central Contra Costa Transit Authority Equity Methodology Recommendation

Un-weighted Combined Score: A combined score was developed by giving each of the equity factors equal weight. Compared to a method just using population, Alamo/Blackhawk, Clayton, Danville, Lafayette, Moraga, Orinda, and San Ramon had their score reduced by the demographic, employment, and density factors. Concord and Walnut Creek had their score increased by the demographic, employment, and density factors. The composite scores for Martinez and Pleasant Hill were consistent with their respective population shares.

Population and Composite Score

35.0% 30.9% 30.0% 26.4% 25.0% 22.6%

20.0% 16.7%

15.0%

10.7%10.5% 9.2% 8.9% 9.0% 10.0% 8.3% 8.2% 5.8% 5.1% 5.3% 4.3% 5.0% 3.4% 3.7% 2.6% 2.3% 2.5% 2.6% 1.1%

0.0%

Z D A A N EK ON R G ILL O E AWK T A IND H R H Y TINE R R M A R O O C CK CL M RA CONCO DANVILLE LAFAYETTE MA LA LNUT -B SA N PLEASANT WA MO LA A

Population Share Co m p o si t e Sco r e

Equi t y Scor e s

45.0% 40.0%

35.0%

30.0%

25.0%

20.0%

15.0%

10.0% 5.0%

0.0%

K N D E A LL N W O R TTE I O EK T E AGA H E Y CO R IND M CR A N NVILL R NT L A O A C CO D MO S N RA LAFAY MARTINEZ A E SA PL WALNUT LAMO-BLACKHA A

Population Share Jobs Share 3-Plus Units & Mobile Homes Income Under $15K Senior, Youth & Disabled Composite Score

161 Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Evaluation of Equity Results: The revenue hours of service for each jurisdiction were compared to the equity factor score. The revenue hours of service allocation was updated to separate out the Alamo/Blackhawk area and assign other unincorporated areas to the adjacent cities. The allocation is based on percentage of local street miles each route is in each community. This percentage of local street miles is applied to the annual revenue service hours for each route. The result is an indicator of the revenue service hours operated in each community.

Route 8, The Monument Community Shuttle, is included in this evaluation. Route 104 the downtown Walnut Creek shuttle bus is included in these totals though it is heavily subsidized by the City of Walnut Creek. Other subsidized services including service to Bishop Ranch are allocated to the communities they serve.

The equity evaluation results are shown in the table below. Almost all the communities are now served within 2 percent of their equity scores. All the gaps between service levels and equity scores can be attributed to the location of major traffic generators (Broadway Plaza, Sun Valley Mall, Diablo Valley College) and transit centers at major BART stations (Concord, Pleasant Hill, and Walnut Creek).

Equity Score 35.0% 32.4% 30.9% 30.0%

25.0% 24.1% 22.6%

20.0%

15.0% 12.0% 10.5% 10.0% 9.0% 8.0% 8.2% 8.5%

5.8% 5.0% 4.3% 3.1% 3.2% 3.1% 2.6% 2.5% 2.6% 2.0% 1.8% 1.9% 1.1%

0.0%

Co m b i n ed Eq u i t y Sco r e Rev Hours of Service

162 Appendix B – Central Contra Costa Transit Authority Equity Methodology Recommendation

Recommendations/ Next Steps: This evaluation shows current County Connection service is allocated in an equitable manner. Past policies of maintaining service coverage while adjusting service levels based on productivity has resulted in a generally equitable distribution of service.

County Connection should continue to use the equity standards developed in this report to monitor service equity. Future software and hardware improvements should make it easier to track revenue service hours and transit ridership by sub area. This procedure combined with the County Connection Service Expansion Policy, Federal Title VI reporting, and fixed-route performance standards should continue to ensure equitable service levels for the communities that comprise the County Connection.

The goal of service equity must be kept in perspective. County Connection usage and demand is not a function of city limits or jurisdictional boundaries. There is a need for connectivity within the County Connection service area that is more important to County Connection passengers and the public than a perfect equity balance.

If the final result of an equity standard is a route structure that requires transfers at city limit lines or that places routes on the freeway to avoid over serving an individual city, or fails to serve major traffic generators in over served cities, or reduces service to certain BART stations to keep service hours within an artificial level, County Connection would fail as a transit system designed to provide quality service to the people of its service area.

163

Appendix C

Central Contra Costa Transit Authority Draft Board Resolution

COMPLETION OF THIS SECTION IS PENDING THE ADOPTION OF THIS DOCUMENT BY THE CCCTA BOARD OF DIRECTORS

164

Appendix D

Metropolitan Transportation Commission Lifeline Transportation Program Guideline — select pages

Appendix D – Metropolitan Transportation Commission Lifeline Transportation Program Guideline – select pages

Date: December 21, 2005 MTC Resolution No. 3726 Page 1 of 5

Lifeline Transportation Program Guideline GUIDING PRINCIPLES FOR COUNTY LIFELINE PROGRAMS FY 2005-06 through FY 2007-08

Program Goals: The county programs are established to fund projects that result in improved mobility for low-income residents of the nine San Francisco Bay Area counties, and are expected to carry out the following regional Lifeline Program goals:

The Lifeline Program supports community-based transportation projects that:

• Are developed through a collaborative and inclusive planning process that includes broad partnerships among a variety of stakeholders such as public agencies, transit operators, community-based organizations and other community stakeholders, and outreach to underrepresented stakeholders. • Address transportation gaps and/or barriers identified through a Community- Based Transportation Plan (CBTP), countywide or regional Welfare-to-Work Transportation Plan, or are otherwise based on a documented assessment of needs within the designated communities of concern. Findings emerging from one or more CBTPs may also be applied to other low-income areas, or otherwise be directed to serve low-income constituencies within the county, as applicable. • Improve a range of transportation choices by adding a variety of new or expanded services including but not limited to: enhanced fixed route transit services, shuttles, children's programs, taxi voucher programs, improved access to autos, capital improvement projects. Transportation needs specific to elderly and disabled residents of low-income communities may also be considered when funding projects.

Program Administration: MTC recommends the Lifeline Program be administered by the Congestion Management Agencies (CMAs)I for a minimum of three years (FY 2005-06 through FY 2007-08). At a CMA's discretion, and with concurrence by MTC, a countywide entity other than or in addition to the CMA may administer the program. That entity must either be an eligible recipient of respective Lifeline Transportation fund sources, or capable of serving as fiscal agent to administer program funds, and otherwise meet program expectations as described

I Alameda County Congestion Management Agency Contra Costa County Congestion Management Agency San Francisco County Transportation Authority Marin County TAM Napa County Transportation Planning Agency San Mateo City-County Association of Governments Santa Clara Valley Transportation Authority Sonoma County Transportation Authority Solano Transportation Authority

165

Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

in these program guidelines. In Santa Clara County, the county and the Valley Transportation Authority (VTA) will enter into a joint agreement for administration of the Lifeline Program.

MTC requests receipt of written documentation no later than September 30, 2005 from the CMA governing board either agreeing to the terms outlined in the guidelines for administering the program, or identification of stakeholders and partners representing non-transit constituencies such as county social service agencies and community based organizations recommended to administer the program in lieu of the CMA. That countywide entity will likewise submit notification to MTC of its interest and willingness to administer the program consistent with these guidelines, for the Commission's consideration and approval. Absent this documentation, MTC will hold the county's lifeline funding in reserve until such time a local agreement is reached.

Prior to completion of the three-year period MTC, in consultation with CMAs or other project administrators and other program stakeholders, will conduct an evaluation to assess program results, and to recommend a long-term strategy for administration of the Lifeline Program.

All interim lifeline funds will be available for direct services, and not used to cover costs that may be incurred by the CMAs or other countywide agency in administering this program.

Multi-Year Programming: MTC staff recommends that a one-time multi-year programming cycle will be conducted to select eligible lifeline transportation projects. At a county's discretion, however, that county's Lifeline Transportation funds may be reserved for future programming.

Competitive Process: For the county programs, funds must not be allocated by formula to subareas within the county. Projects must be selected consistent with the findings of a CBTP, countywide regional welfare-to-work plan or other documented assessment of needs within the designated communities of concern. Where plans have not been completed, projects will be selected through an open, competitive process in order to fund those projects that best exemplify the program principles and result in the greatest community benefit.

Grant Application: To ensure a streamlined application process for sponsors, a universal application form (or standard format and content for project proposals) will be developed jointly by MTC and CMA staff, but may be modified as appropriate by the CMAs or countywide administering agency for inclusion of county-specific grant requirements. The "call for projects" for the county programs should be coordinated as closely as possible.

Program Match: A local match of a minimum of 20% of the total program cost is required; new Lifeline Transportation Program funds may cover a maximum of 80% of the total project cost. Project sponsors may use other local funding sources (Transportation Development Act, operator controlled State Transit Assistance, local sales tax revenue, etc.) to meet the minimum 20% matching fund requirement. In addition, the required match can include other non-Department of Transportation (DOT) federal funds. Eligible sources of non-DOT federal funds include: Temporary Assistance to Needy Families (TANF), Community Services Block Grants (CSBG) and Social Services Block Grants (SSBG) administered by the US Department of Health and Human Services, Community Development Block grants (CDBG) and HOPE VI grants

Appendix D – Metropolitan Transportation Commission Lifeline Transportation Program Guideline – select pages administered by the US Department of Housing and Urban Development (HUD). Grant funds from private foundations may also be used to meet the match requirement, and in-kind costs associated with oversight of the project may also be considered to meet the match requirement.

Evaluation Criteria: Standard evaluation criteria will be jointly developed by MTC and CMA (or other countywide administering agency) staff for use in selecting projects. Additional criteria may be added to the county program but should not replace or supplant the regional criteria. Each county will appoint local representatives representing a range of stakeholders to score and select projects, and each county will assign local priorities for project selection. MTC staff will review the proposed county program criteria to ensure consistency and to facilitate coordination among county programs.

Project Selection/Draft Program of Projects: The CMAs (or other countywide administering agency) shall provide an opportunity for outside interests and organizations (e.g., local department of social services, transit agencies and other transportation service providers, local community- based organizations, etc.) to assist in developing and/or to comment on a proposed list of projects to fund. A list of participants in the CBTP processes or other prior lifeline related activities will be provided to the project administrator for their consideration.

In funding projects, preference will be given to strategies emerging from the local CBTP process, if completed, or from a countywide regional welfare-to-work or other documented assessment of need within the designated communities of concern Regional lifeline funds should not supplant or replace existing sources of funds. Lifeline funds may be used for either capital or operating purposes. Eligible operating projects, consistent with requirements of funding sources, may include (but are not necessarily limited to) new or enhanced fixed route transit services, restoration of lifeline-related transit services eliminated due to budget shortfalls, shuttles, children's programs, taxi voucher programs, improved access to autos, etc. Inter-county projects may also be funded, if two or more counties wish to jointly plan for and fund such a project. CMA or countywide administering agency will consider the project sponsor's ability to sustain ongoing funding beyond the initial grant funding.

Capital projects that do not require ongoing funding are encouraged. Examples of eligible capital projects include (but are not necessarily limited to) purchase of vehicles, provision of bus shelters, benches, lighting, sidewalk improvements or other enhancements to improve transportation access for residents of low-income communities.

Transportation needs specific to elderly and disabled residents of low-income communities may also be considered when funding new programs.

Funding: Fund sources available for the interim 3-year funding period include CMAQ, JARC and STA funds, as shown in Table A. Funding amounts will be assigned to each county, based on that county's share of poverty population, consistent with the estimated distribution outlined in Table A. MTC will confirm project/applicant eligibility, and assign appropriate fund source for each project. If CMAQ or JARC funds are used, MTC will program the project into the TIP. If STA funds are used, MTC will either allocate funds directly to transit agency or other eligible entity, as applicable, or will enter into a funding agreement with the CMA or other countywide Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan administering entity for transfer of the funds to the project sponsor through a funding agreement. Projects funded must meet the eligibility requirements of the respective source of funds.

Project Delivery: All projects funded under the county programs will be subject to MTC obligation deadlines and project delivery requirements. All projects will be subject to a "use it or lose it" policy. Should there be a balance of non- programmed lifeline funds from a county's fund share after conducting the call for project/project selection process, an equivalent amount of funds would be reserved for the respective county for reprogramming to other Lifeline related investments at a future date.

Policy Board Adoption: Projects recommended for funding must be submitted to and approved by the respective governing board. The appropriate governing board shall resolve that approved projects not only exemplify Lifeline Program goals, but that the local project sponsors understand and agree to meeting all project delivery and funding match and obligation deadlines.

Project Oversight: The CMAs or equivalent countywide agency will be responsible for oversight of projects funded under the county programs and ensuring projects meet MTC obligation deadlines and project delivery requirements. In addition, the CMA or other administering entity will ensure, at a minimum, that projects substantially carry out the scope described in the grant applications. All scope changes must be fully explained and must demonstrate consistency with Lifeline Program goals.

CMAs or other program administrators are responsible for programmatic and fiscal oversight of new lifeline projects. As part of the Call for Projects, applicants will be asked to establish project goals, and to identify basic performance indicators to be collected in order to measure the effectiveness of the program projects. At a minimum, performance measures for service-related projects would include: documentation of new "units" of service provided with the funding (e.g. number of trips, service hours, workshops held, car loans provided, etc.), cost per unit of service, and a quantitative summary of service delivery procedures employed for the project. For capital- related projects, project sponsor is responsible to establish milestones and report on the status of project delivery.

Program Evaluation: MTC, in consultation with CMAs or other countywide program administrator will conduct a program evaluation to report on the results of the program, and to recommend future funding and programmatic oversight for the $216 million dedicated to the program as part of the Transportation 2030 Plan. The cost to administer the program will be considered as part of the program evaluation to be conducted upon completion of the three-year cycle.

168 Appendix D – Metropolitan Transportation Commission Lifeline Transportation Program Guideline – select pages

Lifeline Transportation Program Estimated Budget FY 2005-06 through FY 2007-08

Interim Lifeline Source of Funds Amount Transportation Program Fund Source First and Second Cycle Funds originally programmed to the 4,045,000 CMAQ Funding Regional Express Bus Program (now funded through RM2) FY 2005-06 STA Regional 1) Excess Generations from FY 2004- 5,569,862 Discretionary Program 05; 2) Funds originally slated for TransLink® (now funded through RM2) FY 2006-07 and FY 2007-08 Funds set-aside to fund the LIFT 2,000,000 STA Regional Discretionary program — now shifted to Lifeline Program Transportation initiative. Urbanized-Area JARC funds New JARC funds through SAFETEA- 6,618,094* FY 2005-06- 07-08 LU; MTC designated recipient for urbanized area funding TOTAL $18,232,956 *JARC Funds for FY 2007 and FY 2008 are subject to a new coordinated planning requirement still under development by FTA.

Estimated Funding Target per County FY 2005-06 through FY 2007-08 County % poverty population 3 year LTP funding Target Alameda 27.4% 4,995,831 Contra Costa 12.5% 2,279,120 Marin 2.7% 492,290 Napa 1.7% 309,961 San Francisco 15.1% 2,753,176 San Mateo 7.1% 1,294,540 Santa Clara 21.7% 3,956,550 Solano 5.5% 1,002,812 Sonoma 6.3% 1,148,676 TOTAL 100% $18,232,956 * Based on federal poverty levels reported in 2000 US Census

Note: These are estimates intended for planning purposes only. Actual allotment of funds may differ than those indicated above, based on assignment of funding to eligible projects. These estimates do not include an additional $1,346,441 in small and non-urbanized JARC funds available to the region that will be administered by Caltrans. Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

Metropolitan Transportation Commission Programming and Allocations Committee

January 11, 2006 Item Number 3c Resolution No. 3726, Revised

Background: Subject: Revised Lifeline Transportation Program Guidelines and Budget.

Last month, the Commission adopted MTC Resolution 3726, which incorporates program guidelines for the Lifeline Transportation Program (LTP) for a three-year period. The LTP is intended to result in improved mobility for low-income residents of the Bay Area, and will be overseen at the local (countywide) level. In March, project sponsors will issue a Call for Projects to solicit projects consistent with these guidelines.

As indicated in Attachment A of Resolution 3726, funding for the program is comprised of federal Congestion Mitigation Air Quality (CMAQ) and Job Access and Reverse Commute (JARC) funds, and State Transit Assistance (STA) funds. Originally, the budget reflected a proposed distribution of each source of funds to counties based on that county's overall share of the poverty population. Subsequently, staff has received clarification from the Federal Transit Administration (FTA) regarding the use of JARC funds that would not support a specific allocation to each county, because projects are expected to be selected through a competitive process to ensure they are consistent with program guidelines.

Staff therefore has revised Attachment A to remove fund specific assignments by county, more accurately reflecting the following funding approach: • JARC funds will be "pooled" regionally with other sources of funds. • Applicants for LTP funds will submit requests for funding to their respective county, without specifying the source of funds for any particular project. • Each county will be assigned an overall "target" share of the regionally pooled LTP funds based on that county's share of poverty population. However, this target will not further stipulate specific shares of individual fund types. Within that target, counties, through a process that includes the participation of relevant stakeholders, will select projects through a competitive process that ranks them according to regionally developed criteria. • Once projects are competitively selected at the local level, MTC will match requests to respective fund sources among all nine counties, based on the project's ability to meet the stated criteria as well as fund eligibility, not its geographic location. Appendix D – Metropolitan Transportation Commission Lifeline Transportation Program Guideline – select pages

Lifeline Transportation Program Estimated Budget FY 2005-06 through FY 2007-08

Interim Lifeline Transportation Program Amount Fund Source CMAQ 4,045,000 FY 2005-06 STA Regional Discretionary 5,569,862 Program FY 2006-07 and FY 2007-08 STA Regional 2,000,000 Discretionary Program Urbanized-Area JARC funds 6,618,094* FY 2005-06- 07-08 TOTAL $18,232,956 *JARC Funds for FY 2007 and FY 2008 are subject to a new coordinated planning requirement still under development by FTA.

Estimated Funding Target per County FY 2005-06 through FY 2007-08 County % poverty population 3 year LTP funding Target Alameda 27.4% 4,995,831 Contra Costa 12.5% 2,279,120 Marin 2.7% 492,290 Napa 1.7% 309,961 San Francisco 15.1% 2,753,176 San Mateo 7.1% 1,294,540 Santa Clara 21.7% 3,956,550 Solano 5.5% 1,002,812 Sonoma 6.3% 1,148,676 TOTAL 100% $18,232,956 * Based on federal poverty levels reported in 2000 US Census

Recommendation: Refer MTC Resolution No. 3726, revised to the Commission for approval. Attachments: MTC Resolution No. 3726, Revised.

Glossary

Abbreviations & Acronyms

Central Contra Costa Transit Authority FY08-17 Short Range Transit Plan

GLOSSARY

ABAG - ASSOCIATION OF BAY AREA GOVERNMENTS: The regional agency responsible for regional planning other than for transportation. ABAG is also responsible for development of population forecasts.

AB434: Assembly Bill 434 gives authority to the Bay Area Quality Management District (BAAQMD) to allocate vehicle registration funds collected by the State for the support of programs which encourage a reduction in the number of single occupancy vehicle trips within the Bay Area in order to assist in the improvement of Bay Area air quality.

ACE (Altamont Commuter Express): A commuter train service linking Stockton and San Jose.

ADA - AMERICANS WITH DISABILITIES ACT: Federal civil rights legislation for disabled persons passed in 1990; calls on public transit systems to make their services more fully accessible as well as to provide parallel paratransit service.

ADT - AVERAGE DAILY TRAFFIC: Refers to the average daily traffic volume on a segment of roadway.

A&F – ADMINISTRATIVE & FINANCE COMMITTEE: Oversees the administrative, financial and budgetary aspects of the Authority; institutes the appropriate methods and procedures to ensure fiscal accountability. Performs as political liaison with other agencies and groups. Provides recommendations to the full Board.

APC – AUTOMATIC PASSENGER COUNTING: Electronic system used to count transit passengers.

APTA – AMERICAN PUBLIC TRANSIT ASSOCIATION: A well recognized and respected international lobbying and research organization for transit operators.

APTS – ADVANCED PUBLIC TRANSPORTATION SYSTEMS. See IVHS.

ASC – ACCCESSIBLE SERVICES COMMITTEE: This Committee advises the CCCTA Board of Directors on issues, policies and concerns regarding the Authority's transit services as they relate to seniors and people with disabilities.

AVL – AUTOMATED VEHICLE LOCATION: AVL is the term used to describe tracking vehicles in 'real-time' via global positioning satellites. This ability provides wide-ranging opportunities across numerous transportation related activities. Among these include the ability to provide 'real-time' schedule information and trip planning for transit operators and users.

AVR – AVERAGE VEHICLE RIDERSHIP: The ratio of all people traveling by any mode. Typically, AVR is expressed as the 'average number of persons per vehicle' and is also used as an index to relate the effectiveness of alternative transportation in an area or along a travel corridor. The higher the AVR, the better in terms of addressing energy consumption, air pollution, and

172 Glossary

congestion.

BAAQMD – BAY AREA AIR QUALITY MANAGEMENT DISTRICT: The regional agency created by the state legislature for the Bay Area air basin (Alameda, Contra Costa, half of Solano, half of Sonoma, Marin, Napa, San Francisco, San Mateo, Santa Clara counties) that develops, in conjunction with MTC and ABAG, the air quality plan for the region. BAAQMD has an active role in approving the TCM (see definition) plan for the region, as well as in controlling stationary and indirect sources of air pollution.

BART – BAY AREA RAPID TRANSIT: A commuter rail service serving the San Francisco Bay Area.

BTR – BRIDGE TOLL REVENUES: A regional fund supported from toll bridge receipts. This fund is administered by the Metropolitan Transportation Commission and is used by CCCTA predominately to supply the 20 percent local match to federal capital funds.

BTCC – BUS TRANSIT COORDINATING COUNCIL: Consisting of AC Transit, ECCTA, WCCTA, and CCCTA. BTCC is the advisory to the CCTA on transit issues.

CAA – CLEAN AIR ACT (AKA FCAA or CCAA): Federal legislation that sets national air quality standards; requires each state with areas that have not met federal air quality standards to prepare a State Implementation Plan (SIP). Establishes new air quality requirements for the development of metropolitan transportation plan and programs.

CAC – CITIZENS ADVISORY COMMITTEE: This committee is charged with the responsibility of acting as advisors to the CCCTA Board of Directors and disseminators of information to their representative communities.

CALTRANS - CALIFORNIA DEPARTMENT OF TRANSPORTATION: Responsible, as the owner/operator of the state highway system for its safe operation and maintenance. Proposes projects for intercity rail, inter-regional roads, and sound walls in the Proposed State Transportation Improvement Program (PSTIP) (see definition ). Also responsible for the SHOPP (see definition), toll bridge, and aeronautics programs. The Traffic Systems Management Program (TSM) (see definition) and state/local partnership programs are administered by CALTRANS. CALTRANS is the implementing agency for most state highway projects, regardless of program, and for the inter-city rail program.

CARB – CALIFORNIA AIR RESOURCES BOARD: The state agency responsible for adopting state air quality standards, establishing emissions standards for new cars sold in the state and overseeing activities of regional and local air pollution control agencies.

CATS – COOPERATING AREA TRANSIT SYSTEMS: CATS is actively involved in a number of inter-agency projects including coordinated fare structures, inter-system transfer arrangements and feasibility analyses of functional consolidation or integration such as for public telephone information centers.

CCTA – CONTRA COST TRANSORTATION AUTHORITY: The county-wide Congestion

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Management Agency and Administrator of Measure C funds.

CMA – CONGESTION MANAGEMENT AGENCY: A county-wide organization responsible for preparing and implementing the county's CMP. The CMA can be a new or existing public agency designated by the county's cities and Board of Supervisors. CMAs came into existence as a result of state legislation and voter approval of Prop 111 in 1990.

CMP – CONGESTION MANAGEMENT PROGRAM: A multi-jurisdictional program to reduce traffic congestion. A CMP sets performance standards for roadways and public transit and shows how local jurisdictions will attempt to meet those standards through TDM strategies and capital improvement programs. A CMP is necessary in order to qualify for certain funds made available through the state gas tax increase authorized in 1990.

CMAQ – CONGESTION MITIGATION AND AIR QUALITY PROGRAM: Money set aside by Intermodal Surface Transportation Efficiency Act (ISTEA) and continued with the Transportation Efficiency Act of the Twenty-First Century (TEA-21) for projects and activities that reduce congestion and improve air quality in regions not yet attaining federal air quality standards.

DBE – DISADVANTAGED BUSINESS ENTERPRISE: Small business firm owned and controlled by socially and economically disadvantaged individual(s).

DEADHEAD: Refers to the time, or amount of time, when a bus is traveling from one place to another and is not in service, i.e., not picking up or discharging patrons.

DIRECT COSTS: Those operating costs that relate directly to the amount of service supplied and vary with it.

DOT – U.S. Department of Transportation.

ECCTA – Tri-Delta Transit.

FARE ELASTICITY: The relative responsiveness of transit ridership levels to changes in fare charged for transit service. Increases in the fare levels generally lead to decreases in ridership.

FHWA – Federal Highway Administration.

FIXED COSTS: Those operating costs that are incurred irrespective of the amount of service supplied.

FLEX-VAN SERVICE: The use of vans operating on a route-deviation or demand-responsive basis in a select geographic area. Provides service to the general public on an advance reservation or point- deviation basis.

FTA - FEDERAL TRANSIT ADMINISTRATION: The Federal Transit Administration is the Federal agency which CCCTA seeks a large part of it funding to support capital projects. FTA also supports paratransit operations.

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FTA SECTION 5303 FUNDS: Operating funds provided by the federal government through the Federal Transit Administration (FTA). Made available through Section 5303 of the Urban Mass Transportation Act of 1972, Section 5303 funds are available for planning components of the operating budget, only, such as development of the Short Range Transit Plan.

FTA SECTION 5307 CAPITAL FUNDS: Funds provided by the federal government through the Federal Transit Administration (FTA). Made available through Section 5307 of the Urban Mass Transportation Act of 1964. In areas having a population of greater than 200,000, Section 5307 funds are only available to support capital purchases only. FTA Section 5307 capital funds must be matched with local funds on an 80 percent federal - 20 percent local basis. CCCTA generally uses toll bridge revenues for its local match to Section 5307 capital funds.

FTA SECTION 5309: Funds provided by the federal government through the Federal Transit Administration (FTA). These funds are typically referred to as 'earmark' funds to support large capital projects.

FULLY-ALLOCATED COSTS: All costs (both direct and fixed) that relate to the operation of bus service.

GEBROC -- GREATER EAST BAY RAIL OPPORTUNITIES COALITION: A group formed under a Joint Powers arrangement, composed of Alameda, Contra Costa and Solano counties, along with the congestion management agencies of those counties, to study a number of rail corridor issues in the Bay Area. The purpose of this group is to identify, evaluate and prioritize opportunities for rail and/or mass transit facilities for East Bay counties, to develop a comprehensive plan for development of new or expanded rail mass transit facilities in those communities, and to develop funding strategies to finance these facilities.

HOV – High Occupancy Vehicle

ISTEA – INTERMODAL SURFACE TRANSPORTATION EFFICIENTY ACT: This Act make two funding programs available to transit, The Surface Transportation Program (STP) funds and the Congestions Mitigation and Air Quality Program (CMAQP). It emphasizes diversity and balance of transportation modes as well as the preservation of existing systems over construction of new facilities, especially roads.

IT – Information Technology (formerly MIS) .

JEPA – Joint Exercise Powers Agency.

LAYOVER TIME: The extra time scheduled between the vehicle arrival and departure times at a terminal to ensure on-time operation. This time is used to allow buses to get back onto schedule; also called recovery time.

LONP – Letter of No Prejudice

LOS – LEVEL OF SERVICE: The amount of bus service on a route during a certain period of time. Level of service relates directly to the frequency of bus service.

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LIFELINE TRANSPORTATION NETWORK: An MTC initiative to enhance low-income residents' access to key destinations such as job centers, government buildings and medical facilities during both peak commute periods and off-peak hours.

LINK: Provides dial-a-ride services for and people with disabilities in Central County. This door- to-door advance reservation service was created in 1990, and is ADA parallel paratransit services for CCCTA.

LIFT-LOW-INCOME FLEXIBLE TRANSPORTATION: An MTC program that provides financial assistance for services to help low-income residents get to and from work and other locations.

MEASURE C: One-half cent sales tax approved by Contra Costa County voters for improved roadway, transit, and paratransit services enacted in 1988 for 20 years.

MEASURE J: Continuation/replacement for Measure C. One-half cent sales tax approved by Contra Costa County voters for improved roadway, transit, and paratransit services begins in 2009 and continues for 20 years.

MP&L – MARKETING, PLANNING & LEGISLATION COMMITTEE: Oversees the development and implementation of marketing programs which stimulate public awareness, involvement and use of CCCTA transportation services; identifies immediate and long-range transit needs of the Authority's service area; and monitors the transportation planning process. Performs as political liaison with other agencies and groups. Provides recommendations to the full Board.

MTC – METROPOLITAN TRANSPORTATION COMMISSION: Created by state legislature in 1970 to prepare a Regional Transportation Plan for the nine counties of the Bay Area. Other important responsibilities include: approving transportation projects that receive state or federal funding; allocating several sources of funds for transit operations; evaluating the performance of the transportation system; and, promoting and setting guidelines for transit systems.

O&S – OPERATIONS AND SCHEDULING COMMITTEE: Oversees the Transportation, Maintenance and Facilities functions of the Authority so as to ensure efficiency and effectiveness of operations. Provides recommendations to the full Board.PAID TIME: The amount of time operators are paid but not operating a bus to satisfy either minimum daily or weekly pay hour guarantees.

PARATRANSIT: Specialized transit service designed to meet the needs of the mobility or cognitive impaired. Paratransit service must be provided when and where fixed route service is provided.

PASSENGER BOARDINGS PER REVENUE VEHICLE MILE (PAX/RVM): The total number of passenger boardings for each revenue vehicle mile operated.

PASSENGER MILES: The number of passengers carried on the system multiplied by their trip distance. This figure is used by the FTA to determine Section 5307 operating assistance.

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PAX/RVMI – PASSENGER BOARDINGS PER REVENUE VEHICLE MILE: The total number of passenger boardings revenue vehicle mile operated.

PAY TIME: The number of hours during a run in which a vehicle is operating plus all deadhead time as well as recovery time, pad time, etc. Taken together, these times represent the amount of hours operators are paid.

PAY-TO-PLATFORM: The ratio of the number of hours operators are paid versus the number of platform hours. Platform hours are the time from pulling out from yard to pulling back into yard.

PCC – PARATRANSIT COORDINATING COUNCIL: MTC-created body made up of representatives of social service and paratransit agencies as well as users to set priorities for annual paratransit operating subsidies and capital assistance allocated by MTC. There is one in each off the Bay Area's nine counties.

PEAK PERIODS: The two or three hour periods in the AM and PM when travel is heaviest, also known as rush hours. CCCTA experiences its peak periods from 6-8 a.m. and 3-6pm.

PIP – PRODUCTIVITY IMPOROVEMENT PROGRAM: This program includes projects based on recommendations made in recent performance audits of the Authority as well as other initiatives to enhance efficiency and effectiveness.

PLATFORM TIME: The time between pulling out of yard to pulling back into yard. Included are deadhead, recovery, and actual running time of a vehicle on a given route. PROPOSITION 42: A state constitutional amendment passed by California voters in March 2002 that permanently dedicates 100 percent of the state sales tax on gasoline for transportation investments, although the Legislature is able to suspend these provisions in times of fiscal crisis.

PULL TRIPS, PULL-IN, and PULL-OUT: These terms apply to out of service bus trips that begin or end at the CCCTA operations facility. Pull-in trips are trips that return to the garage at the end of an assignment. Pull-out trips are trips that leave the garage at the start of an assignment. Pull trips refers to both pull-in and pull-out trips.

RECOVERY TIME: The extra time scheduled between the vehicle arrival and departure times at a terminal to ensure on-time operation. This time is used to allow buses to get back onto schedule; also called layover time.

REPORT TIME: The time paid to operators for certain runs to report in for work and to check out the bus, etc.

REVENUE VEHICLE HOURS – (RVHR): Sum for each vehicle, or for the system as a whole, of the number of hours when vehicle(s) are available for revenue service.

REVENUE VEHICLE MILES – (RVMI): Sum for each vehicle(s), or for the system as a whole, of the mileage when the vehicle(s) are available for revenue service.

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RFP – Request for Proposals.

RTP – REGIONAL TRANSPORTATION PLAN: A comprehensive 20-year plan for the region, updated every two years by the regional transportation planning agency (for the Bay Area – MTC). The RTP includes goals, objectives, policies, and recommends specific transportation improvements.

RUN: A scheduled combination of trips completed during an operator's work shift.

SCHEDULE ADHERENCE: A measure of the extent to which buses maintain published schedules. A bus is considered On-Time if it departs respective stops no more than 5 minutes after the scheduled departure time and never before the scheduled departure time.

SERVICE ELASTICITY: The relative responsiveness of transit ridership levels to changes in the quality of transit service. Increases in the quality of transit service generally lead to increases in ridership. Correspondingly, decreases in quality of service lead to decreases in ridership.

SERVICE PRODUCTIVITY: A measure of effectiveness of a given bus route or segment of a bus route in attracting passengers. CCCTA measures productivity in terms of 1) Passengers per service mile, 2) Passengers per service mile, 3) AM Peak Load, and 4) Farebox Recovery Ratio.

SPECIAL SERVICES: CCCTA bus transit services that generate revenues above and beyond normal farebox receipts. Such services generally involve financial support from third parties (cities, major employers) that wish to purchase enhanced or specially designed fixed route transit services. Special services are public routes that may be used by the general public at or below normal fare rates.

SPLIT RUNS: Runs where the operator is off-duty for a period of time. This off duty time is unpaid.

SPREAD PENALTY: Overtime paid to an operator when the run exceeds a specified period of time in one workday. Currently, spread time is paid when runs exceed twelve hours per day.

SRTP — SHORT RANGE TRANSIT PLAN: A comprehensive plan required by federal and regional transportation funding agencies of all transit operators. The plans must define the operator's mission, analyze its past and current performance, and plan specific operational and capital improvements to realize its short-term objectives.

STA — STATE TRANSIT ASSISTANCE FUNDS: Supplemental operating funds made available by the State of California to transit operators on a population and performance basis formula, generated from fuel taxes.

STRAIGHTS: Runs (operator assignments) that are in one piece, i.e., there is no break between the operators' start and finish times.

STRATEGIC PLAN: This is a process used to anticipate the need for change rather than responding to crises. It involves a close examination of the organization itself and the service area in

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general. Provides a setting by which the SRTP can serve as an effective plan that helps the Authority anticipate the need for change and respond accordingly.

SWAT — South West Area Transportation Committee.

TCRP — TRAFFIC CONGESTION RELIEF PROGRAM: In July 2000, the Governor and Legislature passed Traffic Congestion Relief Program legislation (AB2928) enacting a $6.8 billion five-year program aimed at reducing congestion in the state's urbanized areas. This program includes $40 million for the purchase of "low-emission buses for the provision of express service using the region's HOV network."

TDA — TRANSPORTATION DEVELOPMENT ACT: State law enacted in 1971 devoting ¼ percent sales tax to transportation.

TDA APPORTIONMENT: The amount of TDA (Transportation Development Act) funds which are available to CCCTA for support of its operating budget. The growth or decline of this availability is generally tied to the level of economic activity in the CCCTA service area. The apportionment amount is calculated annually by the County Auditor and allocated by the Metropolitan Transportation Commission.

TDA FUNDS: Funds collected by the State of California through locally generated sales tax receipts (one-quarter of one percent on all retail sales in each county). Certain of these funds are made available to local and regional transit operators to provide fixed-route and paratransit services, as well as funds bicycle and pedestrian projects in the area from which these sales tax receipts were generated. These funds are collected by the state and allocated by MTC to projects and programs within the county of origin. In non-urban areas, TDA funds may be used for streets and roads in certain circumstances. CCCTA depends heavily upon TDA funds to support its operating budget.

TDA PRIOR-YEAR FUNDS: If the amount of TDA funds available to CCCTA (apportionment) is greater than the amount needed by CCCTA to fund operations (distribution) during a given fiscal year, then the excess TDA funds are credited to a fund known as the CCCTA Prior-Year Fund. In addition, if CCCTA operates under budget in any fiscal year, excess distributed TDA funds are returned to this fund. The Prior-Year Funds are available to CCCTA for both operating and capital expenditures, though such expenditures must be reviewed by the Metropolitan Transportation Commission for compliance with regional policies.

TDP – TRANSIT DEVELOPMENT PLAN (see SRTP): A comprehensive plan required by federal and regional transportation funding agencies of all transit operators. The plans must define the operator's mission, analyze its past and current performance, and plan specific operational and capital improvements to realize its objectives.

TEA-21 – Transportation Efficiency Act for the 21ST Century.

TIP – TRANSPORTATION IMPROVEMENT PROGRAM: A federally required document produced by the regional transportation planning agency (MTC in the Bay Area) that states the investment priorities for transit and transit-related improvements, mass transit guidelines, general aviation and highways. The TIP is MTC's principal means of implementing long-term planning objectives

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through specific projects.

TOCC – TRANSIT OPERATORS COORDINATING COUNCIL: A statutorily created committee of MTC that consists of the General Managers of the major transit operators in the region. It meets monthly to discuss matters of mutual concern and to advise MTC.

TSM – TRAFFIC SYSTEMS MANAGEMENT: A set of techniques to relieve congestion without adding vehicle capacity to the transportation infrastructure. TSM techniques are numerous and fall into two general categories, Transportation Demand Management (TDM) or Transportation Control Measures (TCM). TDM measures are implemented to affect long-term demand upon the transportation infrastructure. Measures include ridesharing or policy incentives to encourage alternative transportation. TCMs are physical actions to address safety issues or vehicle flow. Examples include traffic signal coordination or ramp metering.

TRAFFIC SYSTEMS MANAGEMENT PROGRAM: A State-funded program to fund projects which increase the number of 'person trips' on the highway system during peak periods without significantly increasing the designed capacity of the system, measured by vehicle trips, and without increasing the number of 'through' travel lanes.

TRANSPAC – Transportation Partnership & Cooperation.

TRIP: A one-way journey from a point of origin to a particular destination.

TURN-IN TIME: Time paid to an operator at the end of a run to report back to dispatch and turn in time cards, etc.

VMT — VEHICLE MILES TRAVELED: Travel demand forecasting (modeling) is used to generate the average trip lengths for a region. The average trip length measure can then be used in estimating vehicle miles of travel, which in turn is used to estimate gasoline usage, etc.

WCCTA – Western Contra Costa Transit Authority; WESTCAT.

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