Short Range Transit Plan

Fiscal Year 2019 - Fiscal Year 2030 2 SFMTA FY 2019 - FY 2030 SRTP Anticipated approvalbytheSFMTA BoardofDirectors: December2019 Standards3. and Policies Introduction to2. the SFMTA and Muni 1. Introduction to the SRTP TABLE CONTENTS OF Policies 36 Performance Measures Strategic Plan Facilities Revenue Fleet Fares 17 Transit Services Organizational Structure Governance History 9 Introduction 9 SRTPAbout This About ShortRange Transit Plans

27 30 27 20 18 14 10 10 9 7 7 7 6. Capital6. Plans and Programs Budget and Plan Operations 5. Evaluation System and Overview 4. Non-Transit CapitalPrograms Transit CapitalPrograms Capital Funding Capital Planning Operations Budget Operations Plan FTA TriennialReview Report and Title VIAnalysis MTC Community-Based Transportation PlanningProgram Paratransit Services Equipment andFacilities Performance 43 Fixed-Route System

39 53 61 84 64 62 61 54 53 50 49 49 48 48 39 3 SFMTA FY 2019 - FY 2030 SRTP TABLE OF CONTENTS 4 SFMTA FY 2019 - FY 2030 SRTP DATA TABLES & FIGURES Table 4-7 Table 4-6 Table 4-5 Table 4-4 Table 4-3 Table 4-2 Table 4-1 Figure 4-1 4. SystemOverviewandEvaluation Figure 3-1 3. Standards andPolicies Figure 2-6 Table 2-6 Table 2-5 Figure 2-5 Table 2-4 Table 2-3 Figure 2-4 Table 2-2 Table 2-1 Figure 2-3 Figure 2-2 Figure 2-1 2. Introduction totheSFMTA andMuni & TABLESFIGURES

Audited Annual Data, FY2012-FY2017 Transit Performance Indicators–National Transit Database Passenger LoadStandards –Bus Passenger LoadStandards–Rail Stop SpacingStandards Policy Headway Standards Service SpanStandards On-Time Performance DefinitionsandStandards Diagram ofNetworkStructure Strategic PlanPerformance Metricsand Targets Muni MetroMap Types ofMuniStops List ofSFMTA Facilities Map ofSFMTA Facilities Muni Fares Muni LinesbyCategory Muni SystemMap Memorandums ofUnderstanding Collective Bargaining Agreements and Budgeted Positions byDivision Organizational Chart Members oftheBoardDirectors Major EventsinSanFrancisco Transportation History 43 41 41 41 40 40 40 39 31 25 24 21 20 18 16 15 13 12 11 10 9

Table 5-7 Table 5-6 Table 5-5 Table 5-4 Table 5-3 Table 5-2 Table 5-1 5. OperationsPlanandBudget Table 4-14 Table 4-13 Table 4-12 Table 4-11 Table 4-10 Table 4-9 Table 4-8

(in Thousands ofDollars) Operating Financial Plan, FY2018-FY2035: Revenues (in Thousands ofDollars) Operating Financial Plan, FY2018-FY2035: Expenditures (in MillionsofDollars) Operating Revenues, FY2014-FY2019 (in MillionsofDollars) Operating Expenses, FY2014-FY2019 (in MillionsofDollars) and FY2019-FY2020 Adopted Budgets Summary ofRevenuesforFY2019 Amended Budget (in MillionsofDollars) and FY2019-FY2020 Adopted Budgets Summary ofExpendituresforFY2019 Amended Budget FY 2018-FY2030 Planned Levelsof Transit ServiceSystemwide, FTA Triennial ReviewSummaryofFindings (Rounded toHundreds) Fixed Route Average Weekday BoardingsbyLine, FY2018 Percent On-Time Performance, FY2012-FY2018 (in Miles) Mean DistanceBetweenFailures, FY2012-FY2018 Percent ofScheduled Trips Delivered, FY2012-FY2018 Annual Boardings(inMillions), FY2011-FY2018 (*Key Performance Indicators) Results –Unaudited Annual Data, FY2013-FY2018 Additional Transit Performance Indicators, Targets and 59 58 57 57 55 54 54 50 47 46 46 46 46 44

Table 6-12 Table 6-11 Table 6-10 Table 6-9 Table 6-8 Table 6-7 Figure 6-5 Figure 6-5 Table 6-6 Table 6-5 Figure 6-4 Figure 6-3 Table 6-4 Table 6-3 Figure 6-2 Figure 6-1 Table 6-2 Table 6-1 6. CapitalPlansandPrograms

(Low-Floor Hybrid) Fleet Replacement&Expansion, 60-footMotorCoach (Low-Floor Hybrid) Fleet Replacement&Expansion, 40-footMotorCoach (Low-Floor Hybrid) Fleet Replacement&Expansion, 32-footMotorCoach Historic StreetcarFleetInventory Coach, LRV andCableCarFleetInventory (Rounded toNearest$50,000) FY2019-FY 2023CIP Transit OptimizationProjects Better Market StreetMap Improvement ProjectMap Geary RapidProjectandBoulevard Van NessBRT EstimatedOperatingCosts (in MillionsofDollars) Van NessImprovementProjectCoreCapitalElementCosts Van NessBRT Map Central SoMaPlan Area in MillionsofDollars) Central Subway CapitalCosts(AsofFebruary 2019, Central Subway FundingPlan(AsofFebruary 2019) Central Subway Map (Including Non-Transit Projects) Capital ProjectsCompletedinFY2018 FY 2020-FY2029 Planned CapitalInvestmentbyProgram, FY 2020-FY2029 Anticipated CapitalFundingbySource,

78 78 78 77 76 74 72 71 70 70 69 69 68 67 66 64 63 63

Table 6-13 Figure 6-7 Table 6-19 Table 6-18 Table 6-17 Table 6-16 Table 6-15 Table 6-14

(Low-Floor Trolley) Fleet Replacement&Expansion, 40-foot Trolley Coach San Francisco Bikeway NetworkMap Non-Revenue FleetInventory Paratransit FleetInventory Spare Ratios, As ofDecember2018 Fleet Rehabilitation Fleet Replacement&Expansion, LightRail Vehicles (Low-Floor Trolley) Fleet Replacement&Expansion, 60-foot Trolley Coach 78 86 82 81 79 79 79 79 5 SFMTA FY 2019 - FY 2030 SRTP DATA TABLES & FIGURES 6 SFMTA FY 2019 - FY 2030 SRTP the faresitcharges, anditsvehicle fleetandfacilities. organizational structure. Itthendescribes thetransit servicesMuniprovides, of theSFMTA. Itbrieflydescribesthe historyofboth, andtheSFMTA’s transportation agencyofwhichMuniisapart, andMuni, thetransit division introduction totheSFMTA, theCityand CountyofSanFrancisco Chapter 2, Introduction totheSFMTA andMuni. This chapterprovidesan with MTCrequirements, itincludesthefollowingchapters: This istheFiscal Years (FY)2019-2030updateoftheSFMTA SRTP. Consistent THIS SRTPABOUT for theaccuracy oftheinformationpresentedinthisSRTP. Federal Transit Administration (FTA) orMTC. The SFMTA issolelyresponsible Municipal Transportation Agency (SFMTA), andnot necessarilythoseofthe Transit Act. The contentsofthisSRTP reflecttheviewsofSan Francisco Department of Transportation (DOT) through section5303oftheFederal The preparation ofthisreporthasbeenfundedinpartbyagrant fromtheU.S. Transit Plan(SRTP). funding throughthe TIP prepare, adoptandsubmittoMTCaShortRange MTC requiresthateachtransit operator initsregionthatreceivesfederal order toeffectivelyexecutetheseplanningandprogramming responsibilities, programming federal fundstotransportation projectscontainedintheRTP. In Transportation ImprovementProgram (TIP)implementingtheRTP by periodically updatealong-range Regional Transportation Plan(RTP) anda Commission (MTC), inpartnershipwithstateandlocalagencies, developand Federal transportation statutesrequirethattheMetropolitan Transportation PLANS TRANSIT ABOUT SHORT RANGE INTRODUCTION TO SRTP THE transit SFMTA capitalprograms. planned, plansforfleetreplacement, plannedfacilitiesupgrades, andnon- sources. Itthendiscussescapital programs andmajorprojectsthatare medium- andlong-termplanningprocessesadiscussion offunding Muni’s capitalplans, startingwithbriefdescriptionsoftheagency’s short-, Chapter 6, Capital Plans andPrograms. This chapterprovides anoverviewof budget includesbothfundingsources, projectedrevenuesandexpenses. fixed-route serviceframework andprojectedservicelevels, whileitsadopted both near-term operations andbudget. Muni’s operations planincludes a Chapter 5, Operations PlanandBudget. This chapterprovidesdetailsabout Triennial Reviewoftheagency. Muni’s federal Title VI complianceefforts, andresultsofthemostrecentFTA of Americans withDisabilities Act (ADA)paratransit services, anoverviewof of theMTCCommunity-Based Transportation PlanningProgram, adescription elements ofeachSRTP: anoverviewofequipmentandfacilities, adescription its design, aswellrecentperformance. Italsoincludesanumberofrequired system, includingthenetworkstructureand service standardsusedtoguide detail aboutMuniservice. Itincludesanoverviewofthefixed-routetransit Chapter 4, SystemOverviewandEvaluation. This chaptergoesintomore County’s Vision Zerosafetyprogram. Francisco’s Transit-First Policy, Muni’s ServiceEquityPolicy, andtheCity Plan, Muniperformancemeasures, andmajorpoliciesincludingSan framework thatguidestheSFMTA andMuni, includingtheSFMTA’s Strategic Chapter 3, StandardsandPolicies. This chapterbrieflydescribesthepolicy 7 SFMTA FY 2019 - FY 2030 SRTP INTRODUCTION 8 1875 transportation issuesthatimpacttheircommunities. emerging mobilityservicesandensuresthatthepublichas avoiceinthe Directors providespolicyoversight, approvesthebudget, andpermitsfor Mayor andconfirmedbytheBoardofSupervisors, theSFMTA Boardof SFMTA isgovernedbyaseven-memberBoardofDirectors. Appointed bythe As anindependentagencywithintheCityandCountyofSanFrancisco, the Muni providesservice24hoursaday, sevendaysaweek. County SanFrancisco withallresidentswithinaquartermileoftransit stop. and theworld-famouscablecars. Muni has76routesthroughouttheCityand buses andelectrictrolleycoaches, light rail vehicles, paratransit cabsandvans, is uniqueandincludeshistoricstreetcars, renewable dieselandelectrichybrid Bay Area, servingmorethan220millioncustomerseachyear. The Munifleet oldest transit systemsintheworld. Itisalsothelargesttransit systeminthe 725,000 weekdaypassengerboardings. Founded in1912, itisoneofthe within SanFrancisco. Across fivemodesoftransit, Munihas approximately and facilitatesregulatesparking, traffic, bicycling, walking andtaxis Francisco, operates MunicipalRailway (Muni)transit andparatransit service Transportation Agency (SFMTA), adepartmentoftheCityandCountySan Established byvoterpropositionin1999, theSanFrancisco Municipal INTRODUCTION INTRODUCTION TO THE SFMTA AND MUNI 1873 streetcars in The first service. electric Francisco. car operations inSan Introduction ofcable 1892 1900 1906 1912 and Fires. Earthquake Francisco 1906 San The Great Francisco. start ofMuniserviceinSan Market St. and33rd Ave. marksthe and BlinesonGearySt. between Inaugural streetcarserviceonthe A 1925 Cable Railroad. Railway andtheCaliforniaStreet Mergers withtheMarket Street 1944 &1952 Passage of Transit policy. First the 1973 cable cars, streetcars, trolleycoaches, andmotorcoaches. than 720,000riderseveryweekdayonadiversefleetoflight rail vehicles, Muni providesservice24hoursaday, sevendaysaweek, andcarries more Charter). In2009, thecity’s Taxi Commissionwas incorporated intotheSFMTA. city streetsandadvance thecity’s Transit FirstPolicy (Section8A.115ofthe establish amultimodaltransportation agencyabletomoreeffectivelymanage Charter andmergingMuniwiththeDepartmentofParking and Traffic (DPT)to In 1999, SanFrancisco votersapprovedPropositionE, amendingtheCity came underpubliccontrol. California StreetRailroad. At thispoint, alltransit servicein San Francisco Company, triplingthesizeofitssystemand, in1952, acquiredtheprivate In 1944, Munitookoveroperation oftheprivate Market StreetRailway Century, andcontinuedtooperate forsometimeaftertheformationofMuni. Figure 2-1: MajorEventsinSanFrancisco Transportation History privately-run transit systemshadoperated inSanFrancisco sincethe19 publicly-owned andoperated transit systemsintheUnitedStates. Several The SanFrancisco MunicipalRailway (Muni)beganservicein1912asthefirst HISTORY 1950 Passage ofPropMandthecreationPublic removal ofMunifromtheauthoritySF Transportation Commission& Department; Parking & Traffic Creation ofthe Department of San Francisco Public UtilitiesCommission. (DPT). 1975 1989 1994 San FranciscoSan Taxi Merger withthe Commission. 1999 2000 2009 form theSFMTA. Muni &DPTto and themergerof Passage ofPropE th

9 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 1: OVERVIEW OF THE SFMTA TRANSIT SYSTEM 10 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 1: OVERVIEW OF THE SFMTA TRANSIT SYSTEM Figure 2-2: BoardofDirectors Membersofthe fields ofgovernment, finance, andlaborrelations. professional experiencein, oneormoreofthe must possesssignificantknowledgeof, or to beregularridersduringtheirterms. Directors regular ridersofpublictransit, andmustcontinue expires. At leastfouroftheDirectorsmustbe serve untiltheyresign, arereplacedortheirterm serve uptothreetwo-yearterms, and continueto Supervisors afterapublichearing. Directorsmay by themayorandconfirmedBoardof Members oftheBoardDirectorsareappointed San Francisco Parking Authority. members alsoserveasex-officioofthe the Directorof Transportation. SFMTA board fines. The Boardalsohastheauthoritytoappoint contracts andproposedchanges tofares, feesand the agency, includingapprovingthebudget, of Directors, whichprovidespolicyoversightfor The SFMTA isgovernedbyaseven-memberBoard Board of Directors GOVERNANCE Elected Vice-Chairman in2019. Appointed totheBoardin2014. Vice Chair Gwyneth Borden Elected Chairmanin2019. Appointed totheBoardin2008; Chair Malcolm A.Heinicke after the15 At thefirstregularmeetingofSFMTA Board ride Munianaverage ofonceaweek. During theirterms, alldirectorsarerequiredto experience in, thefieldofpublictransportation. significant knowledgeof, orprofessional At leasttwooftheDirectorsmustpossess and vice-chair. Directors electfromamongtheirnumberachair Operations andCustomerService. Safety; Financeand Administration; and subcommittees: Engineering, Maintenanceand of Supervisors. There arethreeCAC members appointedbytheMayorandBoard jurisdiction of the agency. It is composed of fifteen Directors relatedtoanymatterunderthe recommendations tostaffandtheBoardof Proposition E. The CAC meetsmonthlytoprovide advisory bodytotheSFMTA createdby The SFMTA Citizens’ Advisory Council(CAC) isan Council Advisory Citizens’ Board in2014. Appointed tothe Director Cheryl Brinkman the Boardin2019. Appointed to Director Amanda Eaken th dayofJanuary eachyear, the Board in2019. Appointed tothe Director Steve Heminger Board in2012. Appointed tothe Director Cristina Rubke reports directlytotheDirectorof Transportation. divisions, theCentral Subway Program also and Communications. Inadditiontotheninemain Services; Transit;Government Affairs; Accessible Sustainable Streets;SystemSafety; Taxis and Information Technology; HumanResources; Programs andConstruction;Finance and The SFMTA consistsofninemaindivisions:Capital 2.3.1 Divisions STRUCTURE ORGANIZATIONAL Board in2017. Appointed tothe Director Art Torres technology, and managesfacilities. collects farerevenues, deploysinformation The FITDivision managestheagency’s finances, Division (FIT) Technology &Information Finance and constructionofmajorinfrastructure projects. The CP&CDivisionisresponsibleforthedesign (CP&C)Division &Construction Programs Capital Figure2-3: OrganizationalChart Project Delivery Job OrderContracting Engineering Contract Administration Management Construction Capital Controls Assurance Capital Quality Capital Programs& SIEW-CHIN YEONG Construction

Finance &Information Technology & Sales Revenue Collection Real Estate Management Performance Financial Services Procurement Contracts & Planning &Analysis Budget, Financial Administrative Hearings Accounting LEO LEVENSON Technology Communications &Marketing Central SubwayProgram Government Aƒairs DEANNA DESEDAS NADEEM TAHIR KA (ACTING) TE BREEN Workers’ Compensation Wellness Training &Instruction Talent Management Development &Training Organizational Industrial Safety HR Operations&Payroll Relations Employee &Labor ADA KIMBERLY ACKERMAN Human Resources RSIARBE Director Director DirectorART TORRES CRISTINA RUBKE Director HEMINGER STEVE Chair Vice AMANDA EAKEN CHERYL BRINKMAN Chair BORDEN GWYNETH MALCOLM HEINICKE Director ofTransportation(Interim) Engineering Transportation SSD Administration & Enforcement Security, Investigations Planning Parking Livable Streets Innovation Field Operations Sustainable Streets Board ofDirectors VIKTORIYA WISE TOM MAGUIRE (ACTING)

enforces transit farepaymentcompliance, and parking facilities, enforcesparking regulations, planning andengineering. Italsomanages38 SSD isresponsibleformultimodal transportation Streets (SSD) Division Sustainable opportunity; andworkers’ compensation. training; employeewellness;equalemployment relations; payroll;organizationaldevelopmentand recruitment; hiring;employmentandlabor SFMTA HRprovidessupportservicesincluding: ResourcesHuman Division (HR) Director Transportation Safety TransitSafe DriveCam MEL System Safety V YN HENR Y

Employee Engagement R Board Secretary VIRGINIA HARMON OBER EEO O€cer DANTE KING T A BO Taxi Services Accessible Services Taxi &Accessible OMER KATE TORAN Services Transit Planning Transit Operations Schedules Rail Maintenance Support Program Delivery& Tank Program Mechanical System& Maintenance ofWay Cable Car Business Administration Bus Maintenance JULIE KIRSCHBAUM Transit Version 11.04.19 Police Department(SFPD) Traffic Division. oversees servicesprovidedbytheSanFrancisco Vehicles (PTV)andCommuter Shuttlepermit permit programs including, Private Transport and managementofnewregulated mobility recently assumedtheresponsibility foroversight compliance bytaxiindustrypermittees, TAS has In additiontotheregulatoryoversight of demand. adequate supplyoftaxicabstomeetcustomer prices thataretransparent, andthatthereisan destination, without illegaldiscrimination, at service isaccessibleregardlessoftriporiginor ensure thatdriversandvehiclesaresafe, thattaxi license andregulatetheprivate taxiindustryto paratransit service. Taxi Services’functionisto partnership toprovideefficientandeffective the private taxiindustryinaprivate-public part ofthatrole, Accessible Serviceshasleveraged oversees theSFMTA Paratransit program. As one people withdisabilities. This departmentalso and taxiservicesareaccessibletoseniors ensure thattransit, pedestrianandbike facilities support functionforallmodesoftheagencyto transportation. Accessible Servicesisacore overlap intheregulationoftaximode distinct functionsoftheSFMTA thatsubstantially (TAS) hasrepresentedacombinationoftwo Traditionally, Taxis and Accessible ServicesDivision (TAS)Taxis Services &Accessible inspections andmandatedsafetycertifications. develops correctiveactionplans;andperforms internal safetyauditsandvehiclereviews; all collisions, incidents, andhazards;conducts The SystemSafetyDivisionmaintainsrecords for System Safety Division 11 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 1: OVERVIEW OF THE SFMTA TRANSIT SYSTEM 12 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 1: OVERVIEW OF THE SFMTA TRANSIT SYSTEM regulatory environment existstoadvance the works toensurethatasupportive policyand responsibilities.Division Government Affairs The division alsoincludesRegulatory Affairs interests atthelocal, stateandfederal levels. The monitoring theSFMTA’s legislativeandpolicy coordinating, developing, advancing and The Government Affairs Division isresponsiblefor Affairs Government communities weserve. and projectsthatimpactpeoplethe services, aswellas, capitalimprovement plans general publicinformedabouttransportation SFMTA tokeep customers, stakeholders andthe functional expertiseofthedivisionenables community outreachandcustomerservice. The marketing, specialevents, creativeservices, responsible formediaandpublicrelations, stakeholders andthepublic. The divisionis and shareinformationwiththecustomers, internal andexternalcommunicationsthatengage The CommunicationsDivisionisresponsible for Communications and Marketing infrastructure neededtodeliver Muniservices. division alsomaintainsthefleet, facilitiesand scheduling, anddeliveryoftransit services, this San Francisco. Inadditiontotheplanning, and accessiblepublictransit servicethroughout Railway, knownasMuni. Itprovidessafe, reliable The Transit Divisionoperates theMunicipal Transit (Muni) mobility permitprograms. regulates andmanageson-goingregulated program. TAS istheoperational divisionthat enforcement oftheElectricSharedScooterpermit programs, aswellthepermitissuanceand and key stakeholders andothersabouttheSFMTA’s projectandpolicypriorities. SFMTA; crafting andadvocatingforpolicypositionsonpendinglegislation;educatingelectedofficials Agency’s annuallegislativeprogram; reviewingandmonitoringlegislationtoevaluate impactsonthe capital projectandpolicyprioritiesofthe Agency. Staffisresponsiblefordevelopmentandadvocacyofthe * Total FTE(Full Time Equivalent) countincludespositionsandtempsalariesnetofattritionsavings Table 2-1: BudgetedPositions byDivision Sustainable StreetsDivisions, whichinclude transit operators andenforcementpersonnel, respectively. positions, budgetedforFiscal Years (FY)2016-2020. The largeststaffsizesareinthe Transit and The accompanyingtableshowstotalnumbers ofemployeesineachdivision, includinggrant-funded Positions Budgeted Grand Total* Services Taxis& Accessible Transit Sustainable Streets System Safety Human Resources Government Affairs tion Technology Finance &Informa- portation of TransDirector - Communications Construction Capital Programs & Board OfDirectors SFMTA DIVISION BUDGET AMENDED FY 2016FTE 5,255.4 3,800.5 689.0 155.2 367.3 158.9 28.6 13.8 26.4 5.0 6.7 4.0 BUDGET ADOPTED FY 2017FTE 5,670.2 4,090.7 708.3 167.9 395.7 199.6 30.5 19.3 43.6 5.8 4.8 4.0 BUDGET AMENDED FY 2018FTE 5,691.9 4,109.6 702.0 158.4 398.3 213.9 31.0 19.7 44.4 6.0 4.8 4.0 BUDGET ADOPTED FY 2019FTE 5,842.4 4,221.8 687.4 167.1 455.2 209.2 29.7 20.0 41.3 5.0 1.8 4.0 BUDGET ADOPTED FY 200FTE 5,972.6 4,352.6 686.5 166.6 456.1 209.2 29.7 20.0 41.2 5.0 1.8 4.0 Table 2-2: Bargaining Collective Agreements andMemorandumsof Understanding available onlineathttps://www.sfmta.com/about-us/labor-relations/sfmta-mous-cbas. the SFMTA. All SFMTA collectivebargainingagreementsandmemorandums ofunderstandingare eight SFMTA service-criticaland10citywide laboragreements, for atotalof18 bargaining units within negotiate workrulesandcompensationpackagesforapproximately 6,000employees. There arecurrently In partnershipwiththeSFMTA Employee&LaborRelations team, laborunionsrepresentingSFMTA staff Unions Labor Local 38 Local 856Multi-Unit Local 39 Local 1021 San Francisco City Workers United Local 3 Local 261 Local 21 Teamsters, Local853 Local 104 Sheet Metal Workers InternationalUnion, Workers, Local718 Glaziers, Architectural MetalandGlass Regional Council, Local22 The NorthernCaliforniaCarpenters Citywide CollectiveBargaining Agreements/Memorandums ofUnderstanding Applicable toSFMTA Municipal Executives Association (MEA) Local 1021 Local 1414 Local 6 Local 200 7410) Local 250-A(AutomotiveService Workers 9132) Local 250-A(Transit Fare Inspectors Local 250-A(Transit Operators 9163) SFMTA Service-CriticalCollectiveBargaining Agreements/Memorandums ofUnderstanding LOCAL BRANCH United Association ofPlumbersandPipefitters Teamsters Stationary Engineers Service EmployeesInternationalUnion (SEIU) Painters Operating Engineers Laborers InternationalUnion nical Engineers(IFPTE) International Federation ofProfessional& Tech- Consolidated Crafts Municipal Executives Association (MEA) Service EmployeesInternationalUnion(SEIU) International Association ofMachinists(IAM) (IBEW) International BrotherhoodofElectrical Workers Transport Workers’ Union(TWU) LABOR UNION July 1, 2019 -June30, 2022 July 1, 2019-June30, 2022 July 1, 2019-June30, 2022 July 1, 2019-June30, 2022 July 1, 2019-June30, 2022 July 1, 2019-June30, 2022 July 1, 2019-June30, 2022 July 1, 2019-June30, 2022 July 1, 2019-June30, 2022 July 1, 2019-June30, 2022 July 1, 2019-June30, 2022 July 1, 2019-June30, 2022 July 1, 2019-June30, 2022 July 1, 2019-June30, 2022 July 1, 2019-June30, 2022 July 1, 2019-June30, 2022 July 1, 2019-June30, 2022 LENGTH OFCONTRACT 13 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 1: OVERVIEW OF THE SFMTA TRANSIT SYSTEM 14 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 1: OVERVIEW OF THE SFMTA TRANSIT SYSTEM • • • • • • the mostdiverseinworld, with: annual boardings. The Munifleetisalsoamong the UnitedStates, withmorethan225million region, andistheeighth-largesttransit systemin percent ofalltransit tripsinthenine-county Francisco Bay Area. Muniaccountsforcloseto45 the oldestandlargesttransit systemintheSan As partofthismission, theagencyoperates Muni, and CountyofSanFrancisco. meeting theneedsofalltravelers withintheCity reliable andaccessibletransportation system The SFMTA strivestoprovideasafe, convenient, Overview SERVICES TRANSIT A range ofparatransit vehicles coaches) (soon tobejoinedbybattery-poweredelectric Clean dieselandhybridelectricmotorcoaches coach networks One of America’s fewremainingelectrictrolley the U.S. andaroundtheworld A collectionofhistoricstreetcarsfromacross U.S. NationalHistoricLandmark America’s onlyremainingcablecarnetwork, a LRV4 vehiclesintroducedintoservicein2017) Modern lightrail vehicles(including thenew weekdays. from every12to every30minutesallday providing serviceacrossthecity. Frequencies vary these linesformtheframework of “trunk” lines Along withMuniMetro, Rapidand Frequent lines, Grid more frequentstopsthanRapidlines. less alldayweekdaysinmajorcorridors, butmake These buslinesalsooperate every10minutesor Frequent are focusedonthesecorridors. improvements (see “Muni Forward,” Chapter4) or lessalldayweekdays, andtransit-priority lines arescheduledtooperate every10 minutes account forthemajorityofMuniridership. All light rail linesaswellsixRapid buslines, These 13lines, includingthesevenMuniMetro Metro Bus &Rapid Muni categories ortypesofservice. been organizedintoaframework consistingofsix Muni’s fixed-route, non-paratransit servicehas Services Fixed-Route Muni bytheNumbers gases inSanFrancisco than 1percentofallgreenhouse in North America, contributingless The cleanest, greenesttransitfleet More than3,500stops 76 lines are madeupofsegmentsmultiple lines. overnight lines(operating between 1and5a.m.) Some linesoperate 24hoursaday, whileother Owl lines vary. and specialeventservice. Frequencies onthese supplemental servicetomiddleandhighschools; peak period-onlyservicesforcommuters; This categoryincludes:expresslines, primarily Specialized minutes orlessalldayweekdays. historic streetcarlines, whichoperate every10 This categoryincludesMuni’s cablecarand Historic every 30minutesalldayweekdays. hillside neighborhoods. They generally operate neighborhood-based “circulator” service to coverage throughoutthecity, including These linesareshorter, andservetoprovide Connector

in thefleet More than1,000vehicles of amiletransitstop citywide arewithinone-quarter All residentialneighborhoods hours providedannually Over 3millionvehicleservice 13th St 13th Figure 2-4: MuniSystemMap

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20 30 12 20 12 10 20 15 20 20 20 30 20

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/

Nimitz 15 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 1: OVERVIEW OF THE SFMTA TRANSIT SYSTEM 16 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 1: OVERVIEW OF THE SFMTA TRANSIT SYSTEM • • San Francisco, including: other, regionaltransit servicesoperating within Muni fixedroutesalsoprovideconnectionsto Connections Interagency 2.4.3 Table 2-3: MuniLinesby Category night) Owl (late events) & special press, shuttles (commuter ex- Specialized Historic Connector Grid Frequent & RapidBus Muni Metro SERVICE TYPE FIXED-ROUTE Caltrain (atbothSanFrancisco stations) just overthesouthernborder) stations inthecityaswell Daly CityStation Bay Area Rapid Transit (atalleightBART Island O’Shaughnessy, 48 Quintara/24th Street, 90SanBrunoOwl, 91Owl, 25 Treasure L Owl, NOwl, 5Fulton, 14Mission, 22Fillmore, 24Divisadero, 38Geary, 44 Express, 83XMid-Market Express, 88BART Shuttle Arena Express, 79X Van Ness Arena Express, 81XCaltrain Express, 82XLeviPlaza press, 38BXGearyBExpress, 41Union, 76XMarinHeadlands Express, 78X16 Marina Express, 31AXBalboa A Express, 31BXBalboaBExpress, 38AXGeary A Ex- Express, 8AXBayshore A Express, 8BXBayshoreBExpress, 14XMissionExpress, 30X NX JudahExpress, 1AXCalifornia A Express, 1BXCaliforniaBExpress, 7XNoriega F Market & Wharves California CableCar, Powell/Hyde CableCar, Powell/Mason CableCar, EEmbarcadero, Street, 56Rutland, 57Park Merced, 66Quintara, 67BernalHeights 25 Treasure Island, 35Eureka, 36 Teresita, 37Corbett, 39Coit, 52Excelsior, 5516th Quintara/24th Street, 54Felton Balboa, 33 Ashbury/18th, 43Masonic, 44O’Shaughnessy, 45Union/Stockton, 48 cific, 1846th Avenue, 19 Polk, 21Hayes, 23Monterey, 27Bryant, 29Sunset, 31 2 Clement, 3Jackson, 5Fulton, 6Haight/Parnassus, 10 Townsend, 12Folsom/Pa- sion Divisadero, 2819th Avenue, 30Stockton, 38Geary, 47 Van Ness, 49 Van Ness/Mis- 1 California, 7Haight/Noriega, 8Bayshore, 9SanBruno, 14Mission, 22Fillmore, 24 9R SanBrunoRapid, 14RMissionRapid, 28R19th Avenue Rapid, 38RGeary Rapid J Church, KT Ingleside/Third Street, L Taraval, M Ocean View, N Judah, 5R Fulton Rapid, LINES • • Regional busservicesprovided by: Ferry servicesprovidedby: • • • • the EastBay) AC Transit (“Transbay” expressservice to Private operators County) Golden GateFerry (service toMarin Bay) San Francisco Bay Ferry (servicetotheEast th Street Market (SoMa)district. at theSalesforce Transit CenterintheSouthof Wharf. Mostregionalbusconnectionsaremade of Market StreetandatPier41inFisherman’s are madeatthehistoricFerry Buildingatthefoot below Muni’s platforms. Mostferryconnections shared withBART, whoseplatformsareonelevel Four MuniMetrostationsunderMarket Streetare • in Chapter6. in transit capitalprojectssuchasthosedescribed and bicycleimprovementsare routinelyincluded Muni vehiclesexceptcablecars. Finally, pedestrian racks), andfolding bicyclesareallowedaboardall racks arecurrentlybeingreplacedbythree-bike mounted tomotorandtrolleycoaches(two-bike Muni alsoaccommodatescyclistsusingracks range ofMuniMetro, RapidandotherMunistops. Notably, theSFMTA providesbicycleparking ata Chapter 6. programs aredescribedunder “Streets” in transit use. SFMTA bicycleandpedestrian effectively integrate walking andbicyclingwith As amultimodalagency, theSFMTA isableto Connectivity Intermodal 2.4.4 and others University ofCaliforniaSanFrancisco (UCSF), national parksite(“PresidiGo”), the Local shuttleservicesprovidedbythePresidio • • the Peninsula) SamTrans (servicetoSanMateoCountyon Sonoma countiesintheNorthBay) Golden Gate Transit (servicetoMarinand • • • • • Kimochi. Servicesinclude: Centro Latino, SelfHelpfortheElderly, and contract by Transdev, andsubcontractors including San Francisco Paratransit serviceisoperated under three-quarters ofamileallMunifixedroutes. condition. Paratransit serviceisprovided within service duetoadisabilityordisablinghealth for peoplewhoareunabletousefixed-route administers anon-demandvan andtaxiprogram In additiontofixed-routeservice, theSFMTA Paratransit Service trips taken bytaxi. customers areissuedadebit card topayfor the SFParatransit program. Paratransit are requiredbyCityordinancetoparticipatein services, alltaxicompaniesin SanFrancisco Taxi Service-Inadditiontothese contracted reducing socialisolation. to socialandcultural events, withagoalof transports seniorsandpeoplewithdisabilities Van Gogh– A non-ADAprogram that to grocerystores. transports seniorsandpeoplewith disabilities Shop-a-Round – A non-ADAprogram that be ADA-eligible. must scheduled withtheagencyorcenterandriders to thesameagencyorcenter. Trips are up anddropsoffgroupsofindividualsgoing Group Van –Specializedvan servicethatpicks reservations onetosevendays in advance. service requiringcustomerstomake SF Access – ADA door-to-door, shared-ridevan • • • 2020 faresareshownin Table 2.4. Notably: Consumers (CPI-U)andlaborcosts. FY2019- Bay Area ConsumerPriceIndexfor All Urban cycle andmayberaised basedonchangestothe fares. Fares arereviewedeverytwo-yearbudget predictable andtransparent mechanism forsetting Fare IndexingPolicy, thatprovidesamore SFMTA BoardofDirectorsin2009, the Automatic Muni faresarebasedonaformulaadoptedbythe Paratransit and Fares Fixed-Route FARES discount onadultone-way fares. MuniMobile appusersreceivea25-cent transaction costs, regionalClipperCardand In ordertoencourage pre-paymentandreduce Transfers arefreewithintwohours. not chargedifferentfaresforservices. With theexceptionofcablecars, Muni does • • • increase toremainequivalent withthatfare. fare increases, theparatransit van servicewill full faresingleride(pre-paid), andwhenthat Currently, paratransit faresareindexedtothe significantly belowtheallowable maximum. a commitmenttokeeping paratransit fares twice thefixedroutefare. MTA hasmaintained (ADA), paratransit faresareallowedtoup Under the Americans withDisabilities Act disabilities torideforfree. 22 andunder), seniorsandpeoplewith allows low-andmoderate-income youth(age service agencies, andtheFree MuniProgram disabilities, andclientsofnonprofitsocial under), seniors(65andover), people with Muni offersdiscountstoyouth(age18and BART withinSanFrancisco.) regular riders. (“A” passesarealsogoodon resulting inasubstantialbulkdiscountfor paid usingaClipperCardorMuniMobile, “M” passisequivalent to30one-way trips and monthlypasses. The costofamonthly Muni offersone-day, three-day, seven-day, 17 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 1: OVERVIEW OF THE SFMTA TRANSIT SYSTEM 18 SFMTA FY 2017 - FY 2030 SRTP • Caltrain (fortravel within Zone1) • AC Transit Clipper Cardsareused: following agenciesa50-cent discount when Muni offersadultpassengers transferring fromthe Transfers Interagency 2.5.2 1. Table 2-4: MuniFares Paratransit Van Services Seven DayPassport Three DayPassport One DayPassport Seven DayPassport (Pre-Paid) Three DayPassport (Pre-Paid) One DayPassport (Pre-Paid) from 9:00p.m. to7:00a.m. Off-Peak CableCarFare (Seniors/People withDisabilities) Full Fare SingleRide(Pre-Paid) FARE DESCRIPTION Paratransit TaxiServices (Paid atBoarding) Full Fare SingleRide (Pre-Paid) Reduced Fare SingleRide (Paid atBoarding) Reduced Fare SingleRide ment) Lifeline SingleRideFare (pendingapproval anddevelop- (No CableCar) One-Day Pass Adult “M” MonthlyPass (+ BART withinSF) Adult “A” MonthlyPass Reduced Fare MonthlyPass Lifeline MonthlyPass Cable CarSingleRide Effective January 1, 2020. otherseffectiveJuly1,All 2019.

• BART • PAYMENT METHOD Cash/Pre-Paid Ticket/MuniMobile Sales Kiosk/Third-Party Sales Kiosk/Third-Party Sales Kiosk/Third-Party Clipper/MuniMobile Clipper/MuniMobile Clipper/MuniMobile MuniMobile On-Board/ Clipper/MuniMobile Paratransit DebitCard Farebox/Limited Use Ticket Clipper/MuniMobile Farebox/Limited Use Ticket Clipper MuniMobile Clipper Clipper Clipper Limited Locations Third-Party Clipper/On-Board/ MuniMobile/SalesKiosks/ eligible forupto twofreetripswithin24hours. 28R and54from theDalyCityBART Station are passengers transferring toMuniLines 14R, 28, passengers transferring fromMuni. Additionally, provide reciprocal50-centdiscounts to Golden Gate Transit and SanFrancisco BayFerry • SamTrans • GoldenGateFerry • SanFrancisco Bay Ferry • GoldenGate Transit $6 ($30 Value) FY 2019 $2.50 $3.00 $2.50 $2.75 $1.25 $1.35 $5.00 $7.00 $45 $34 $23 $39 $29 $12 $78 $94 $39 $39 N/A $6 ($30 Value) FY 2020 $4.00 $8.00 $2.50 $2.50 $3.00 $1.25 $1.50 $1.25 $5.00 $47 $36 $24 $41 $31 $13 $81 $98 $40 $40 1 1 1 1 1 1 1 1 Vehicle CountasofFY2019:185 Chapter 6foradditionaldetails). be expandedfrom151to215vehicles(see be replacedbyLRV4 cars, andtheLRV fleetwill the nextdecadeallBredaLRV2 andLRV3 carswill Siemens LRV4 railcars introducedin2017. Over entered intoservicebetween1996and2002, and fleet: BredaLRV2 andLRV3 railcars, which There arecurrentlythreeLRV modelsintheMuni Light Rail Vehicles include: America. Types ofvehiclesoperated byMuni has thenewestandgreenesttransit fleetinNorth Capital PlansandPrograms), andtheagencynow capacity andreduceemissions(seeChapter6, wheel fleetstoincreasereliability, enhance currently modernizingitsrubber-tire andsteel- coaches, andparatransit vehicles. Muniisalso coaches, cleandieselandhybridelectricmotor cable cars, historicstreetcars, electrictrolley most diverseintheworld, withlightrail vehicles, Muni’s fleetof rail andbusvehiclesisamongthe Overview FLEET REVENUE President’s ConferenceCommittee (PCC) Muni’s collectionofhistoricstreetcarsincludes Streetcars Historic Vehicle CountasofFY2019:40 that canreversedirectionusingaswitch. larger, double-endedCaliforniaStreetCableCars requiring aturnaroundateachterminal, and smaller, single-endedPowell StreetCableCars Landmark. There aretwomodelsofcablecar: cable carsareadesignatedNationalHistoric A SanFrancisco iconsince1873, SanFrancisco’s Cars Cable Vehicle CountasofFY2019:41 San Francisco itself. international livery, andantiquevehiclesfrom Trams andotheruniquevehiclescarryingmostly different North American operators, Milan vehicles paintedinthehistoricschemesof rehabilitation. 1 93 60-fttrolleys Vehicle Countas ofFY2019:21340-fttrolleys, different lines. and 60-footarticulatedtrolleycoaches, on16 hydropower network. Munioperates both40- generated bySanFrancisco’s HetchHetchy are zero-emissionvehicles, as theyrunonpower North America. SanFrancisco’s trolleycoaches trolley coachespoweredbyoverheadwiresin Muni operates thesecond-largestfleetofelectric TrolleyElectric Coaches Notincludingvehiclesinstorage orlong-term 1 2 Vehicle CountasofFY2019:130 of SanFrancisco Paratransit’s Group Van program. and Kimochi, tooperate theirownvehiclesaspart non-profits CentroLatino, SelfHelpfortheElderly, L’Chaim andSteppingStone, andcontracts with additional 11vehiclesownedbynon-profits contractor Transdev. Transdev alsooperates an San Francisco Paratransit vans areoperated by Paratransit Vehicles coaches, 22460-ftcoaches Vehicle CountasofFY2019:38540-ftmotor 60-foot varieties. 40 percentofriders, theycomein32-, 40-and vehicles. The workhorsesofthefleet, carryingover renewable cleandieselandelectrichybrid Muni’s motorcoachesareacombinationof Coaches Motor Not including inactivevehicles Notincluding 2 19 SFMTA FY 2017 - FY 2030 SRTP 20 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 1: OVERVIEW OF THE SFMTA TRANSIT SYSTEM yards andfacilities. in aBuildingProgressProgram tomodernizeits 19 parkinglots. The SFMTA iscurrentlyengaged operates 19publicparkinggarages andanother parking enforcementvehicles. The agencyalso fueling, storage, andstagingoftransit and facilities arededicatedtothemaintenance, facilities andinfrastructure. The majorityofits29 The SFMTA ownsandleasesawidevariety of Facilities Operational and Administrative FACILITIES Figure 2-5: MapofSFMTA Facilities Parts, Storage, &SupportShops Trolley CoachFacilities Motor CoachFacilities Light Rail&Historic Vehicle Facilities Agencywide Facilities Parking Garages Parking Lots Towed Cars Facilities Parking EnforcementFacilities Non-Vehicle MaintenanceFacilities N Table 2-5: ListofSFMTA Facilities 700 Penn Marin Division Parts Storage & SupportShops Presidio Division Potrero Division Trolley Coach Woods Division Kirkland Yard Islais Creek Flynn Division Motor Coach Muni MetroEast Annex Green Division& Beach-Geneva Yard Cable CarBarn Light Rail&Historic Power ControlCenter Central Control ment Center(TMC) Transportation Manage- SFMTA Headquarters Agencywide FACILITY NAME 700 Pennsylvania 700 Avenue 1399 MarinStreet Avenue Geary Boulevard andPresidio 17th Street Bryant Street, MariposaStreet, and 22nd StreetandIndiana Street North Point StreetandPowell Street Cesar ChavezStreetandIndiana 15th StreetandHarrison Illinois Street Cesar Chavez/25thStreetand and I-280 Jose Avenue,Geneva Avenue,San and I-280 Jose Avenue,Geneva Avenue,San Street Mason Streetand Washington Undisclosed Station 131 Lenox Way, West Portal 1455 Market Street 6, 7, and8 1 South Van Ness Avenue, Floors3, LOCATION rebuilt 1995-1999 1900; acquiredbyMuni 1995and Leased 1990 1949; becamealltrolleycoach1957 1912; expandedfortrolleycoach 1949 1914; convertedtoalltrolleycoach 1975 1950 2018 1941; acquiredbyMuni1989 2008 1948-1975) 1977 andOceanBusDivision 1944 (formerElktonShops1906- 1977 &1986;acquiredbyMuni building 1986 1901; acquiredbyMuni1944, new 1887; rebuiltandreopened1984 1977 1982 2015 2003 YEAR OPEN CCSF owned, under jurisdictionofSFMTA San Francisco; MOUwithSFMTA CCSF owned, underjurisdictionofthePort of CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA Leased byCCSFonbehalfofSFMTA CCSF Owned SITE OWNERSHIP Administration Technical andProfessionalMaintenanceShops, Storage, and New Bus Acceptance, Track Maintenance, andStorage 165 40-ft Trolley Coaches 25 40-ft Trolley Coaches;10760-ft Trolley Coaches 30 32-ftMotorCoaches;and21240-ftCoaches 132 40-ftMotorCoaches 56 40-ftMotorCoaches;11160-ftCoaches 125 60-ft Articulated MotorCoaches 125 75-ftLRVs 91 75-ftLRVs; 25historicstreetcars streetcars undercanopy 36 75-ftLRVs; 5550-fthistoricstreetcars;and24 40 cablecars operations Central facilitytomonitorelectricalsystemforallSFMTA Backup Transit Operations ControlCenter Transit Operations & Traffic SignalOperations ControlCenters & Schedulesoffices sible Services, Transit Administration andOperations Planning Planning andEngineeringoffices, SystemSafety, Taxis & Acces- Information Technology, HumanResources, SustainableStreets & Construction, Communications&Marketing, Finance& Office oftheDirector Transportation, CapitalPrograms FACILITY FUNCTION/ VEHICLE CAPACITY 21 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 1: OVERVIEW OF THE SFMTA TRANSIT SYSTEM 22 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 1: OVERVIEW OF THE SFMTA TRANSIT SYSTEM Mission-Bartlett Garage Lombard Garage Japan CenterGarage Golden Gateway Garage Buena Garage 5th andMission/Yerba Ellis-O’Farrell Garage Civic CenterGarage 16th &HoffGarage Parking Garages Towed Cars(longterm) Towed Cars(shortterm) Parking Enforcement – Towed Cars Group Parking Enforcement Parking Enforcement Parking Enforcement Parking Enforcement Parking Enforcement Office Parking Enforcement Parking Enforcement–Parking ControlGroup Traffic SignalShop Paint &MeterParking Sign Shops Sign, Meter, & Temporary Overhead Lines Non-Vehicle Maintenance Track Duboce Non-Revenue Burke Scott FACILITY NAME 3255 21stStreet 2055 LombardStreet 1610 GearyBoulevard 250 ClayStreet 833 MissionStreet 123 O’Farrell Street 355 McAllisterStreet 42 HoffStreet 2650 BayshoreBlvd., DalyCity 450 7thStreet Scott Lot(Harrison&15th) 450 7thStreet 2323 CesarChavezStreet 6th Streetand Townsend Street 505 7thStreet 571 10thStreet 2650 BayshoreBoulevard 1538 YosemiteStreet 1508 BancroftStreet 1401 Bryant Street Church Duboce, betweenMarket and Burke Avenue 1570-1580 15th StreetandDivision LOCATION 1983 1987 1965 1965 1957 1964 1958 1986 1955; occupiedbySFMTA 2012 n/a 1990 n/a n/a 2002 1920; acquiredbySFMTA 2008 Leased 2000 1955; occupiedbySFMTA 2013 1958; occupiedbySFMTA 2012 2012 1893; acquiredbyMuni1944 n/a 1969; occupiedbySFMTA 2005 1990 YEAR OPEN CCSF owned, under jurisdictionofSFMTA ity, pendingtransfer toSFMTA CCSF, underjurisdictionofSFParking Author SFUSD owned, siteimprovementsownedby CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA Leased byCCSFonbehalfofSFMTA leased bySFMTA Caltrans; n/a Leased fromCaltrans by SFMTA SF Public Works; leased SFMTA Leased fromCaltrans byCCSFonbehalfof of SFMTA Leased byCCSFonbehalf SFMTA Leased fromCaltrans byCCSFonbehalfof of SFMTA Leased byCCSFonbehalf of SFMTA Leased byCCSFonbehalf CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA SFMTA Occupied CCSF owned, underjurisdictionofDPW, CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA SITE OWNERSHIP

- 350 parkingspaces 205 parkingspaces 920 parkingspaces 1095 parkingspaces 2585 parkingspaces 950 parkingspaces 843 parkingspaces 98 parkingspaces which mustbeindoors Required tohaveatleast300spacesforpolicetows, 100of vehicles averaging 300vehiclesduringpeaktimes. Primary Storage oftowedabandonedandillegallyparked Storage of14GO-4’s Storage of18passengercars Storage of43GO-4’s &2passengercars ger van; 1mobilelibrary typevan Storage of208GO-4vehicles, 18passengercars, 1-12passen- Administration officeandstorage of4passengervehicles pickup trucks Storage of10GO-4’s, 2passengervehicles, 4bootvans &2 Video Shop, Professionaland Technical Shop Paint ShopsandSSDShops’ Trucks Professional and Technical Shops Lines Storage ofParts andService Vehicles dedicatedtoOverhead cars; LightMaintenance Temporary Storage ofLightRail Vehicles andHistoricStreet- Central Storage andFutureSiteofOverheadLines Storage andMaintenanceofNon-Revenue Vehicle Fleet FACILITY FUNCTION/ VEHICLE CAPACITY West Portal/14th Ave. Lot Ulloa/Claremont Lot Ocean/Junipero Serra Lot Norton/Mission Lot Lilac/24th St. Lot Geary/21st Ave. Lot Felton/San BrunoLot Castro/18th St. Lot California/Steiner Lot 9th Ave./Irving Lot 9th Ave./Clement Lot 8th Ave./Clement Lot 7th St./HarrisonLot 7th Ave./Irving Lot 24th St./NoeLot 20th Ave./Irving Lot 19th Ave./Ocean Lot 18th St./CollingwoodLot 18th Ave./Geary Lot Parking Lots Vallejo StreetGarage Union SquareGarage Sutter-Stockton Garage St. Mary’s SquareGarage Garage Hospital MedicalCenter San Francisco General Portsmouth SquareGarage Polk-Bush Garage Pierce StreetGarage GaragePerforming Arts North BeachGarage Moscone CenterGarage FACILITY NAME 174 West Portal174 WestAvenue 807 UlloaStreet Ocean Avenue 2500 20 NortonStreet 1 LilacStreet 5732 GearyBoulevard 25 Felton Street 457 CastroStreet 2450 CaliforniaStreet 9th Avenue 1325 9th Avenue 330 8th Avenue 324 415 7thStreet 7th Avenue 1340 4061 24thStreet 20th Avenue 1275 19th Avenue 3000 4116 18thStreet 18th Avenue 421 766 Vallejo Street 333 Post Street 444 StocktonStreet 433 Kearny Street 2500 24thStreet 733 Kearny Street 1399 BushStreet 3252 PierceStreet 360 GroveStreet 735 Vallejo Street 255 3rdStreet LOCATION n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a 1969 1941 1959 1952 1996 1960 1990 1970 1983 1997 1984 YEAR OPEN CCSF owned, under jurisdictionofSFMTA CCSF owned, under jurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA Parking Authority, pendingtransfer toSFMTA CCSF owned, underjurisdictionofthe SF CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF, underjurisdictionofSFMTA SFUSD owned, siteimprovementsowned by CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA CCSF owned, underjurisdictionofSFMTA Parking Authority, pendingtransfer toSFMTA CCSF owned, underjurisdictionoftheSF CCSF owned, underjurisdictionofSFMTA Parking Authority, pendingtransfer toSFMTA CCSF owned, underjurisdictionoftheSF CCSF owned, underjurisdictionofSFMTA Parking Authority, pendingtransfer toSFMTA CCSF owned, underjurisdictionoftheSF Parking Authority, pendingtransfer toSFMTA CCSF owned, underjurisdictionoftheSF Parking Authority, pendingtransfer toSFMTA CCSF owned, underjurisdictionoftheSF SITE OWNERSHIP 19 meteredspaces 23 meteredspaces 20 meteredspaces 28 meteredspaces 18 meteredspaces 21 meteredspaces 10 meteredspaces 20 meteredspaces 48 meteredspaces 41 meteredspaces 21 meteredspaces 26 meteredspaces 205 meteredspaces 36 meteredspaces 16 meteredspaces 24 meteredspaces 20 meteredspaces 28 meteredspaces 34 meteredspaces 163 parkingspaces 985 parkingspaces 1865 parkingspaces 414 parkingspaces 1657 parkingspaces 504 parkingspaces 129 parkingspaces 116 parkingspaces 598 parkingspaces 203 parkingspaces 732 parkingspaces FACILITY FUNCTION/ VEHICLE CAPACITY 23 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 1: OVERVIEW OF THE SFMTA TRANSIT SYSTEM 24 SFMTA FY 2019 - FY 2030 SRTP CHAPTER 1: OVERVIEW OF THE SFMTA TRANSIT SYSTEM Table 2.6: Types ofMuniStops improving thesestopsinanumberofways: maintains approximately 3,500transit stops. Recently, theagencyhasbeen In additiontothefacilitiesneededoperate transit service, theSFMTA StopsStations and Stops Cable Car Car Stops Historic Street F Market Historic Flag Stops Transit Stops Frequent, Grid, Connector, Specialized Light RailStops Other Surface Stations Surface T Third Stations Muni Metro Bus Stops Surface Rapid Muni Metro&RapidBus TYPE Placed alongthethree cablecarlines between SteuartStreetandCastroStreet. Stops along The EmbarcaderoandonMarket Street Muni willstopinthestreetrather thanpulltothecurb In residentialareasandotherlowtraffic locationswhere dential, commercialandindustrialareas. At mostsurfacetransit locationsinSanFrancisco inresi- surface. and Sunset Tunnel, thelightrail vehiclesoperate onthe Outside oftheMarket StreetSubway, Twin Peaks Tunnel King Street, Third Street, andBayshoreBoulevard Surface stopsalongthe T Third lineon The Embarcadero, and areBART-owned. Metro stationswereconstructedinconjunctionwithBART the lowestlevel. With theexceptionofForest Hill, allMuni boarding platformatmid-levelandaBART platform at stations aremulti-level, withaconcourselevel, aMuni Muni andtheBay Area Rapid Transit District(BART). These (between CivicCenterand The Embarcadero)aresharedby cadero areunderground. The downtownsubway stations The MuniMetrostationsfrom West Portal to The Embar dential, commercialandindustrialareas. At mostsurfacetransit locationsinSanFrancisco inresi- LOCATIONS - Varied 2000 (The Embarcadero) 1995 (Market Street), Varied Varied Varied Bayshore Blvd. stations) 2007 (Third Streetand and KingStreetstations); 1998 (The Embarcadero Hill); 1918(Forest Hill) 1980 (allexceptForest 2015 YEAR INUSE posted. Riders canboardat any cablecarturntable(thebeginning/end ofeachroute)oranywhereacablecar signis ket and5thstreetsMarket and1ststreets, andattheoutboundstopadjacentto Hallidie Plaza. Van Ness Avenue (outbound). Accessible liftsarelocatedatinbound stopsatMarket andChurchstreets, Mar and DonChee Way (inbound);wayside platformsareatDonChee Way, Drumm, Kearny andHydestreets stops arelocatedatkey locationsalonglowerMarket Street:wayside platformsat7th, 3rdandMainstreets All includeanaccessiblewayside boardingplatform. Between Van Ness Avenue andSteuartStreetaccessible lanterns andflagsignsforrouteinformation. the SFMTA anditspartnershavealsostartedtheinstallationoftransit polesoutfittedwithsolarpowered The busstopismarked withyellowpaintonanearbypoleandinthestreetwherebuswillstop. In2015, powered lanternsandflagsignsforrouteinformation. In 2015, theSFMTA anditspartnershavealsostartedtheinstallationoftransit polesoutfitted withsolar buttons that, whenpressed, provideavoiceannouncementofthearrival timesdisplayedonthedigitalsign. with digitalsignsthatprovidereal-timearrival information. Manyofthesesheltersalsohave “push-to-talk” Stops with125dailyboardingshaveashelterwithinenvironmentalconstraints. Manysheltersareequipped exiting. avenues hasamechanicalwayside liftthatelevates customerstotheleveloftrain floorforboardingand ramps tofacilitatewheelchairaccess. OntheMOcean View line, theaccessiblestopatSanJoseandGeneva In additiontothestandardRapidNetworkStopamenitieslistedabove, key surfacelightrail stopsprovide with transit shelterswithdigitalsignsthatprovidereal-timearrival information. All stationsweredesignedinlinewiththedistinctive T Third branding. They areallaccessibleandequipped available atMetrostations. are locatedateachendofeverydowntownstation. Digitalsignsthatprovidereal-timearrival informationare approaching andarrivingtrains. All undergroundstationsareaccessible byelevator. Stairs and/oranescalator Hill and West Portal), adigitalvoiceannouncementsystemannouncestheroutedesignationandarrival timeof In theundergroundstations(Embarcadero, Montgomery, Powell, CivicCenter, Van Ness, Church, Castro, Forest bicycle racks intersection namesandreal-timearrival details;brightredchevron-styledecalstosignalaRapidstop;new SFMTA red “wave” shelter;transit poles outfitted withsolarpoweredlighting;flagsignsforrouteinformation, BASIC AMENITIES • • • • new bicycleracks atRapidstops redesigned flagsignswithadditionalinformation transit poleswithsolar-powered lanternsvisibledayandnight bus stops additional signageandotherbranding elementsatMuniMetroandRapid - Forward,” Chapter4). and compliancewithrestrictions(see “Muni from otherlanesandincreasemotoristawareness lanes havebeencoloredredtodistinguishthem Recently, manyofSanFrancisco’s on-streettransit off-street rights-of-way, including subways. parking) tocentermediantransitways and and trucksturningrightoraccessingcurbside lanes (sharedwithtaxisandinsomecasesautos rights-of-way, ranging fromsemi-exclusivetransit Muni serviceoperates inavariety oftransit-only surface stops. nine subway stations, 24surfacestationsand87 71.5 miles(115.1 km)oftracks, threetunnels, to its215vehicles(asofJune2019), itincludes States’ third-busiestlightrail system. Inaddition 170,000 boardings, theMuniMetroisUnited With average weekdayridershipofapproximately Guideways Fixed

Figure 2-6: MuniMetroMap

SF Zoo SF Beach Ocean

Cuc Igeie aaa OenVe Jdh hr Street Third Judah View Ocean Taraval Ingleside Church

Judah & Sunset & Judah Judah & 28th Ave 28th & Judah

MTR

Judah & 19th Ave 19th & Judah

Taraval & Taraval Sunset

Randolph Judah & 9th Ave 9th & Judah

& Arch Irving & 6th Ave 6th & Irving

Broad &Plymouth

SF State Ave 22nd Stonestown

Taraval & Taraval Sloat &St. Francis Parnassus UCSF Ocean &Lee

West Portal City College Cole & Carl

Forest Hill Duboce & Noe & Duboce

& Jules Dorado & Ocean Junipero Serra Duboce & Church & Duboce Castro

S F

San Jose&Geneva Church

Van Ness Van Civic Center Civic

Balboa Park

Powell Montgomery ATSain Clri eo BallPark & Arena BART StationCaltrainDepot

& Randall San Jose & 30thSt Church & 24thSt Church & 18thSt Church Shared Station Embarcadero Outbound Inbound UCSF/Chase Center Gilman/Paul tp Stop Oakdale/ Marin St Hudson/ Williams 20th St Under Contruction Arleta Innes Palou 4th &King Folsom Mission Rock Sunnydale Le Conte Carroll Brannan 2nd &King Shafter Revere/ La Salle Kirkwood/ Evans 23rd St Center UCSF Medical Other Stop ap ottoScale 0/2019 25 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 1: OVERVIEW OF THE SFMTA TRANSIT SYSTEM 26 and ashiftinwhat thepublicexpectsfromcity governmentandthe city, aswell an economicboom, aninflux ofnewresidentsandworkers, 2012, SanFrancisco hasseenmajor changesinhowpeoplegetaroundthe The Strategic Planwas updatedin2018. Sincethelastplanwas developed in policies totheday-to-daywork ofSFMTA staff. of atleastonestrategic objective, creatingalinkfromtheplan’s broader performance measures. EveryDivisionDirectoralsoleadstheimplementation Strategic Plantoprioritizeworkproducts, setmilestones, anddefine As partofeverytwo-yearbudgetcycle, eachdivisionoftheSFMTA usesthe defines howstate, regional, and localpoliciesaretobeimplemented. be incorporated intotheeverydayworkofagencystaff. The Strategic Planalso and goals–actionablestrategies – objectivesandactions–thatcanthen terms thatoutlinehigh-levelconceptsandaspirations –vision, mission, values, processes, resources, andtools. The SFMTA Strategic Planisdefinedbyasetof Strategic planshelpalignanorganization’s people, services, projects, affordability, andkeep ourinfrastructure ingoodcondition. In sodoing, theplanwillimprovetravel choices, reducecongestion, maintain programs andprojects, andthedevelopment of operating andcapitalbudgets. Plan toguidetheagency’s planningefforts, theprioritizationofcapital projected growthinthesurroundingregion, theagencydevelopedaStrategic are projectedtogrowby35percent. To prepareforthisgrowth, aswell by over100,000, tomorethanonemillion. Meanwhile, bothjobsandhousing In thenext25years, thepopulationofSanFrancisco isprojectedtoincrease Overview PLAN STRATEGIC STANDARDS POLICIES AND higher non-private automodeshare, while theSFMTA improvedcustomer lowest numberoftraffic deathsin its historyandmaintained50percentor Following adoption ofthelastStrategic Planin2012, thecityrecorded Implementation and Evaluation • • • in avariety ofoutreachprocesses: Development oftheStrategic Planincludedinternalandexternal stakeholders Process integrity. approach ourwork--throughworkplacevalues ofrespect, inclusion, and what theagencyaimstoachieveincomingyears, butalsohowwe will responsive tochangesovertime. The Strategic Planisaroadmapnotonlyfor The newStrategic Planisalivingdocumentdesignedtobemoreflexibleand vision andmissionforouragencyupdatedgoalsobjectives. transportation system. Inresponsetothesechanges, wehaverefinedthe Advisory Council. well asdiscussionswiththeSFMTA BoardofDirectorsandtheCitizen’s Compilation ofexternalstakeholder interestsandrecommendations, as strategic plans. Identification ofbestpractices throughresearchingpeertransit agency of thestrategic plan. multiple formatsandparticipatoryexercisesrelatedtoeach newelement Staff engagementatalllevelsoftheagency, includingworkshopsin 27 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 2: STRATEGIC PLAN 28 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 2: STRATEGIC PLAN toward theStrategic Plan’s targets. the impactofproposedaction onprogress advances thegoalsofStrategic Plan, andof of howtheproject, policy, orcontract directly SFMTA Boardarerequiredtoincludeadescription Plan. All summariesofactionsproposedtothe SFMTA BoardforconformancewiththeStrategic staff willassesseachdecisionbroughttothe plans toimplementtheStrategic Plan, SFMTA In additiontodevelopingbiannualstaffwork all levels. agency. This processwillensureaccountabilityat individual workplansforeachsectionofthe actions, inturn, willinformthedivisionaland Strategic Planobjective. These initiativesand made intheinterimtoward meetingeach be developed, takingintoaccounttheprogress updated listofactions, policies, andprocesseswill city andregion. As partofthisprocess, an agency continuestoservetheconstantlyevolving the agency’s budgetcycle, toensurethatthe be reviewedeverytwoyears, inalignmentwith As partofthisStrategic Plan, planelementswill Plan ProgressReports. the agencywebsite, aswellmonthlyStrategic interactive performancemetric “dashboards” on Strategic Plancanbetracked byviewingthe The SFMTA’s progressinimplementingthelatest transparent reportingonagency achievements. designed toserveasthebasisforongoing, objectives, performancemetricsandtargets The SFMTA Strategic Planincludesupdatedgoals, replaced nearlytheentiretransit vehiclefleet. satisfaction toitshighestlevelsince2001and visit: http://www.sfmta.com/about-sfmta/sfmta-strategic-plan. For acompletediscussionoftheFY2013–2018 SFMTA Strategic Plan, with thoseestablishedinthelastplan. They Vision andMissionstatementsremainconsistent The intentandmeaningoftheagency’s current staff fulfilsonaday-to-daybasis. purpose, rather thanlistthespecificjobdutiesits been modifiedtoemphasizetheagency’s core San Francisco, whiletheMissionStatementhas diverse transportation optionsavailable within refined from the last Strategic Plan to focus on the function. The SFMTA’s Vision Statementhasbeen describe theorganization’s overall purposeand of anorganization, andmissionstatements Vision statementsdefinethedesiredfuturestate Vision and Mission Statement Elements Fiscal Year 2013 -Fiscal Year 2018 Strategic Plan SFMTA P S S equitable, andsustainabletransportation system. We connectSanFrancisco throughasafe, Mission Statement Excellent transportation choicesforSanFrancisco. Vision Statement the agency. stakeholders. Taken together, theysetapathfor consistent withtheexpectationsofagency resonate withstaffacrosstheagency, andare service. and ultimatelyprovidethepublic withbetter useful forstaff, improvetheculture oftheagency, agency’s workplacevalues tomake themmore the SFMTA theopportunitytoreinvigorate the The developmentofthenewStrategic Plangave infrastructure. major agencydecisions, andinvestmentsin programs. The values influencecommunications, management, and employee recognition functions suchashiring, performance processes, andactionsthroughout agency during publicoutreachandengagement everyday interactions amongst colleagues, actions objectives intheStrategic Plan. They guide work togethertoaccomplishthegoalsand strives toaccomplish, butestablishhowstaffwill Strategic Plannotonlysupport what theagency The Workplace Values identifiedintheSFMTA achievement ofthestrategic goals. vision andmissionarecriticaltothesuccessful A clearsetofvalues alignedwiththeoverall Workplace Values requires coordination oftheagency’s personnel Delivering asafertransportation experience of thesystem’s users andthegeneral public. greater needthanensuringthe safetyandsecurity Safety istheagency’s firstpriority. There isno for everyone. Goal 1:Createasafertransportation experience Objectives and Goals do, frominternaloperations toexternaldelivery. We aretransparent andhonestineverythingwe commitments toourcolleaguesandstakeholders. actions. We areresponsive andhonorour We areaccountableforandtake ownershipofour Integrity decision-making processes. by includingallcommunitiesintheagency’s and addresshistoricinequitiesintransportation teamwork andpositiveintent. We servethepublic workplace. We operate fromthecontextof interaction stylestopromotea diverse andfair We seekavariety ofidentities, abilities, and Inclusivity effective services. public tounderstandtheirneedsanddeliver listen anddirectlyengageourcolleaguesthe and theircontributionsarevitaltotheagency. We treatment ofothers. We recognizeourcolleagues We arecourteousandconstructive inour Respect upholding thesevalues: values reflectthecityweserve. We committo vibrant andprogressivecitiesintheworld, our As thetransportation agencyforoneofthemost and sustainable SanFrancisco inthe long-term. the continueddevelopmentof amoreequitable people’s livesinthenear-term, butalsoensure the SFMTA strivetomake apositiveimpactin Through implementation ofthisgoal, notonlywill environment inSanFrancisco andtheregion. Goal 3:Improvethequalityoflifeand • • • the city. multimodal infrastructure improvementsacross work onitsongoingserviceenhancementsand Transit FirstPolicy, theagencywillcontinueto operating aprivate vehicle. Inlinewiththecity’s are desirable, accessible, andpreferredover environment wheresustainablemodesoftravel The SFMTA iscommittedtofosteringanurban preferred meansoftravel. modes oftransportation themostattractive and Goal 2:Make transit andothersustainable • • • transportation networkwithagencypartners. maintaining aconsistent, reliable, andsafe and resourcesacrossthecity, aswell demand tosupportthe Transit-First Policy. Objective 2.3:Managecongestionandparking city’s sustainable modesoftransportation. Objective 2.2:Enhanceandexpanduseofthe Objective 2.1:Improvetransit service. transportation systemusers. Objective 1.3:Improvesecurityfor system. Objective 1.2:Improvethesafetyoftransit eliminating alltraffic deaths. Objective 1.1: Achieve Vision Zeroby • • • • • agency. Objective 3.5: Achieve financialstabilityforthe change. resource efficiency, andaddressclimate stewardship toimproveairquality, enhance Objective 3.4:Provideenvironmental sustainable transportation principles. services sothattheyareconsistentwith Objective 3.3:Guideemergingmobility land useprinciples. in supportofsustainabletransportation and Objective 3.2: Advance policiesanddecisions commitment toequity. policies toadvance SanFrancisco’s Objective 3.1:Use Agency programs and 29 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 2: STRATEGIC PLAN 30 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 2: STRATEGIC PLAN • • • • • objectives. deliver servicesinsupportofallagencygoalsand become moreefficient, effective, andpreparedto the resourcesandtoolstosucceed, theycan agency’s goalsandobjectives. When staffhave element totheoverall achievementofthe Investing intheSFMTA workforceisacritical outstanding service. Goal 4:Createaworkplacethatdelivers practices. delivery throughtheimplementationofbest effectiveness ofbusinessprocessesandproject Objective 4.5:Increasetheefficiencyand inclusive workforce. Objective 4.4:Createamorediverseand public outreach, andengagement. Objective 4.3:Enhancecustomerservice, functionality ofSFMTA workenvironments. Objective 4.2:Improvethesafety, security, and support, anddevelopment. through enhancedemployeeengagement, Objective 4.1:Strengthenmorale andwellness in partonrecommendations fromtheaudit, the recommendations forimproved reporting. Based accurately collectedandreported, andmake every twoyearstoensurethat itisbeing independent auditorreviewperformance data In addition, theCityCharterrequiresthatan performance, customerservice, and sustainability. reliability, systemperformance, staffing Board ofDirectorsadoptstandardsforsystem The CityCharteralsostipulatesthattheSFMTA • • following minimumstandardsfortransit service: Accountability, theSFMTA isrequiredtomeetthe Charter, Sec. 8A.103, ServiceStandardsand Under theCityandCountyofSanFrancisco Standards Service Charter Sustainability Project. and measuresrequiredbytheregional Transit mandates, Strategic PlanPerformance Metrics; performance measuresincluding:CityCharter The SFMTA hasdevelopedacomprehensivelistof Overview MEASURES PERFORMANCE service atthescheduledtime. 98.5 percentofscheduledvehiclesmustbegin service hoursmustbedelivered, andatleast Service delivery:98.5percentofscheduled time points;and against apublishedschedulethatincludes minute earlyorfourminuteslateasmeasured considered on-timeifitisnomorethanone vehicles mustrunon-time, whereavehicleis On-time performance:atleast85percentof online: http://www.sfmta.com/annualreport. The currentSFMTA Annual Reportisavailable sfmta.com/performance SFMTA’s performancewebpage:http://www. all agencyperformancemeasures, visitthe For moreinformationandmonthlydatareportson reports ontheseindicatorsinits Annual Report. discuss agencyperformance. The SFMTA also and thepublicanopportunitytoreview These meetingsgiveagencystaff, PAG members Board’s Policy andGovernanceCommittee(PAG). Monthly progressreportsaremadetotheSFMTA monthly Strategic PlanProgress Reports. dashboards ontheagencywebsite, as wellas viewing theinteractive performancemetric implementing theStrategic Plancanbetracked by on agencyperformance. The SFMTA’s progressin the basisforourongoing, transparent reporting were establishedintheStrategic Plan, andform Both performancemetricsandspecifictargets Metrics Strategic Performance Plan Governance Committee, orPAG (seebelow). consideration oftheBoardDirectors’Policy and to performancemetricsandtheirtargetsforthe SFMTA willperiodicallymake proposedrevisions Table 3-1: Strategic PlanPerformance Metricsand Targets Percentage ofmeteredhoursthatmeetparkingoccupancytargets Muni averagetraveltimeonkey transitsegments Objective 2.3: Managecongestionandparkingdemandtosupportthe Transit First policy. Customer rating: OverallcustomersatisfactionwithMuni Average weekdaybicyclecounts Average weekdaytaxitrips Sustainable transportationmodeshare Muni ridership(averageweekday;annualtotal) Objective 2.2: Enhanceandexpand useofthecity’s sustainablemodesoftransportation. Percentage ofcableservicehoursdelivered withoutinterruption Muni meandistancebetweenfailure Operational availability ofelevators &escalatorsatMunistations Percentage ofMunibustripsovercapacityduring AM/PM peak Percentage ofscheduledMuniservicehoursdelivered Muni on-timeperformance Percentage ofMunitripswithservicegaps Objective 2.1: Improvetransitservice. Goal 2: Make transitandothersustainablemodesoftransportationthe mostattractiveandpreferredmeansoftravel. TRAVEL CHOICES SFPD-reported Muni-relatedcrimesper100,000miles Customer rating: Feeling safeandsecureonMuni Objective 1.3: Improvesecurityfortransportationsystemusers. FY17 baseline6.8collisionsper Muni collisionsper100,000miles Achieve 5%decreaseperyearover Objective 1.2: Improvethesafetyoftransitsystem. Traffic fatalities Objective 1.1: Achieve Vision Zerobyeliminatingalltrafficdeaths Goal 1: Createasafertransportationexperienceforeveryone. SAFETY PERFORMANCE METRIC targets inFY20 Achieve 35%ofparkingtargetsinFY19 and40%ofparking Reduce traveltimeonkey transitsegments Achieve 2%increaseperyearoverFY17 baseline Establish FY17baselineandincreasebicycle trips Maintain FY17averageweekdaytripsinFY19andFY20 Achieve 58%sustainabletransportationmodeshareinFY19 ridership andaverageweekdayboardingsoverFY17baseline Achieve 2%growthinFY19and5%FY20totalannual Achieve 99.5%ofhoursdeliveredwithoutinterruption Streetcar inFY19andFY20 25,000 forLRV (Siemens), 2,700and2,900MDBFforHistoric Coach, 5,300and5,500MDBFforLRV (Breda)inFY19andFY20, Achieve 10,000MDBFforMotorCoach, 6,000MDBFfor Trolley tional availability ofescalators Achieve 98%operationalavailability ofelevators and97%opera- Decrease crowdingoverFY18baseline Achieve 98.5%servicedeliveryinaccordancewithCityCharter Achieve 85%on-timeperformanceinaccordancewithCityCharter Achieve decreaseingapsoverFY18baseline Achieve 5%decreaseperyearoverFY17baseline Achieve 2%increaseperyearoverFY17baseline Achieve 5%decreaseperyearoverFY17baseline Eliminate trafficfatalitiestoachieveSanFrancisco’s Vision Zerogoal FY 2019&2020 TARGETS Establishing baseline Establishing baseline 70% ratingofgoodorexcellent Establishing baseline 8,266 trips 54% sustainablemodeshare Average Weekday:714,910 Total 225,786,174 Annual: 99.5% ofhoursdeliveredwithoutinterruption MDBF HistoricStreetcar: 2,865MDBF Motor Coach: 5,871MDBF Trolley Coach: 3,731MDBFLRV: 5,218 Escalators: 91.4%availability Elevators: 97.0%availability Peak: 15.8%tripsovercapacity(FY18) Inbound AM Peak: 14.6%tripsovercapacity(FY18)Outbound PM 98.9% ofscheduledservicehoursdelivered 57% on-timeperformance Establishing baseline 4.6 crimesper100,000miles Vehicle: 60%ratingofgoodorexcellentStop: 59%ratingofgoodorexcellent 6.8 collisionsper100,000miles 20 fatalities CALENDAR YEAR 2017BASELINE 31 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 2: STRATEGIC PLAN 32 SFMTA FY 2019 - FY 2030 SRTP Muni costrecoveryratio Muni fareboxrecoveryratio Muni costperunlinked trip Muni costperrevenuehour Year-end investmenttoward StateofGoodRepair Agency fundbalanceratio Objective 3.5: Achieve financial stabilityfortheagency Agency resourceconsumption Transportation sectorcarbonfootprint(metrictonsCO2e) Agency waste diversionrate Number ofEMStripsprovidedtopeoplewithdisabilities Percentage ofEMStripsprovidedtoandfromCommunitiesConcern EMS collisionsper100,000miles Number oftripsusingEmergingMobilityServices(EMS) Objective 3.3: Guideemergingmobilityservicessothattheyareconsistentwithsustainabletransportationprinciples. Ratio ofparkingspacestounitsfornewlyentitledprojects Objective 3.2: Advance policiesanddecisionsinsupportofsustainabletransportationlanduseprinciples (LBEs) andDisadvantaged BusinessEnterprises(DBEs) Percentage ofcontractdollarsawarded toLocalBusinessEnterprises Customer rating: Overallcustomersatisfactionwithparatransitservices Paratransit on-timeperformance Muni servicegapdifferentialonroutesidentifiedintheEquityStrategy Traffic fatalitiesinCommunitiesofConcern programs Percentage ofeligiblepopulationutilizingfreeordiscountedMunifare Objective 3.1: Use Agency programsandpoliciestoadvance SanFrancisco’s commitmenttoequity. Goal 3: ImprovethequalityoflifeandenvironmentinSanFrancisco andtheregion. LIVABILITY PERFORMANCE METRIC dedicated revenuesources Maintain atleast100%fundingofMuni operatingcostsusing Maintain historicalaverageof3-yearbaseline Maintain FY17baselinewithinflationandlaborcostindexing Maintain FY17baselinewithinflationandlaborcostindexing Federal goal Maintain investmentatorabove$250,000,00inalignmentwith Maintain ratioatorabove12.5%eachyear FY20 overFY17baseline average ofnaturalgasusage, decreasewater usageby33%in Maintain electricityusagefromFY17baseline;maintain10-year San Francisco’s climategoals Decrease carbonemissionsby3-5%annuallyinalignmentwiththe Francisco’s Zero Waste goal Achieve 100%waste diversioninFY20accordancewithSan Establish FY17baselineandincreasetrips Establish FY17baselineandincreasepercentage Establish FY17baselineanddecreaserate Establish FY17baselineandmonitortripgrowth Establish FY17baselineanddecreaseratioinFY19FY20 DBEs inaccordancewithFederal guidance Achieve 40%ofcontractsawarded toLBEsand15%awarded to Achieve 85%customersatisfactionratinginFY19andFY20 Achieve 1%increaseperyearoverFY17baseline Eliminate servicegapdifferentialonEquityStrategyroutes San Francisco’s Vision Zerogoal Eliminate trafficfatalitiesinCommunitiesofConcerntoachieve programs and2%peryearincreaseoverFY17baselineforLifeline Achieve 4%peryearincreaseoverFY17baselineforFree Muni FY 2019&2020 TARGETS 101% 24.5% $3.54 $220.39 Funds Allocated: $278,811,000 FundsSpent: $338,355,000 18.3% average Water: 1,400,000monthlyaverage Electricity: 10,000,000monthlyaverage NaturalGas: 24,000monthly Establishing baseline 33% waste diversion Establishing baseline Establishing baseline Establishing baseline Establishing baseline Establishing baseline LBEs: 64.3%DBEs: 19.2% 83% ratingofgoodorexcellent 85% on-timeperformance 1.12% servicegapdifferential 8 fatalitiesinCommunitiesofConcern 26% enrolled, 11%activeuse use People withDisabilities: 42%enrolled, 29%activeuseLifeline: Youth: 62%enrolled, 36%activeuseSeniors: 85%enrolled, 57%active CALENDAR YEAR 2017BASELINE standards Percentage ofsignandmeterwork orders completedwithintimeliness Service criticaloperationsandmaintenancestaffvacancy rate Percentage ofcapitalprojectscompleted withinbudget Percentage ofcapitalprojectsinitiated/completed ontime Objective 4.5: Increasetheefficiency andeffectivenessofbusinessprocessesprojectdeliverythroughtheimplementationbestpractices. comed andacteduponquicklyappropriately Employee rating: Myconcerns, questions, andsuggestionsarewel- Employee rating: Ifeelthatthe Agency values workplace diversity Objective 4.4: Createamorediverse andinclusiveworkforce. Customer rating: Municommunicationwithriders Community rating: Feeling ofbeinginformedaboutSFMTA projects timeliness standards Percentage ofstreets-relatedcustomerrequestsaddressedwithin ness standards Percentage ofMuniPassenger ServiceReportsaddressedwithintimeli- dards Percentage ofMunicustomersrespondedtowithintimelinessstan- Muni customercomplaintsper100,000miles Muni employeecommendationsto311 Objective 4.3: Enhancecustomerservice, publicoutreach, andengagement. Workplace injuriesper200,000hours Security incidentsinvolvingSFMTA employees Objective 4.2: Improvethesafety, security, andfunctionalityofSFMTA workenvironments. Employee wellnessprogramutilizationrate Employee rating: Overallemployeesatisfaction Employee unscheduledabsencerate Objective 4.1: Strengthenmoraleandwellnessthroughenhancedemployeeengagement, support, anddevelopment. Goal 4: Createaworkplacethatdeliversoutstandingservice SERVICE PERFORMANCE METRIC and FY20 Achieve 80%completionrateswithintimelinessstandardsinFY19 Reduce vacancy rateto5.4%inFY19and5%FY20 Complete 75%ofprojectswithinbudgetinFY19andFY20 completion rateinFY19andFY20 Achieve 85%onscheduleinitiationrateand75% Achieve 2%increaseperyearoverFY17baseline Achieve 2%increaseperyearoverFY17baseline Achieve 3%increaseperyearoverFY17baseline Establish baselineandimprovecommunityrating function ReportswithintimelinessstandardsinFY19andFY20 of Hazardous Traffic SignReports, and90%ofParking MeterMal- Signal Reports, 80%of Traffic andParking ControlRequests, 100% Address 90%ofColorCurbRequests, 92%ofHazardous Traffic and FY20 Achieve 80%addressedratewithintimelinessstandardsinFY19 and FY20 Achieve 90%responseratewithintimelinessstandardsinFY19 Achieve 3%decreaseperyearover5-yearhistoricalaverage Achieve 3%increaseperyearoverFY17baseline Reduce injuryrateto12.2inFY19and12.0FY20 Achieve 5%decreaseperyearoverFY17baseline in FY20 Increase wellnessprogramutilizationrateto23%inFY19and25% Achieve 2%increaseperyearoverFY17baseline Establish baselineanddecreaseunscheduledabsencerate FY 2019&2020 TARGETS Establishing baseline 5.8% Establishing baseline Establishing baseline 38% ratingofsomewhatorstronglyagree 55% ratingofsomewhatorstronglyagree 54% ratingofgoodorexcellent Establishing baseline(FY19) Reports: 100%Parking MeterMalfunctionReports: 91.2% Traffic andParking ControlRequests: 82.1%Hazardous Traffic Sign Color CurbRequests: 95.8%Hazardous Traffic SignalReports: 97.9% 64.4% addressedwithintimelinessstandards 20.9% responsewithintimelinessstandards 74.8 complaintsper100,000miles 195 commendations 12.4 injuriesper200,000hours 12.7 averagemonthlysecurityincidents 19.6% utilization 53% ratingofsomewhatorverysatisfied Establishing baseline CALENDAR YEAR 2017BASELINE 33 SFMTA FY 2019 - FY 2030 SRTP 34 SFMTA FY 2017 - FY 2030 SRTP efforts tomeet oneormoreofthe TSP Cost The SFMTA regularlyreportsonits good-faith seven largesttransit operators intheBay Area. structured annualmonitoring processforthe The MTCalsohas developedthefollowing highest costyearbetweenFY 2008andFY2011. For thesemeasures, thebaselineyearissetat • • • Price Index(CPI)thereafter: with nogrowthbeyondthatoftheConsumer performance measuresbyFiscal Year (FY)2017, reduction inatleastoneofthefollowing Bay Area wereasked toachievea5percentreal Project, thesevenlargesttransit agenciesinthe Within theframework ofthe Transit Sustainability operators. recommendations fortheBay Area’s transit performance measuresandinvestment equity stakeholders, thisgroupdeveloped organizations, businesses, andenvironmental from transit agencies, governmentbodies, labor recommendations. Madeupofrepresentatives committee toguidethe TSP processesand to thesystem, theMTCformedasteering performance, andinterestinattracting newriders budget shortfalls, theneedtoimprovetransit the significantprojectedcapitalandoperating San Francisco Bay Area’s transit operators. Given performance, andinstitutionalframeworks ofthe developed tofocusonthefinancialhealth, service the Transit SustainabilityProject(TSP)was Commission’s (MTC)Resolution4060in2012, Established bytheMetropolitan Transportation Transit Project Sustainability Cost Per Passenger Mile Cost Per Passenger Cost Per ServiceHour labor negotiations. improvements throughoutthecityandthrough sources toimplementtransportation including MuniForward, identifyingnewrevenue increase ridershipand/orcontainoperating costs, major initiativesthattheagencyistakingto under Statelaw. The reportalsodescribesthe Improvement Project(PIP)forSFMTA asrequired Reduction MetricsastheProductivity 30 percentoverFY2016. hours losttodelayorinterruptions bymorethan longer. Inall, we’vereducedthenumber ofservice keeping vehiclesonthestreetandinoperation percentage ofscheduledtransit servicewhile availability. This hasenabledustodeliverahigh vehicle breakdownsandincreaseddaily has playedamajorrole, resultinginreduced model formaintainingvehiclepartsinventories coaches. Ourvendormanaged inventory(VMI) fleet –particularlyamongmotorandtrolley improved mechanicalperformanceofourMuni Contributing tothissuccesshasbeenthe while keeping operating costsrelativelylow. delivering historiclevelsofRevenueServiceHours Trip, wearepleasedwithourabilitytocontinue reduction inCostperPassenger MileorPassenger Although theSFMTA hasnotyetachievedamajor miles orunlinked trips. quickly astheincreaseinvehiclehours, passenger unlinked trips. Costscanstillincreasebutnotas revenue vehiclehours, passengermiles, and/or must lowerinflation-adjustedcostsinrelationto In ordertoachievethe TSP targets, theSFMTA ProjectSustainability Targets TransitMonitoring &Achieving are old, outdatedandover-capacity. Inthe coming vehicle reliability, thefacilitiessupportingthem begun andcontinuetopayoff throughimproved aging Munifleet. Whilethoseinvestmentshave historic investmentstoreplace andexpandour Over thelastseveral years, theSFMTA hasmade Building ProgressProgram maintenance thantheoldtrains. vehicles willgo10timeslongerwithoutrequiring This new, morereliablegeneration oflightrail fleet of151light rail vehiclesandexpanditby68. roughly thenext10years, Muniwillreplaceits retiring. With newtrains arrivinginphasesover than theBredacarswearenowinprocessof new SiemensLRV4 railcars willbemorereliable since 2013, andourfleetoflight rail vehicles. Our buses, nearlyallofwhichhavebeenpurchased particularly thatofourfleetelectrictrolley been reducedsignificantlyinrecentyears– The average ageofMunibusesandtrains has Fleet ModernizationandExpansion increase ridership. These include: improve servicereliability, reducecostsand numerous initiativesunderway intendedto The SFMTA’s Transit Divisioncurrentlyhas enhancements. communications withthepublic, andtechnology and otherareassuchassafety, improved structural deficitinstate-of-good-repair needs we continuetoaddressthelong-standing will requireadditionalinvestments. In addition, demand forpublictransportation willincreaseand Francisco’s populationandemploymentgrow, the costs willdecreaseoverthelongterm. As San anticipate thatinflation-adjustedunitoperating Despite thissuccess, theSFMTA doesnot • • specific actions: following initiatives, eachassociatedanumberof the current90-Day Action Planincludesthe and proceedtothenextplan. Along withSafety, areas includingservicereliability. We then develop 90-day period, we report outonperformancein to fixed-routeservice. Attheconclusionofeach developing 90-Day Action Plansforimprovements In Fall 2018, theSFMTA Transit Divisionbegan 90-Day Transit Service Action PlanInitiatives fastest-growing areasofthecity. will extendrail servicetosome ofthedensestand Central Subway project, nownearingcompletion, rapid transit servicetothosecorridors, whilethe Project andGearyRapidwillbringbus 50 miles of city streets. The Van Ness Improvement made transit-priority improvements tomorethan Muni Forward program, nowinitsfifthyear, has in ourbusiestcorridorsavariety ofways. The We areworkingtoimprovespeed andreliability Transit SpeedandReliabilityImprovements a stateofgoodrepair. infrastructure tokeep vehiclesontheroadandin projects arecriticaltostabilizingMuni’s environmentally sustainablefleetplans. These maintenance facilitiesthatwillsupportMuni’s yards, creatingvastly improvedandmodern including the100-yearoldPotrero andPresidio rebuild andupgrade Muni’s outdatedfacilities, years, theSFMTA’s BuildingProgressProgram will customer experience duringdelays delays inthesubway andenhancethe Subway Performance –Reducemajor provided withtheservicethey expect transit servicetoensurepassengersare Service Reliability–Improvereliabilityof mitigation intheCity. operations andinfrastructure fortraffic congestion approved, therevenuewillfundtransportation companies~·for rideswithinSanFrancisco. If Companies/ andsimilartransportation the farespaidto Transportation Network Mitigation Tax. The measurewouldplaceataxon November 2019ballota Traffic Congestion Board ofSupervisorsapprovedplacingonthe funding needs. This monththeSanFrancisco sources forbothimmediateandlong-term could helpclosethegap, includingnewrevenue report, whichofferedamenuofoptionsthat January 2018thetaskforcereleaseditsfinal potential revenueoptionstoclosethosegaps. In funding needsandgapsinresources Force (T2045)toidentifyadditionaltransportation Supervisors createdthe Transportation 2045 Task In early2017MayorEdLeeandtheBoardof Local FundingSupportfor Transportation • • and implementforChaseCenteropening Chase Center–Operationalize serviceplan delivery isontrack rail vehiclefleetarerealized, andproject LRV4 –Ensurethatbenefitsofthenewlight 35 SFMTA FY 2017 - FY 2030 SRTP 36 SFMTA FY 2017 - FY 2030 SRTP conducting theCityandCounty’s affairs: departments shallimplementtheseprinciplesin County. All officers, boards, commissions, and incorporated intotheGeneral PlanoftheCityand City andCounty’s transit-first policyandshallbe (a) The followingprinciplesshallconstitutethe as follows: guide SFMTA decision-makingprocesses. Itreads was amendedbyvotersin2007, andcontinuesto adopted bytheBoardofSupervisorsin1973, it 8A.115 oftheSanFrancisco Charter. Originally San Francisco’s “Transit-First Policy” isSection Transit-First Policy POLICIES 3. 2. 1.

public healthandsafety. shall strivetoreducetraffic andimprove pedestrians, bicyclists, andpublictransit, and the useofpublicrightsway by street andsidewalk spaceshallencourage Decisions regardingtheuseoflimitedpublic travel byprivate automobile. foot mustbeanattractive alternativeto travel bypublictransit, bybicycleandon individual automobiles. Within SanFrancisco, sound alternativetotransportation by is aneconomicallyandenvironmentally Public transit, includingtaxisandvanpools, efficient movementofpeopleandgoods. transportation systemmustbethesafeand in SanFrancisco, theprimaryobjectiveof To ensurequalityoflifeandeconomichealth 7. 6. 5. 4.

transportation. travel bypublictransit andalternative public transit shallbedesigned toencourage Parking policiesforareaswellservedby parking. transit, bicyclelanes, andsecurebicycle safe streetsforriding, convenientaccessto Bicycling shallbepromotedbyencouraging pedestrians andtoencourage travel byfoot. possible toimprovethesafetyandcomfortof Pedestrian areasshallbeenhancedwherever to improvepedestriansafety. vehicles (includingtaxisandvanpools) and expedite themovementofpublictransit improved signalization, shallbemadeto designated transit lanesandstreets Transit-priority improvements, suchas (b) adopted in2018. with disabilities. The mostrecentstrategy was incomes, peopleofcolor, seniorsandpersons with highpercentagesofhouseholds withlow improving transit performanceinneighborhoods The ServiceEquity Strategy isfocusedon Equity Strategy tobedevelopedeverytwoyears. a ServiceEquityPolicy requiringaMuniService In 2014, theSFMTA BoardofDirectorsadopted EquityService Policy 8. 9. 10. required orpermittedbythissection. Supervisors mayreducethemaximumparking the BoardofSupervisors. The Boardof spaces areapprovedbyafour-fifths voteof or useonJuly1, 2007 unlesstheadditional City lawwouldhaveallowedforthestructure structure oruseinexcessofthenumberthat parking spacesforanyprivately-owned The Citymaynotrequireorpermitoff-street

commercial andresidentialdevelopments. transit generated bynewpublicandprivate allocated tomeetthedemandforpublic New transportation investmentshouldbe Municipal Railway. adversely affecttheserviceprovidedby where theprovisionofsuchservicewillnot transportation needswherever possible and innovative solutionstomeetpublic The CityandCountyshallencourage regional publictransportation system. development ofanintegrated, reliable, regional masstransit andthecontinued and Countyshallpromotetheuseof of regionalpublictransportation. The City traffic congestiondependson the adequacy The abilityoftheCityandCountytoreduce planning anddeliveryefforts. incorporate equityconcernsintoallofitsservice it shouldbenotedthattheagencystrivesto emblematic oftheSFMTA’s commitment toequity, While theServiceEquityPolicy andStrategy are neighborhoods. series ofimprovementstoroutesservingthe the 2018ServiceEquityStrategy recommendeda extensive outreachtotheeightneighborhoods, as awhole. Toward thatend, andbasedon improvement equaltoorbetterthanthesystem to ensurethatEquityNeighborhoodssee The ServiceEquityPolicy’s overarching objectiveis • • • • • • • • Equity Neighborhoods: The 2018ServiceEquityStrategy identifiedeight Two-Year Action Strategy 2017-2018. recently describedinthe Vision ZeroSanFrancisco on Vision Zeroimplementationeffortsmost SFMTA hassubsequentlyservedasaleadagency effort toeliminatealltraffic fatalitiesby 2024. The resolution ofsupportfor Vision Zero, theCity’s In 2014, theSFMTA BoardofDirectors adopteda Vision Zero Oceanview/Ingleside Outer Mission/Excelsior Visitacion Valley Bayview Mission Tenderloin/SOMA Western Addition Chinatown 37 SFMTA FY 2017 - FY 2030 SRTP 38 structure facilitatingconvenient “in-direction” transfers. L-shaped (bothnorth-southand east-west). The resultisa modifiedgrid toward thewest, southwest andsouth. Manycrosstownlines, meanwhile, are northeastern cornerofthecity, radial lines “fan out” from thenortheast Because SanFrancisco’s densestresidentialandcommercialdistrictsareinthe The basicstructureofthenetworkisillustrated intheaccompanyingdiagram. • • • • • • As currentlyconfigured, thenetworkisdesignedtofacilitate: Muni Forward program describedinthefollowingpages. 1980s, andanumberofchangeshavebeenmademorerecentlyaspartthe more thanacentury, theroutenetworkwas extensivelyredesignedinthe While someMunilineshaveremainedunchangedornearlyfor Structure Network for thefollowingsection, Performance. Muni. Inthissection, itisfurtherdescribed, inordertoprovideafoundation The Munisystemwas introducedinChapter2, IntroductiontotheSFMTA and Overview SYSTEM FIXED-ROUTE SYSTEM OVERVIEW AND EVALUATION Connections toregionaltransit, suchasBART Both radial (orientedtoward downtown) andcrosstowntravel Travel anywhereinthecityrequiringnomorethanonetransfer betweenlines Direct pathsbetweenoriginsanddestinations corridors Higher levelsofservice(shorterwaits and longerhours)inhigh-demand transit stop, helpingtoensureequityinserviceprovision Access – All residentialneighborhoodsarewithinone-quarterofamile Figure 4-1: DiagramofNetworkStructure 39 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 3: SERVICE & SYSTEM EVALUATION 40 SFMTA FY 2019 - FY 2030 SRTP CHAPTER 3: SERVICE & SYSTEM EVALUATION * Rapidroutes arereplacedby localserviceinthe evening Table 4-2: ServiceSpanStandards Minimum hoursofoperation aredeterminedbasedonservicecategory. Span Service Table 4-1: On-Time Performance DefinitionsandStandards measured basedonscheduleadherence. headway adherence, whileon-timeperformanceonlessfrequentroutesis Charter. On-timeperformanceonmorefrequentroutesismeasuredbased This standardwas mandatedbyPropositionE, whichisnowpartoftheCity On-Time Performance low-income communities. vehicles, theSFMTA also seekstopreventdiscriminationminorityand headways, vehicleavailability andtransit operator availability. Inassigning physical routecharacteristics suchasstreetwidthsandgrades, required Technical criteriaforvehicleassignmentincludepeakloadfactors, routetype, Vehicle Assignment All residentialneighborhoodsshouldbewithinone-quartermileofaMunistop. Coverage system performance, andPropositionEmandates. standards developedinresponsetodevelopmentpatterns, customerneeds, Service EquityPolicy, theSFMTA designsandoperates Muniservicebasedon In additiontothepoliciesdescribedinpreviouschapter, includingthe Standards Service All others Owl Muni Metro&RapidBus, Frequent andGrid ROUTE TYPE All others Bus andFrequent Muni Metro&Rapid ROUTE TYPE DEFINITION the scheduledtime minute earlytofourminuteslateof % oftimepointsservedwithinone headway five minutesabovethescheduled % oftripswithaservicegap SERVICE SPAN STANDARD Based ondemand (minimum 30-minute headways) Late nightservice, generally between1-5 a.m. 18 hours* OTP STANDARD ence) (schedule adher 85% on-time gap trips withaservice Less than14%of - which mustissueanencroachment permitforinstallation. siting approval resideswiththeCity’s DepartmentofPublic Works (DPW), to requestnewshelters, includingprovidingsupportinginformation, final more than125boardingsperday. While theSFMTA caninitiate theprocess equally fromtheirplacement, withagoalofhaving shelters atallstopswith provide transit shelterssystem-widetoensurethatallcustomersbenefit the Muniservicearea. To theextentpossible, itistheSFMTA’s policyto approximately 1,100 transit sheltersdistributedattransit stops throughout amenities, withoutregardtorace, color, ornational origin. The SFMTA has throughout thetransit systemsothatallcustomershaveequalaccesstothese the controlofSFMTA, itisagency policythatamenitiesaredistributed To theextentlocationanddistributionofaparticulartransit amenityiswithin Transit Shelter Installation * Rapidroutesarereplacedbylocalserviceintheevening Table 4-3: Policy Headway Standards based onservicecategory. Similarly, minimumheadways duringdifferenttimeperiodsaredetermined Headways Policy All others Connector Frequent Muni Metro&RapidBus Weekend All others Connector Grid Frequent Muni Metro&RapidBusand Weekday ROUTE TYPE Based ondemand 30 20 12 Based ondemand 30 20 10 DAY 30 20 15* 30 20 15* EVENING -- 30 20* -- 30 20* LATE NIGHT passengers, the Agency considershigherloadfactors tobemoreacceptable. the rail fleet, since mostofthe rail fleetisdesignedformostlystanding For thebusfleet, theSFMTA aimsforloadfactorsinthe range of1.4-1.6. For seated passengers(i.e. typicalbuses). load factorstandardsbetween1.0and1.6forvehiclesdesigned formostly ratio oftotalpassengerstoseats, isalsoused. Industrystandardstypicallyuse experienced. Inadditiontothesetwocapacities, theload factor, whichisthe capacity isusedtomeasurethepercentoftransit tripswherecrowdingis crowded pointofarouteover30-or60-minuteinterval. The crowding compared totheaverage numberofpassengerspassingthroughthemost planning capacity/average maximumloadisusedtoscheduleservice andis the average maximumload(for buses), andthecrowding capacity. The Standards forpassengerloadsusetheplanningcapacity(forrail vehicles), or Loads Passenger Table 4-4: StopSpacingStandards locations. spacing standardsprovideabasisforfurtheranalysisofoptimum stop opportunities, transit operations andsiteconstraints. However, thestop stops isbasedonarange offactors, includingadjacentlanduses, transfer the differentblocklengthsandgrades onSanFrancisco streets. Placementof Guidelines fordistancesbetweenstopsweredevelopedtakingintoaccount Stop Spacing Specialized Local Bus Rapid Bus Rail (surface) VEHICLE TYPE Case-by-case grades over10% or equalto10%;stopsmaybeasclose500feeton Approximately 800to1,360feetongrades lessthan uses andusage Case-by-case, basedontransfer points, adjacent land Approximately 900to1,500feet STOP SPACING STANDARD extremely difficult. feet perstandingpassengerandassumesmovingtofromdoorways tobe and vehiclecapacity. This crowdingcapacityiscalculatedassuming2.7square passenger andisassumedtoprovideabalancebetweencomfort The planningcapacityiscalculatedusing3.7 squarefeetperstanding guidelines forevaluating passengerloadsonrail vehicleshavebeenrevised. As partofthe2019updatetoSFMTA’s RailFleetManagementPlan, the Rail Table 4-6: Passenger LoadStandards–Bus per standingpassenger. passenger andthecrowdingcapacityiscalculatedassuming 3.0squarefeet average maximumloadiscalculatedusing4.5squarefeetperstanding As showninthe2017SFMTA BusFleetManagementPlan, forbuses, the Bus Table 4-5: Passenger LoadStandards –Rail TYPE VEHICLE TYPE VEHICLE (California) Cable Car (Powell) Cable Car Streetcar Vehicle Light Rail 60-ft Bus 40-ft Bus 32-ft Bus PASSENGERS PASSENGERS AVERAGE MAXIMUMLOAD TOTAL TOTAL TOTAL TOTAL 139 PLANNING CAPACITY 60 52 69 69 44 33 LOAD FACTOR LOAD FACTOR 1.7 1.7 2.1 2.3 1.55 1.45 1.40 PASSENGERS PASSENGERS TOTAL TOTAL CROWDING CAPACITY CROWDING CAPACITY TOTAL TOTAL 168 63 55 82 81 51 38 LOAD FACTOR FACTOR LOAD 1.85 1.65 1.60 1.8 1.8 2.5 2.8 41 SFMTA FY 2019 - FY 2030 SRTP CHAPTER 3: SERVICE & SYSTEM EVALUATION 42 SFMTA FY 2019 - FY 2030 SRTP CHAPTER 3: SERVICE & SYSTEM EVALUATION • design, underconstruction oralreadycompletedinclude: 6, CapitalImprovement Program. Projects andprojectsegmentsnowinfinal project segmentsthatremain intheplanningstagearedescribedChapter elements describedin Appendix A, MuniForward. MuniForward projectsand Muni’s mostfrequent linesandrelyingonatoolbox oftransit-priority a corridor-by-corridor basis, focusingprimarilyoncapitalimprovements percent, andtheMuniForward program hascontinuedtoimproveserviceon introduced, ridershipontheRapidNetworkhasgrownbymorethan22 Within ayear, systemwideridershipgrew by6percent. Sinceitwas of Muniserviceindecades. realigned and/orrenamed. These changesamountedtothelargestexpansion line, the5516thStreet, the44Owl, andthe48Owl, whileotherrouteswere new routeswereintroduced, includingtheEEmbarcaderohistoricstreetcar using newconnectionstoBART onRoutes28R, 29, 35and 57. Finally, several hours wereextendedonExpressroutes. Regionalconnectivitywas improved Service onRoute28Rwas expandedfrompeakperiod-onlytoall day, and important stopsinmajorcorridors, replacing existinglimited-stoproutes. same time, itintroducedaRapidNetworkofbusroutesmakingonlythemost service changes, increasingservicelevelssystemwideby10percent. At the Beginning in2015, MunihasimplementedForward-recommended project’s EnvironmentalImpactReportorEIRwas adoptedin2014. enhance pedestrianaccessandsafetyinthemostheavilyusedcorridors. The investments toimprovereliabilityandtravel time, increasecapacityand realign routesandincreaseservicelevels, aswellproposedcapital comprehensive analysisofMuniservice. Itresultedinrecommendationsto TEP, nowknownasMuniForward. Startingin2006, the TEP was a The MuniForward program grewoutofthe Transit EffectivenessProject, or reliable service. and 3)relatedtechnologyfleetupgrades thatsupportdeliveringmore reducing delay, 2)changestoservicereflectingevolvingpatternsofdemand, design ofstreetsbasedonanevolvingunderstandingbestpractices in by planning, designing, andimplementing1) “transit priority” changestothe Muni Forward isSFMTA’s program toimprovetransit serviceinSanFrancisco Forward Muni priority traffic signals, andboardingislandstoenhance safetyontheline’s The L Taraval RapidProject, whichincludestransit onlylanes, transit- • • • • • • • only lanesforthe 22Fillmore, providingreliableconnections tothe The 16thStreet ImprovementProject, whichiscurrentlyproviding transit- perceive timesavingscloserto 10minutespertrip. times by2minutesperone-way trip. Surveys havefoundthatriders in theMissionDistrictandmade otherchangestoimprovetransit travel The 14Mission RapidProject, which sofarhasprovidedtransit-only lanes improvements areontheway onSanBruno Avenue. the 8Bayshore, 9SanBrunoand9RRapid. Additional Street andBayshoreBoulevard benefittingthreeofMuni’s busiestlines, Potrero Avenue intheMissionDistrictandmadeimprovements to11th The 9SanBrunoRapidProject, whichprovidedtransit-only laneson between LagunaandStanyan streets. making transit priorityimprovementsintheLowerandUpperHaight reducing inboundtravel timesbyseveral minutespertrip, andisnow streets, allowingtravel inbothdirectionstobeconsolidatedonHaightand contraflow transit laneonHaightStreetbetweenLagunaandMarket The 7HaightNoriegaRapidProject, which providedaninnovative Boulevard andPark PresidioBoulevard. have beencompletedexceptintheRichmondDistrictbetween Arguello larger 60-footarticulatedvehicles. All segmentswestofMarket Street reducing signalsandatraffic circle, increasedserviceandintroductionof design ofFultonandMcAllisterstreetsincludingadditiondelay- The 5FultonRapidProject, whichismakingaseriesofchangestothe Village, amongotherimprovements. Francisco Public Works toprovidebulb-outcurbextensionstopsinLaurel California Laurel Village ImprovementProject, apartnershipwithSan transit-only lanesonClayStreet intheFinancialDistrict, and therelated The 1California Transit PriorityProject, whichtodatehasprovided 28th Avenue. Street between Arguello Boulevard and9thStreetJudahat that havebeen “fast-tracked” andarenowindevelopmentincludeIrving changes toimprovereliabilityonMuni’s busiestsingleroute. Segments islands sothatpassengersdon’thavetostepintotraffic, andmake other efficient traffic signals, providebulb-outcurbextensionstopsandboarding The NJudahRapidProject, whichwillreplacestopsignswithmore getting onandoffoftrains don’thavetostepintothepathoftraffic. surface segmentin West Portal andtheSunsetDistrict, sothatpassengers 2.Unaudited 1.A newfederally-mandated countingmethodologyusedforFY2014and beyondhasresultedinlowerreportedrevenueservicehoursandmiles. Source: NTDReporting\FY2018\NTD Endof Year Report\NTD Comparison.xlsx Table 4-7: Transit Performance –National Indicators Transit Database Audited Annual Data, FY2012-FY 2017 see Appendix A, Muni Forward.Muni see AppendixA, For moreinformationonresultsfromimplementationoftheseprojects, please • • • • • • METRIC Unlinked PassengerUnlinked Trips Revenue ServiceMiles Revenue ServiceHours Street downtown. Extension andcolorizationoftheexistingtransit-only lanesonMarket 19 Owl. pedestrian improvementstoacorridorsharedbyMuniroutes28, 43, and The LombardStreetSafetyProject, which madeanumberoftransit and and 12. District, whichenabledremoval ofatwoblock-longdetouronLines10 Extension oftheSansomeStreetcontraflow transit laneintheFinancial stops onthesegmentsofrouteSouthMarket. Improvement Project, whichwillmake improvementstotransit lanesand and the3rdStreet Transit andSafetyProject4thStreet Transit Marina Districtandwillmake changessoononNorthPoint and Van Ness, The 30StocktonRapidProject, whichhasmadeaseriesofchangesinthe crosstown servicebetweenBalboaPark andtheSunsetDistrict. stops, addedRapidservicemiddayandanewalignmenttobetterfocuson The 2819th Avenue RapidProject, whichprovidedbulb-outcurbextension neighborhoods. the Tenderloin andPolk Gulchtobetterserveridersandresidentsofthose Strategy route(see “Service EquityPolicy,” Chapter3)andmovestopsin The 27Bryant Transit Reliabilityproject, whichwillrealignthisEquity new GoldenState Warriors basketball arena. Mission aswelltherapidly growingMissionBaymixed-usedistrictand 222,125,944 24,304,903 3,182,574 FY 2012 222,991,006 24,247,011 3,205,867 FY 2013 227,977,367 23,440,702 3,091,554 FY 2014 service qualityandreliability. continue tomonitorthesemetricscloselyinordermaintain andimprove continues togrow, inbothpopulation andemployment, theSFMTA will the Munisystemandimprovedconditionsforourriders. As SanFrancisco to implementa10percentserviceincrease. This hasdecreasedcrowdingon In FY2015, theSFMTA alsosignificantlyimprovedservicedeliveryandstarted also affectedservicemileagecalculations. agency’s Central Controllogand Automatic Train ControlSystem. This change undelivered serviceresultingfrominterruptionsasreportedbythe modified itsmethodologyforcalculatingrevenuehoursbyexcluding performance metrics. InFY2014, attherequestofFTA, theSFMTA targets, therehavebeenchangestothemethodologyusedcalculatethese FY 2017afterremainingflatsince2014. SinceMTC’s adoptionofthe TSP increased inFY2016and2017. Revenueservicemileshaveincreasedin the revenueservicehourshavefluctuatedthroughFY2015andthen increase, peakinginFY2016anddecliningslightly2017. Additionally, From FY2012-FY2017, unlinked passengertripshaveshownasteady Transportation Agency’s fundinginurbanizedareas. submitted totheNTDalsoinformsapportionmentofFederal assessment oftheagencyanditsserviceplanningpractices. The data States. The SFMTA submits datatotheNTDonanannualbasisfor information andstatisticsonthetransit systemsoperating intheUnited The National Transit Database(NTD) is thenation’s primarysourcefor PERFORMANCE 1 219,326,138 21,527,691 3,010,140 FY 2015 2

232,348,185 23,919,084 3,238,830 FY 2016 225,786,174 26,964,653 3,625,884 FY 2017 43 SFMTA FY 2019 - FY 2030 SRTP CHAPTER 3: SERVICE & SYSTEM EVALUATION 44 SFMTA FY 2019 - FY 2030 SRTP CHAPTER 3: SERVICE & SYSTEM EVALUATION Performance Indicators) Table 4-8: Additional Transit Performance Indicators, Targets – and Results Unaudited Annual Data, FY 2013-FY 2018 (*Key http://sfmta.com/about-sfmta/reports/strategic-plan-progress-reports Committee. These reportsarealsoavailable online: discussed indepthattheSFMTA BoardofDirectors’Policy &Governance Indicators (includingthosemetricslistedin Table 12)areissuedmonthlyand com/performance. Additionally, reports on theSFMTA’s Key Performance performance onagencygoalsandobjectives, foundonlineathttp://sfmta. The SFMTA hasdevelopedinteractive publicdashboardsdetailingits metrics tracking Munieffectiveness andefficiencyoverthepastseveral years. The tablesandchartsonthefollowingpages provideasnapshotofkey to addressanyissueswithtransit serviceearlyandeffectively. assess itsperformanceonamonthlybasisgivingSFMTA stafftheopportunity inform futuredecision-makingpurposes. The agencyusesthesemetricsto Key Performance Indicatorsandothersignificantdatapointsthatwould effectiveness ofthetransit system. These metricsincludetheStrategic Plan’s the SFMTA adoptedseveral newmetricstotrack theefficiencyand As discussedintheGoals, Objectives, andStandardssectionofthisdocument, Additional Transit Indicators Performance 5 (high)* tion; Scaleof1(low)to all customersatisfac- Customer rating: Over board/100,000 miles Muni fallson sions/100,000 miles* Muni colli- (100 FTEs)* ries/200,000 hours Workplace inju- etc.)/100,000 miles* (i.e. assaults, thefts, system relatedcrimes SFPD-reported transit attractive andpreferredmeansoftravel Goal 2:Make transit, walking, bicycling, taxi, ridesharing andcarsharingthemost Goal 1:Createasafertransportation experienceforeveryone METRIC - TARGET FY13-14 14.6 4.5 3.4 - - ACTUAL FY14 12.0 3.0 4.3 5.9 9.4 TARGET FY15-16 13.1 3.5 4.1 3.1 - ACTUAL FY15 11.0 3.1 4.2 6.4 8.2 ACTUAL FY16 12.8 3.2 4.3 6.6 6.4 TARGET FY17-18 11.3 3.4 3.5 5.3 ACTUAL FY17 12.4 3.2 4.2 6.8 4.6 work* gaps onRapidNet- trips with+5minute Percentage oftransit Network* bunching onRapid trips with<2minute Percentage oftransit delivered uled servicehours Percentage ofsched- tween failure(Cable) Mean distancebe- tween failure(Historic) Mean distancebe- Rail Vehicle) between failure(Light Mean distance tween failure(Bus) Mean distancebe- max loadpoints 5:59 pm, outbound)at PM peak(5:00pm- over capacityduring Percentage ofbustrips max loadpoints 8:59 am, inbound)at AM peak(8:00am- over capacityduring Percentage ofbustrips performance Percentage ofon-time terminals time departuresfrom Percentage ofon- uled tripsdelivered Percentage ofsched- Rapid Networkroutes performance fornon- Percentage ofon-time METRIC TARGET FY13-14 14.6% 85.0% 85.0% 98.5% 85.0% 2.9% ------ACTUAL FY14 18.6% 58.9% 73.9% 96.3% 59.6% 96.2% 4,734 2,045 3,164 4,632 8.3% 7.4% 4.0% TARGET FY15-16 10.7% 85.0% 85.0% 98.5% 85.0% 2.1% ------ACTUAL FY15 17.2% 57.0% 72.2% 97.7% 57.4% 97.7% 5,200 1,797 4,517 5,650 5.6% 4.7% 4.8% ACTUAL FY16 16.9% 59.8% 75.3% 98.9% 60.5% 99.0% 4,412 1,971 5,547 5,436 4.1% 3.4% 5.4% 2 TARGET FY17-18 85.0% 85.0% 98.5% 85.0% 1.8% 8.8% ------ACTUAL FY17 57.3% 75.0% 98.9% 59.5% 98.9% 18.1% 2,512 5,218 5,155 5.9% - - - 1 (Transit Operators) rate byemployeegroup Unscheduled absence Farebox recoveryratio Cost perunlinked trip hour forbuses Passengers perrevenue cost perrevenuehour* Average annualtransit budget byphase Projects deliveredon- time byphase* Projects deliveredon- delays (Monthly$M)* impact ofMuniservice Estimated economic (metric tonsC02e)* SFMTA carbonfootprint pilot areas* rate changeinSFpark Metered hourswithno Mode Share* operation escalators areinfull Percentage ofdaysthat operation elevators areinfull Percentage ofdaysthat tries, average weekday) Ridership (faregateen- average weekday) Ridership (rubbertire, Goal 3:ImprovetheenvironmentandqualityoflifeinSanFrancisco METRIC 1 TARGET FY13-14 $202 50% ------ACTUAL FY14 45,244 75,322 504,205 66.2% 93.8% 94.4% $224.88 $224.88 $224.73 (Nomi (Nomi justed) justed) $3.29 $3.05 $3.05 9.4% 54% 30% $2.8 (Ad (Ad nal) nal) 68 ------TARGET FY15-16 17,434 $192 50% ------ACTUAL FY15 43,499 74,522 512,817 59.2% 65.6% 60.3% 91.9% 93.3% $227.69 $227.69 $242.35 (Nomi (Nomi justed) justed) $3.29 $3.29 $3.48 7.7% 52% 30% $1.9 (Ad (Ad nal) nal) 64 - - - - ACTUAL FY16 $236.83 24,146 69,646 519,477 97.8% 81.3% 64.7% 86.5% 94.4% $229.37 $229.37 $3.49 (Nomi (Nomi justed) justed) $3.38 $3.38 26% 8.6% 54% $1.7 (Ad (Ad 63 nal) nal) 3 - - 3 - - 3 3

TARGET FY17-18 $183 50% ------ACTUAL FY17 70,236 507,600 92.3% 84.3% 71.8% 91.4% 97.0% (Nomi- $220.39 $220.39 (Nomi $3.54 $3.54 3,483 8.1% 25% 57% nal) nal) 63 - - 3. 2. 1. 1 (low)to5(high)* to doyourjob?Scaleof information youneed you feelhavethe Employee rating: Do to 5(high)* cations. Scale of1(low) process andcommuni- decision-making isfaction withSFMTA Stakeholder rating: Sat- plans* their performance appraisals basedon Employees withannual year* by thestartoffiscal mance plansprepared Employees withperfor 5 (high)* tion. Scaleof1(low)to all employeesatisfac- Employee rating: Over 1 (high)to5(low)* ments clearly;scaleof lenges andaccomplish- events, issues, chal- communicates current as thoughthe Agency Employee rating: Ifeel (low) to5(high)* events? Scaleof1 challenges andcurrent about agencyissues, you feelinformed Employee rating: Do get deficit(SOGR)* Structural capitalbud- budget deficit Structural operating service Goal 4:Createacollaborative environmenttosupportdeliveryofoutstanding METRIC FY16 figures areadjustedfor inflation toreflect FY17dollarsandare basedonpreliminary unaudited Current throughMarch 2016. crowding metrics. technology, and there was insufficient covereageofvehiclestocomputeaccurate systemwide During FY17automatedpassengercounters weretranstioned fromlegacytechnologytonew 4 - - TARGET FY13-14 $260M 100% 100% - - - - ACTUAL FY14 $260M 62.5% 62.5% 3.5 3.4 3.5 - - TARGET FY15-16 $130M 100% 100% 3.9 3.9 4.0 This measurediscarded. - ACTUAL FY15 54.2% 31.3% 3.6 2.9 3.4 3.5 - ACTUAL FY16 $229M 58.9% 59.1% 3.3 3.2 3.5 - TARGET FY17-18 ACTUAL FY17 $278M 59% 44% 3.4 3.1 3.5 - 45 SFMTA FY 2019 - FY 2030 SRTP CHAPTER 3: SERVICE & SYSTEM EVALUATION 46 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 3: SERVICE & SYSTEM EVALUATION Table 4-9: (inMillions),Annual Boardings FY2011-FY2018 long-term ridershipgains. improve servicequalityandreliabilitytogenerate evaluate theeffectivenessofits serviceaswell agency willcontinuetomonitorridership changes undertheMuniForward program. The implemented aseriesofserviceincreasesandroute Throughout FY2015and2016, theSFMTA recovering fromadipthatstartedinFY2010. 2011, transit ridershiphasbeengrowingand Transit Ridership remains steady.SinceFY 4. its targetwhileexpandingservice, theSFMTA has over 99percentofscheduled service andexceeding which pointitbegantodecline. After delivering around 97percentto99untilFY2018, at 2018, scheduledservicedeliveryimprovedfrom and remains high. BetweenFY2012and Scheduled servicedelivered hasimproved FY 2018 FY 2017 FY 2016 FY 2015 FY 2014 FY 2013 FY 2012 FY 2011 Y EAR in the2016employeesatisfactionsurvey. current events, issues, challengesandaccomplishmentsclearly” been rewordedto “I feelasthoughthe Agency communicates accomplishments, currentevents, issuesandchallenges” has Employee rating of “I haveaccesstoinformationabout Agency financials. A NNUAL BOARDINGS (ROUNDED TO NEARESTMILLION) 225,000,000 226,000,000 232,000,000 229,000,000 228,000,000 223,000,000 222,000,000 214,000,000 Table 4-11:MeanDistanceBetweenFailures (inMiles), FY2012-2018 Table 4-10: Percent ofScheduled Trips Delivered, FY2012-FY2018 operators onlong-termleave. operators andreducingthenumberoftransit performance byhiringandtraining newtransit high levelofservicedelivery. Itaimstobolsterits encountered newchallengesinmaintainingthis and rolloutofnewvehicles. lengthened substantiallyduetotheprocurement coaches), themean distancebetweenfailureshas life. For therubbertirefleet(bothmotorandtrolley vehicles beginningtoreachtheendoftheiruseful lengthened byeventhoughtheexistingBreda vehicles, themeandistancebetweenfailureshas improved significantlysinceFY2012. For light rail improving. Vehicle maintenanceandreliabilityhas Mean distancebetweenvehiclefailures is FY 2018 FY 2017 FY 2016 FY 2015 FY 2014 FY 2013 FY 2012 YEAR FY 2018 FY 2017 FY 2016 FY 2015 FY 2014 FY 2013 FY 2012 YEAR LIGHT RAIL VEHICLES 5,204 5,218 5,547 4,517 3,164 3,571 3,137 PERCENTAGE 97.5% 98.9% 99.1% 97.7% 96.3% 97.1% 96.8% RUBBER TIRE FLEET 7,407 5,155 5,416 5,628 4,632 3,310 3,300 responsiveness totraffic andservicedelays. communications systemtoimprovereal-time taxis andimplementinganewradio implementing redlanesreservedfortransit and schedules andsupervisiondeployment, improve on-timeperformancebyreassessing approximately 60percent. The SFMTA isworkingto has maintainedanon-timeperformancerate of stress onthetransportation network, theSFMTA (14.8 percent). Evenwiththisrapid growthand while employmentmushroomedbyover86,000 population increasedbyover35,000(4.5percent) Between 2012and2015, SanFrancisco’s Working toimprove on-timeperformance. Table 4-12: Percent On-Time Performance, FY2012-FY2018 FY 2018 FY 2017 FY 2016 FY 2015 FY 2014 FY 2013 YEAR PERCENTAGE 56.1% 57.3% 59.8% 56.8% 57.9% 58.2% Table 4-13: Fixed Route Weekday byLine,Average Boardings FY2018(RoundedtoHundreds) CATEGORY Frequent Rapid VEHICLE TYPE Motor Coach Trolley Coach Light Rail Vehicle Light Rail Vehicle Light Rail Vehicle Light Rail Vehicle Light Rail Vehicle Trolley Coach Motor Coach Motor Coach Trolley Coach Motor Coach Trolley Coach Trolley Coach Motor Coach Trolley Coach Motor Coach Motor Coach Motor Coach Motor Coach Trolley Coach Motor Coach Motor Coach LINE 38R 28R 14R 7R 5R 9R 49 47 38 30 28 24 22 14 KT M N 7 1 9 8 L J BOARDINGS 11,900 12,900 43,000 31,600 33,000 40,600 15,500 25,000 21,500 20,400 11,700 12,000 16,000 24,900 23,500 29,500 18,900 11,700 22,800 4,500 9,700 9,400 DAILY 2,00 CATEGORY Connector Grid VEHICLE TYPE Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Trolley Coach Motor Coach Motor Coach Trolley Coach Trolley Coach Motor Coach Motor Coach Motor Coach Trolley Coach Motor Coach Motor Coach Motor Coach Motor Coach Trolley Coach Motor Coach Trolley Coach Motor Coach LINE 67 66 57 56 55 52 39 37 36 35 25 54 48 45 44 43 33 31 29 27 23 21 19 18 12 10 6 5 3 2 BOARDINGS 10,000 15,500 12,600 17,500 1,400 2,100 1,900 2,000 2,200 1,500 1,100 2,800 6,800 7,600 5,700 8,800 6,200 3,800 6,600 6,900 3,200 6,300 6,500 7,800 8,400 2,500 5,200 DAILY 800 400 500 CATEGORY Special- Historic ized Owl Trolley Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach VEHICLE TYPE Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Motor Coach Cable Car Cable Car Cable Car Streetcar 38AX 31AX 38BX 31BX 8AX 1AX LINE 8BX 1BX 83X 82X 81X 30X 14X NX 7X 88 91 90 41 61 60 59 F BOARDINGS 19,700 3,500 1,000 1,100 2,000 4,200 5,600 5,800 1,600 1,500 1,200 1,300 4,000 7,800 5,100 DAILY 400 300 500 700 300 100 900 900 47 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 3: SERVICE & SYSTEM EVALUATION 48 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 3: SERVICE & SYSTEM EVALUATION has providedparatransit servicessince1978. services toeligiblepeoplewith disabilities. Muni all publictransit agenciestoprovide paratransit Americans withDisabilities Act (ADA)hasrequired disabling healthcondition. Since1990, the or accesspublictransit becauseofadisabilityor program forpeopleunabletoindependentlyuse San Francisco Paratransit isavan andtaxi PARATRANSIT SERVICES improving ourpublicservice. and improvingworkspaceforourstaff range offacilityprojects, focusedonmaintaining effort. The SFMTA isnowimplementingaboard realignment tobolsterstaffingaroundthiscritical effort, theSFMTA alsomadeanorganizational rebuild andmodernizationprojects. Through the upgrades andtenantimprovements, andfacility address buildingmaintenanceneeds, building the BuildingProgressprogram toholistically of theFacilities Framework, theSFMTA launched In 2018, basedonthefindingsandrecommendations accommodated. development aftertransit prioritiesare considering market conditionsforpotentialjoint operational andmaintenanceneeds, and pursue basedonfleetstorage andtransit provided theSFMTA withvarious scenariosto needs through2040. The Facilities Framework alternatives toaddresstheSFMTA’s facilities Framework, aflexibleanddynamictoolproviding In 2017, theSFMTA completedaFacilities FACILITIES EQUIPMENT AND to groupsof ADA-eligible customers attending van serviceprovidingdoor-to-door transportation Group Van Service. Group Van isa pre-scheduled better meetstheirtransportation needs. mandated service, butmanycustomers findthatit card topayfortheirtrips. This isnotan ADA- with amonthlysubsidyandareissueddebit public, exceptparatransit customersareprovided curb taxiservicethatisavailable tothe general Taxi Service. Paratransit taxiisthesamecurb-to- pick-up time. provided within20minutesofthenegotiated seven daysbeforethedayoftrip, andtripsare customers mustmake areservation fromoneto Access isashared-rideservice. SF Access scheduled, door-to-door ADA van services. SF SF Access Van Service. SF Access providespre- service tocustomerseligiblefor ADA paratransit: San Francisco Paratransit providesthreetypesof 6, CapitalImprovementProgram. description oftheSFMTA transit fleetinChapter vehicle procurementcanbefoundinthe 18 expansionvehicles. Moreinformationonthe vehicles, including41replacementvehiclesand will procureapproximately 59newparatransit 76X-Marin Headlandsline. InFY2019, theSFMTA service within¾’s ofamiletheMuni Marin Headlandsonweekends, tomaintain part ofDalyCityinSanMateoCounty, andtothe Francisco, to Treasure Island, tothenorthernmost The SFMTA overseesparatransit servicewithinSan transportation. companies toprovidedemand-responsive The paratransit broker contracts withvan andtaxi with aparatransit broker tomanagetheservice. SFMTA ownstheparatransit fleetandcontracts and referrals. The program providesconsumers appropriate transportation services, information, adults andpeoplewithdisabilities with a MobilityManagementprogram toconnectolder Mobility Management. SFParatransit administers Shop-a-Round. Riders areeligiblebasedonthesamecriteriaas cultural events, andreducessocialisolation. seniors andpeoplewithdisabilitiestosocial Van Gogh. The Van Goghshuttletransports services. Discount ID;or3)eligiblefor ADA Paratransit 65 andolder;2)disabledhaveanRTC qualify iftheymeetoneofthreecriteria:1)age service isanon-ADAprogram, meaningriders personalized assistancenotavailable onMuni. The grocery stores, andfarmersmarkets) andprovides preselected stores(includingsupermarkets, individuals withdisabilitiestoandfrom and taxiservicethattakes groupsofseniorsand Shop-A-Round. Shop-a-Roundisalow-costvan adults andpeoplewithdisabilities: management programs toawiderange ofolder non-ADA paratransit serviceandmobility In addition, theSFMTA providesspecialized accounts online. program tomake purchasesandmanagetheir provides customerswhousethetaxidebitcard Access ridetickets. SFParatransit Taxi Online customers withtheabilitytobookandorderSF Paratransit Access Onlineprovidesparatransit their experiencepayingforandbookingtrips. SF access totwonewonlineportalsthatwillimprove In FY2019, ADA paratransit customerswillhave Health Care, seniorcenters, orworksites. specific agencyprograms suchas AdultDay Transportation Authority (SFCTA) plannedand tax measure, theSanFrancisco County With fundingfromthelocalProposition Ksales based Transportation PlanningProgram (CBTP.) Transportation Commission(MTC) Community- completed fiveplansunderthe Metropolitan The CityandCountyofSanFrancisco has PROGRAM PLANNING BASED TRANSPORTATION MTC COMMUNITY- information, programs, andreferrals. and peoplewithdisabilitiestransportation solicit guidanceonhowtoconnectolderadults community basedagencyrepresentatives, to representation ofcommunityadvocatesand Steering Committee, comprisedofabroad recently, staffconvenedtheMobilityManagement streets andpublictransportation system. More expanding theaccessibilityofSanFrancisco’s dedicated tomaintaining, improving, and input onaccessibility-relatedprojects. MAAC is who regularlyuseSFMTA servicesandprovide group ofseniorsandcustomerswithdisabilities Accessibility Advisory Committee(MAAC) isa paratransit services. Also, theMultimodal to discussandprovideinputSFMTA on Executive CommitteeofthePCCmeetsregularly to provideinputontheparatransit program. The social serviceagencyrepresentativesandothers advisory bodyforcustomers, serviceproviders, Paratransit CoordinatingCouncil(PCC)isan involvement withparatransit services. The SFMTA hasalonghistoryofcommunity in person, online, andoverthephone. with tailoredinformation, counseling, andtraining winter 2020. through 2019, with planadoptionscheduledfor June. The plandevelopmentprocesswillcontinue the $600,000inLifelinefunds willtake placein phase ofpublicoutreach. Ballotingfortheuseof Program. The project iscurrentlyinthesecond supported bytheMTCLifeline Transportation effort isaparticipatorybudgetingprocess Caltrans PlanningGrant. Onecomponentofthe Bayview neighborhood, thistimefundedbya Currently, theSFMTA iscompletinga CBTP forthe long-term improvements. working withtheSFCTA toidentifyfundingfor improvements arefullyfunded;theSFMTA is Walkable Western Addition. Near- andmid-term enhanced pedestrian-scalelightingcalledthe Buchanan StreetMall, aswellanetworkof Golden Gate Avenue, Turk Street, andthe recommendations toimprovecorridorsincluding intersections andmid-long-term improve pedestriansafetyatmorethan40 resulted innear-term recommendationsto analysis andcommunityengagement, and The effortincludedsignificantexistingconditions Mo’MAGIC. contracted community-basedorganization (CBO) Technical Advisory Committee(TAC) and Supervisor LondonBreed, SFCTA, theproject’s neighborhood, workingcloselywithDistrict5 city’s fifthCBTPeffortinthe Western Addition In FY2015, theSFMTA tookonleadershipofthe Chinatown (October2014). South ofMarket (March2012), andBroadway- Bayview HuntersPoint (June2010), Western completed CBTPsinMission-Geneva (April2007), 3, StandardsandPolicies.) including theServiceEquityStrategy, seeChapter (For moreontheSFMTA’s equity-relatedefforts, December 1, 2019. The next Title VI Program UpdateisduetoFTA by the SFMTA BoardofDirectorsinNovember2016. update andmonitoringreportwereapprovedby minority” routesasdefinedbyFTA. The program to theperformanceof “minority” and “non- comparing systemwidetransit service performance SFMTA providedresultsofitsmonitoringprogram In additiontothe2016program update, the required byFTA C4702.1B. “Program-Specific Requirements” (Section2)as “General Requirements” (Section1)and Program anddetailedcompliance withboththe served asanupdatetotheSFMTA’s 2013 Title VI the December1, 2016deadline. This program 2016 Title VI Program was submittedtoFTA by Civil RightsOfficeeverythreeyears. The SFMTA’s the Federal Transit Administration (FTA) Regional required tosubmitanupdated Title VI Program to As arecipientoffederal funds, theSFMTA is REPORT TITLE ANALYSIS VI AND Paratransit TaxiServices 49 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 3: SERVICE & SYSTEM EVALUATION 50 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 3: SERVICE & SYSTEM EVALUATION Table 4-14:FTA Triennial Review ofFindings Summary the draft report, issuedinOctober2019. Management; SatisfactoryContinuingControl;andMaintenance. A scheduleforcorrectiveactionswas createdinordertoaddressthesedeficienciesand was includedin The mostrecentFTA Triennial ReviewoftheSFMTA was conductedin2019. Deficiencieswereidentifiedinthefollowingreviewareas: TechnicalCapacity – Award FTA TRIENNIAL REVIEW Control 7. SatisfactoryContinuing 6. TransitManagement Asset Management 5. Technical Capacity–Project Oversight Management andSubrecipient 4. Technical Capacity–Program Management – Award3. TechnicalCapacity Capacity 2. FinancialManagementand 1. Legal REVIEW AREA D D ND ND NA D ND ND FINDING outs untimely close- awards/ Inactive TC-AM5-1*: ratio route busspare Excessive fixed- SCC10-1*: mation required infor MPRs lack TC-AM3-1: CODE(S) DEFICIENCY - schedule beginninginDecember2019untilfurthernotice. awards thataremorethan98percentexpended. Submit amonthlycloseout award budgetssothatfundscanbespentanddrawn downintheothersixactive Manager, asneeded. Ifnecessary, workwiththeFTA Program Managertorevise awards thatare100percentexpended, withtheassistanceofFTA Program award managementtoenableitcloseawards onatimelybasis. Closeoutthe SFMTA mustsubmittotheFTA regionalofficemoreeffectiveproceduresfor FTA Program Manageratthe timeofannualupdates. Status Reportin TrAMS mustbeupdatedannuallytoreflectprogress. Notifythe detailed justificationsforyearsin whichspare ratios exceed20 percent. The Fleet projected peakrequirement, andtheprojectedspare ratio. The plan shouldinclude the numberofbusestobedisposed of, thenumber ofbusestobeadded, the the numberofbuses, and, foreachyearuntilthespare ratio reaches 20percent, to 20percent. The plan shouldincludeaspreadsheetlistingforeachbustype, SFMTA must submit totheFTA regionalofficeaplanforreducingthespare ratio CORRECTIVE ACTION must becomplete. MPRs dueOctober30, 2019;January 30, 2020;andforall subsequentquarters milestone progressremarkssectionsforanyrevisedestimatedcompletiondates. ensure MPRsincludeallrequiredinformation, particularlyexplanationsinthe SFMTA mustsubmittotheFTA regionalofficeanimplementedprocedureto 2020 March 2, 2020 March 2, DUE DATE RESPONSE 2020 March 2, * Denotesrepeatdeficiency REVIEW AREA 9. Procurement 8. Maintenance Requirements 21. Section5311Program Requirements 20. Section5310Program Requirements 19. Section5307Program 18. Drugand Alcohol Program Drug-Free17. Workplace Act 16. CharterBus 15. SchoolBus 14. EqualEmploymentOpportunity Paratransit 13. ADA –Complementary Act (ADA)‑General Disabilities 12. AmericansWith 11. Title VI Enterprise 10. Disadvantaged Business NA NA ND ND ND ND ND ND ND ND ND ND ND D FINDING maintenance preventive ity/ equipment Late facil- M2-2*: CODE(S) DEFICIENCY ment system). Listthepercentageofinspections performedon time. documentation (e.g., copyofworkorder, printoutfromthemaintenancemanage- dates theinspectionsaredue, thedatesofactualinspections, andbackup Include withthesubmittaltoFTA regional office areportlistingtheitems, the 80 percent ofitspreventivemaintenanceontimefor12consecutivemonths lifts examinedduringthereviewuntildatademonstrate SFMTA hasconducted designee onthepreventivemaintenanceresultsofaircompressorsandLR monthly reportsignedbythechiefexecutiveofficerorotherseniormanagement Through December30, 2020, oruntilotherwisenotified, SFMTA mustsubmita audits ofperformance. tive maintenanceinspectionson time andforperiodicallyconductinginternal SFMTA mustsubmittotheFTA regionaloffice procedures forcompletingpreven- CORRECTIVE ACTION . V 2020 December 30, 2020 March 2, DUE DATE RESPONSE 51 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 3: SERVICE & SYSTEM EVALUATION 52 • • • • • • • planning for, evaluation of, andlevelsofinvestmentinfixed-routetransit services. The belowserviceframework, previouslydescribedinChapter2, isusedtoguide TransitFixed-Route Framework Service services) aswellothertransportation servicesprovidedbytheSFMTA. for Munitransit service(includingbothfixed-routeanddemand-responsive This chapteroutlinesrevenuesandexpenses projectedoverthenext15years OPERATIONS PLAN OPERATIONS AND BUDGET PLAN (operating between 1and5a.m.)aremadeup ofsegmentsmultiplelines. Owl: Somelines operate 24hoursaday, whileotherovernight lines these linesvary. schools; overnightowlservice; andspecialeventservice. Frequencies on only servicesforcommuters;supplemental servicetomiddleandhigh Specialized: This categoryincludes:expresslines, primarilypeakperiod- lines, whichoperate every10minutesorlessalldayweekdays. Historic: This categoryincludesMuni’s cablecarandhistoricstreetcar neighborhoods. They generally operate every30minutesalldayweekdays. the city, includingneighborhood-based “circulator” servicetohillside Connector: These linesareshorter, andservetoprovidecoverage throughout Frequencies vary fromevery12to30minutesalldayweekdays. form theframework of “trunk” linesprovidingserviceacrossthecity. Grid: Along with MuniMetro, RapidbusandFrequent lines, theselines weekdays inmajorcorridors, butmake morefrequentstopsthanRapid lines. Frequent: These buslinesalsooperate every10minutesorlessallday focused onthesecorridors. and transit-priority improvements (see “Muni Forward,” Chapter4)are lines arescheduledtooperate every10minutesorlessalldayweekdays, as wellRapidbuslines, accountfor themajorityofMuniridership. All Muni Metro&RapidBus: These lines, including MuniMetrolightrail lines fund increased service, suchasCandlestick/Hunters Point. also anticipated toincreaseinresponsedevelopment projectsthatwill help Subway,” Chapter6). While notshowninthetablebelow, servicelevelsare following completionoftheCentral Subway projectinFY2020(see “Central Service willbeincreasedwhen theMuniMetro T-Third Street lineisextended coaches with60-foot inhigh-demandbuscorridors. including new “LRV4” lightrail vehicles aswellreplacementof40-foot capacity hasbeenexpandedthroughintroductionofhigher-capacity vehicles, While servicelevelshaveremainedrelativelyconstantsince 2016, transit • • • • • • • percent inFY2016. Changesincluded: fixed-route transit service was increased3percentinFiscal Year 2015and7 As partoftheMuniForward program (see “Muni Forward,” Chapter 4), • • • based primarilyonthefollowingfactors: Muni’s processfordeterminingwhethertoincreaseserviceonarouteis Fixed-Route Transit Increases Service Responding toevolvingdevelopmentpatterns Reducing crowding Chapter 3, StandardsandPolicies) Closing equitygaps, inaccordancewiththeServiceEquityStrategy (see Replacing LimitedrouteswithaRapidNetwork. services. Changing themixofRapid, Frequent, Grid, Connector, andSpecialized Introducing largerbusesoncrowdedroutes. Eliminating underutilizedroutesorroutesegments. Changing existingroutealignments. Creating newroutes. Increasing frequencyoftransit servicealongheavilyusedcorridors. 53 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 4: OPERATIONS PLAN & BUDGET 54 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 4: OPERATIONS PLAN & BUDGET and communications operations oftheagency. as theadministrative, financialservices, regulatory, these operations byfundingcapitalprojectsaswell Francisco. The Operating FinancialPlansupports improve thetransportation networkinSan and implementscommunity-based projectsto bicycling andwalking, regulatestaxis, and plans SFMTA managesparkingandtraffic, facilitates nation’s eighth-largest publictransit system, the In additiontooperating andmaintainingthe Operations Agencywide “Paratransit Services” inChapter4. with disabilitiesaredescribedindetailunder responsive servicesforolderadultsandpeople mandated paratransit servicesanddemand- SFMTA’s Americans withDisabilities Act (ADA)- Service Responsive Paratransit Demand- & Table 5-1: PlannedLevelsof Transit ServiceSystemwide, FY2018-FY2030 2018 (actual) FISCAL YEAR 2030 2029 2028 2027 2026 2025 2024 2023 2022 2021 2020 2019 3,898,550 3,898,550 3,898,550 3,898,550 3,898,550 3,898,550 3,898,550 3,898,550 3,898,550 3,898,550 3,898,550 3,816,150 3,816,150 SERVICE HOURS SERVICE MILES 28,328,000 28,328,000 28,328,000 28,328,000 28,328,000 28,328,000 28,328,000 28,328,000 28,328,000 28,328,000 28,328,000 27,729,250 27,729,250 Table 5-2: forFY2018 SummaryofExpenditures Amended BudgetandFY2019-FY2020 ofDollars) Adopted Budgets(inMillions Council (CAC) alsoholdsseveral meetingsrelatedtothebudget. collection ofpubliccommentsviaothermeanssuchasmailandemail. The SFMTA Citizens Advisory meetings, publichearingsbeforetheSFMTA Board, presentationstotheBoardofSupervisors, and As partofeachtwo-yearbudgetcycle, inputissolicitedfrommembersofthepublicviatownhall on itspart, oritmayrejectthebudgetinitsentiretybyseventh-eleventhvote. Budget. Instead, theBoardofSupervisorsmayallowentirebudgettotake effectwithoutanyaction later thanMay1. The MayorandSupervisorsdonothaveline-itemrevisionauthority overtheSFMTA and approvedbytheSFMTA BoardofDirectorsandsubmittedtotheMayorSupervisorsno amendments forthesecondfiscalyearinodd-numberedyears. The proposedbudgetmustbereviewed The SFMTA submitsitstwo-yearbudgetineven-numberedyears. The Agency maysubmitbudget Increases,” andarerootedintheMuniServiceEquityStrategy process. recommendations arebasedontheprocessdescribedaboveunder “Fixed-Route Transit Service operating grants; andtransfers fromtheCityandCountyofSanFrancisco General Fund. Transit service (both fixedrouteandparatransit); fines, fees, andpermits;revenuesfromparkingmetersgarages; SFMTA Operating Budgetisbasedonrevenueprojectionsfromthefollowingsources:passengerfares The SanFrancisco CityCharterrequirestheSFMTA tosubmitabalancedbudgeteverytwo years. The OPERATIONS BUDGET BUDGET CATEGORY Salaries &Benefits Contracts andOtherServices Materials &Supplies Equipment &Maintenance Rent &Building Other Agencies Insurance, Claims&Payments to Services fromCityDepartments Subtotal -Operating Budget ing Budget Capital ProjectsIncludedinOperat - Total AMENDED BUDGET FY 2018 676.2 154.7 78.2 65.8 12.8 68.0 70.2 1,125.9 57.6 1,183.5 BUDGET 2019 ADOPTED FY 713.0 158.2 71.8 28.5 17.9 68.8 77.1 1,135.3 82.2 1,217.5 ADOPTED BUDGET FY 2020 766.6 162.7 77.6 28.2 18.3 70.6 79.2 1,203.2 71.2 1,274.4 • estimates ofprojectedrevenuesandexpenses. scenario. The Planisbasedon historical information, long-term trends, and Plan helpsthe Agency anditsstakeholders understandalong-termfinancial to bepreciseforecastsforanyspecificyear;instead, theOperating Financial operating budget. The Operating FinancialPlan’s projectionsarenotdesigned The SFMTA Operating FinancialPlanislonger-term thanthetwo-year Expenses Long-Term Revenues Operations and Projected of Dollars) Table 5-3: SummaryofRevenuesforFY2018 Amended BudgetandFY2019-FY2020 Adopted Budgets(inMillions Total ing Budget Capital ProjectsIncludedinOperat- Subtotal -Operating Budget Use ofFundBalance City Charter) General Fund Transfer (Basedon Service Fees) Other (Advertising, Interest, and Parking Fees, Fines&Permits Operating Grants Transit Fares BUDGET CATEGORY FY 2024. UsingFY2019adopted budgetasthebase, theprojected 3.08% forFY2021, 2.99%forFY2022, 3.03forFY2023, and3.01for Moody’s SFMetropolitanStatistical Area CPI. This is2.85%forFY2020, projection oftheCaliforniaDepartment ofFinanceSF Area CPIand line withtheConsumerPrice Index (CPI), whichisusing the average plan asofthisdateassumessalary increasesformostemployeeunions in will thereforeenternegotiationswiththeCityinspring of2019. This projected period. In FY2020, mostlaborunionshaveopencontracts and major changestoservicelevelsandnumberofemployeeswithin the Operating expenditures:For operating expenditures, thePlanassumedno 1,183.5 57.4 1,126.1 47.1 313.6 77.0 336.6 148.4 203.4 BUDGET AMENDED FY 2018 1,217.5 69.6 1,147.9 33.2 336.3 45.6 358.8 170.0 204.0 BUDGET ADOPTED FY 2019 1,274.4 71.2 1,203.2 38.0 345.4 64.0 368.5 174.4 212.9 BUDGET ADOPTED FY 2020 • combination of revenuemeasuresandexpenditure reductions. budget cycle, theSFMTA workswithpolicymakers toclosethatgapthrough a shows theprojectedfunding gap fromFY2021through2035. Duringeach The lastlineof the Operating FinancialPlan(OtherRevenueSources TBD) professional services, andothercurrent expenditureitems. new busoperators andmaintenancestaffs, materialsandsupplies, Maintenance Yard. Specificexpenditurestosupporttheseprograms include service, setupofCentral Subway services, andopeningthenewIslaisCreek program fundingforadditional Transit needsincludingnewlightrail vehicle Principles. The adoptedFY2019 andFY2020operating budgetsaddednew supports allofitsStrategic PlanGoalsandfollowsthe Transit First Policy The SFMTA adoptedtwo-yearoperating budget(FY2019andFY2020) SFMTAFunding Transit in &Changes Operations Service 2.6 percentannually. 2021 throughFY2035, operating expensesareprojectedtoincreaseby Transportation SustainabilityFee andDevelopmentImpactfees. From FY the City’s Five-Year FinancialPlan, published inJanuary 2019. Fund Baselinetransfers fromFY2020through2024arederived from adjusting-down fortaxifeesandpermits. The estimateforCityGeneral includes eliminationofrevenuesfrom Taxi medallionsalesandarate and costrecoveriesforservicesprovidedtootherCitydepartments. Italso that includeadvertising, interestandrentalincome, chargesforservices, percent foroperating grants, anaveraged 5%formiscellaneousrevenues 2% annualincreaseforparkingfeesandfines, 1.5%fortransit fares, 2.5 projections usingtheFY2019adoptedbudgetasbase. This includes a increases basedontheFY2018actualperformanceand2019 Operating revenues:For operating revenues, theplanassumedrate 2035, operating expensesareprojectedtoincreaseby4percentannually. Area Plan-identifiedcommunityimprovements. From FY2021through 2006 bytheBoardofSupervisorstoformalizeinteragency coordinationfor Implementation Committee(IPIC)whichwas establishedinOctoberof Development ImpactfeesadministeredbytheInteragency Plan Population BasedBaseline, Transportation SustainabilityFee and Operating budgetisfundingforcapitalneedsfromGeneral Fund additional fundingfornewtransit programs. Flowingthroughthe FY 2019budgetreflectinga2.5%reductionindivisionalbasebudgetand inflationary increasesfornon-laborexpensesfollowthesame rates, with 55 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 4: OPERATIONS PLAN & BUDGET 56 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 4: OPERATIONS PLAN & BUDGET Clipper Card. with anactiveRegional Transit Connection(RTC) Program isavailable toSanFrancisco residents budget process. The People withDisabilities allocated throughFY2019and FY2020via program beganonMarch1, 2015, withfunding Board ofDirectorsinJanuary 2015 andthe Program (FMSD)was approvedbythe SFMTA 65 andolder)People withDisabilities via budgetprocess. The Free MuniforSeniors(age funding allocatedthroughFY2019and2020 (SES) andEnglishLearner(EL)programs, with Unified School Districts’ Special Education Services year oldstudentsenrolledintheSanFrancisco program toinclude18yearoldsand1922 Board ofDirectorssubsequentlyextendedthe with agiftfromGooglein2014. The SFMTA The program was continuedthroughFY2016 youth ages5through17livinginSanFrancisco. a pilotprogram toprovidefreeMuniservicefor In FY2013and2014, theSFMTA implemented Program Muni Free Financial Plan. consistent annualincreaseintheOperating increases infarerevenuesareincludedasa purchases ofcertainfaremediums. The projected product, andauthorizinga10%discountfor bulk passports, adoptinganewlow-incomesingleride implementing faredifferentialsforvisitor fares forSinglerideClipper/MuniMobile, pricing, includingbutnotlimitedto, maintaining Code. Somefarechangesarebasedonalternative and chargessubjecttotheCalifornia Vehicle Recovery calculationsforvarious fares, fees, fines, SFMTA’s Automatic IndexingPolicy andCost The approvedfarechangesarebasedonthe Fare in Revenues Projected Changes Operating FinancialPlan. responsive services, arefundedthroughthemixoffederal andlocalfundingsourceslistedinthe Paratransit services, includingboth Americans withDisabilities Act (ADA)serviceandnon-ADAdemand- Sources Funding Paratransit Moody’s SFMetropolitanStatistical Area CPI. Index (CPI)thatusestheaverage projectionoftheCaliforniaDepartmentFinanceSF Area CPIand included asanannualincreaseintheOperating FinancialPlanandarebasedontheConsumerPrice due tolaborandservicecontracts maychange. Estimatesforincreasedlaborandcontract expensesare The currentlaboragreementsformost unionswillendinfiscalyear2019, atwhichpointexpenses Contract and Expenses Labor and applicationscanbefoundatwww.sfmta.com/freemuni seniors, andpeoplewithdisabilitieswhouseaClipper®card. MoreinformationonFree MuniProgram The SFMTA nowprovidesfreeMuniservicetomorethan60,000low-andmoderate-income youth, . Table 5-4: Operating Expenses, ofDollars) FY2014-FY2019(inMillions Recent of History Operating &Revenues Expenses Table 5-5: OperatingRevenues, ofDollars) FY2014-FY2019(inMillions Total Operating Revenues Other Revenue Operating Grants Fines, Fees, &Permits Parking Meters&Garages General Fund Passenger Fares BUDGET CATEGORY Total Operating Revenues Other Professional Services/Work Orders Fuel, Lubricants, Materials&supplies Benefits Salaries BUDGET CATEGORY 977.8 30.6 139.2 156.0 195.2 243.9 212.9 FY 2014 ACTUALFY 888.4 121.1 140.6 93.2 183.5 350.0 ACTUAL FY 2014 1,012.1 53.6 146.6 129.4 195.5 272.3 214.7 FY 2015 ACTUALFY 958.4 150.4 146.0 88.3 197.4 376.3 ACTUAL FY 2015 1,017.3 54.6 143.3 127.3 200.6 284.7 206.8 FY 2016 ACTUALFY 983.9 125.0 158.6 95.7 200.3 404.3 ACTUAL FY 2016 1,064.0 75.9 136.9 142.2 199.2 312.6 197.2 FY 2017 ACTUALFY 1,042.8 146.6 186.6 79.2 204.8 425.6 ACTUAL FY 2017 1,128.0 84.2 152.9 146.8 201.4 338.9 203.8 FY 2018 ACTUALFY 1,107.8 174.8 168.1 87.7 219.8 457.4 ACTUAL FY 2018 1,137.2 70.0 161.2 146.9 202.7 353.1 203.3 PROJECTION FY 2019 1,124.5 75.5 231.0 117.3 222.4 478.3 PROJECTION FY 2019 57 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 4: OPERATIONS PLAN & BUDGET 58 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 4: OPERATIONS PLAN & BUDGET Note: Datainthisexcludecapitalprojectfund(CPF)includedannualappropriationordinance Table 5-6: Operating Financial Plan, FY2018-FY2035: (in Expenditures Thousands ofDollars) Projects Capital Current tions for Contribu- Needs Total Salaries Benefits Fringe plies and Sup- Materials Orders and Work Services sional Profes- Expenses Operating Other Expenses Operating Total BUDGET CATE- GORY AMENDED AMENDED 447,390.5 228,807.8 144,051.5 190,463.1 115,127.3 1,126,110.2 1,125,840.2 BUDGET FY 2018 FY 2018 270.0

477,502.0 235,455.5 100,234.3 198,847.4 123,199.0 ADOPTED ADOPTED 1,147,838.1 1,135,238.1 12,600.0 BUDGET FY 2019

518,201.1 248,408.5 105,830.1 204,724.2 126,069.2 ADOPTED ADOPTED 1,203,233.1 1,203,233.1 BUDGET FY 2020 0.0

534,161.7 263,595.9 212,363.5 127,278.2 1,227,676.9 1,227,676.9 90,277.6 FY 2021 5-YEAR 5-YEAR PLAN 0.0

550,133.2 279,726.1 219,010.7 130,346.5 1,272,193.4 1,272,193.4 92,976.9 FY 2022 5-YEAR 5-YEAR PLAN 0.0

566,802.2 296,904.1 228,003.2 133,385.2 1,320,888.8 1,320,888.8 95,794.1 FY 2023 5-YEAR 5-YEAR PLAN 0.0

583,862.9 315,178.5 234,803.7 136,667.2 1,369,189.8 1,369,189.8 98,677.5 FY 2024 5-YEAR 5-YEAR PLAN 0.0

601,378.8 334,625.3 101,637.8 242,226.0 140,049.7 1,419,917.6 1,419,917.6 JECTION FY 2025 FY 2025 PRO- 0.0

619,420.2 355,325.6 104,687.0 249,811.2 144,251.1 1,473,495.2 1,473,495.2 JECTION FY 2026 FY 2026 PRO- 0.0

638,002.8 377,362.4 107,827.6 258,307.3 148,578.7 1,530,078.8 1,530,078.8 JECTION FY 2027 FY 2027 PRO- 0.0

657,142.9 400,824.4 111,062.4 267,117.8 153,036.0 1,589,183.6 1,589,183.6 JECTION FY 2028 FY 2028 PRO- 0.0

676,857.2 425,806.1 114,394.3 276,256.0 157,627.1 1,650,940.7 1,650,940.7 JECTION FY 2029 FY 2029 PRO- 0.0

697,162.9 452,408.7 117,826.1 285,735.8 162,355.9 1,715,489.4 1,715,489.4 JECTION FY 2030 FY 2030 PRO- 0.0

718,077.8 480,739.9 121,360.9 295,571.6 167,226.6 1,782,976.7 1,782,976.7 JECTION FY 2031 FY 2031 PRO- 0.0

739,620.1 510,914.9 125,001.7 305,778.6 172,243.4 1,853,558.7 1,853,558.7 JECTION FY 2032 FY 2032 PRO- 0.0

761,808.7 543,056.6 128,751.7 316,373.0 177,410.7 1,927,400.8 1,927,400.8 JECTION FY 2033 FY 2033 PRO- 0.0

784,663.0 577,296.5 132,614.3 327,371.6 182,733.0 2,004,678.3 2,004,678.3 JECTION FY 2034 FY 2034 PRO- 0.0

808,202.9 613,774.6 136,592.7 338,791.9 188,215.0 2,085,577.1 2,085,577.1 JECTION FY 2035 FY 2035 PRO- 0.0

Note: Datainthisexcludecapitalproject fund(CPF)includedinannualappropriation ordinance Table 5-7: Operating Financial Plan, FY2018-FY2035: Revenues(in Thousands ofDollars) ing Revenue Total Operat- Sources Revenue Other nus Needs Revenue Mi- Needs Total ing ADA Operat- 5307 -10% Federal Transit Grants Gas Tax Paratransit Regional Based Population- Based Revenue- STA AB 1107 and 4.5 Article 4/8 TDA Operating Measure 2 Regional Bridge Tolls Fund Balance BART ADA Tax County Sales GF Transfer) Other (City Revenue Non-Fare Fares BUDGET CATE- GORY AMENDED AMENDED 1,126,110.2 1,126,110.2 313,590.0 413,646.0 203,430.5 BUDGET FY 2018 FY 2018 11,000.0 36,740.0 37,740.0 41,653.1 47,088.0 3,800.0 3,098.5 2,754.0 1,000.0 9,670.0 900.0 0.0 0

1,147,838.1 1,147,838.1 ADOPTED ADOPTED 336,320.0 404,395.3 203,883.3 BUDGET FY 2019 50,121.8 43,268.4 46,162.7 33,200.0 4,062.5 3,098.5 8,800.0 2,687.5 1,739.6 9,670.0 428.6 0.0 0

1,203,233.1 1,203,233.1 ADOPTED ADOPTED 345,410.0 432,509.5 212,941.7 BUDGET FY 2020 51,625.5 44,566.5 47,547.6 38,000.0 4,062.5 3,098.5 8,800.0 2,768.1 1,791.7 9,670.0 441.4 0.0 0

1,227,676.9 1,227,676.9 384,890.0 412,980.5 216,122.0 FY 2021 35,030.8 52,916.1 45,680.6 48,736.3 5-YEAR 5-YEAR 4,164.1 3,098.5 9,020.0 2,837.3 1,836.5 9,911.8 PLAN 452.5 0.0 0

1,272,193.4 1,272,193.4 400,160.0 422,589.5 219,349.8 FY 2022 47,051.6 54,239.0 46,822.6 49,954.7 10,159.5 5-YEAR 5-YEAR 4,268.2 3,098.5 9,245.5 2,908.3 1,882.5 PLAN 463.8 0.0 0

1,320,888.8 1,320,888.8 412,050.0 432,634.2 222,625.8 FY 2023 66,037.6 55,595.0 47,993.2 51,203.5 10,413.5 5-YEAR 5-YEAR 4,374.9 3,098.5 9,476.6 2,981.0 1,929.5 PLAN 475.4 0.0 0

1,369,189.8 1,369,189.8 425,180.0 443,146.2 225,950.9 FY 2024 82,760.5 56,984.9 49,193.0 52,483.6 10,673.9 5-YEAR 5-YEAR 4,484.3 3,098.5 9,713.6 3,055.5 1,977.8 PLAN 487.3 0.0 0

1,419,917.6 1,419,917.6 101,617.5 437,935.4 454,160.4 229,325.7 JECTION FY 2025 FY 2025 58,409.5 50,422.8 53,795.7 10,940.7 4,596.4 3,098.5 9,956.4 3,131.9 2,027.2 PRO- 499.4 0.0 0

1,473,495.2 1,473,495.2 122,233.0 451,073.5 465,714.7 232,751.0 JECTION FY 2026 FY 2026 59,869.7 51,683.4 55,140.6 11,214.2 10,205.3 4,711.3 3,098.5 3,210.2 2,077.9 PRO- 511.9 0.0 0

1,530,078.8 1,530,078.8 144,706.7 464,605.7 477,850.2 236,227.5 JECTION FY 2027 FY 2027 61,366.5 52,975.5 56,519.1 11,494.6 10,460.4 4,829.1 3,098.5 3,290.4 2,129.8 PRO- 524.7 0.0 0

1,589,183.6 1,589,183.6 168,493.0 478,543.8 490,612.3 239,756.0 JECTION FY 2028 FY 2028 62,900.6 54,299.9 57,932.1 11,782.0 10,721.9 4,949.8 3,098.5 3,372.7 2,183.1 PRO- 537.8 0.0 0

1,650,940.7 1,650,940.7 193,657.7 492,900.2 504,050.1 243,337.3 JECTION FY 2029 FY 2029 64,473.1 55,657.4 59,380.4 12,076.5 10,990.0 5,073.5 3,098.5 3,457.0 2,237.6 PRO- 551.3 0.0 0

1,715,489.4 1,715,489.4 219,991.2 507,687.2 518,217.7 246,972.2 JECTION FY 2030 FY 2030 66,085.0 57,327.1 60,864.9 12,378.4 11,264.7 5,200.4 3,098.5 3,543.4 2,293.6 PRO- 565.1 0.0 0

1,782,976.7 1,782,976.7 248,114.5 522,917.8 533,173.8 250,661.4 JECTION FY 2031 FY 2031 67,737.1 58,760.3 62,386.6 12,687.9 11,546.4 5,330.4 3,098.5 3,632.0 2,350.9 PRO- 579.2 0.0 0

1,853,558.7 1,853,558.7 277,830.2 538,605.3 548,983.0 254,405.8 JECTION FY 2032 FY 2032 69,430.5 60,229.3 63,946.2 13,005.1 11,835.0 5,463.6 3,098.5 3,722.8 2,409.7 PRO- 593.7 0.0 0

1,927,400.8 1,927,400.8 309,215.2 554,763.5 565,715.6 258,206.2 JECTION FY 2033 FY 2033 71,166.3 61,735.0 65,544.9 13,330.2 12,130.9 5,600.2 3,098.5 3,815.9 2,469.9 PRO- 608.5 0.0 0

2,004,678.3 2,004,678.3 342,349.3 571,406.4 583,448.8 262,063.5 JECTION FY 2034 FY 2034 72,945.4 63,278.4 67,183.5 13,663.5 12,434.2 5,740.2 3,098.5 3,911.3 2,531.7 PRO- 623.7 0.0 0

377,314.9 588,548.6 602,266.9 265,978.5 JECTION FY 2035 FY 2035 2,085,577.1 2,085,577.1 74,769.1 64,860.4 68,863.1 14,005.0 12,745.0 5,883.7 3,098.5 4,009.1 2,595.0 PRO- 639.3 0.0 0

59 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 4: OPERATIONS PLAN & BUDGET 60 adjustments arealsomadeon anongoingbasis. The CIPisaliving documentthatisupdatedasneedschange;technical • • • improvements including: The currentCIPcoversFiscal Years (FY)2019through2023, andfunds the agency. by local, regional, state, andfederal partneragenciesthatallocatefundingto Standards andPolicies), aswellotherplansandstrategies. The CIPisused an implementationtoolfortheSFMTA Strategic Plan(seeChapter3, strategic investment/value analysisusedtoprioritizeprojects. Italsoservesas facilities investmentsprioritizedinthe20-yearCapitalPlan. Itincludesa plan matchingprojectedfundingtofleetprocurementsandinfrastructure and The five-yearCapitalImprovementProgram (CIP)isafinanciallyconstrained 5-Year Capital Improvement Program funding strategies. resources effectively, theSFMTA developsshort, medium-andlong-range To identifythecity’s capitalandoperational transportation needsandallocate Overview CAPITAL PLANNING CAPITAL AND PROGRAMS PLANS the L Taraval Improvement Project. 22 Fillmore:16thStreet Transit Priority, 28 19th Avenue RapidProject, and will advance throughconstructionoverthenextfiveyears, includingthe Muni Forward projects includinganumberofmajorcorridorprojectsthat implementation of Vision Zero(BicycleandPedestrian Strategies); and Street-related improvements, includingsignificantfundingfor and trolleycoachfleet million peryear, includingcompletion of thereplacemententirebus State ofGoodRepairmaintenanceandupgrades atanaverage of$301 2023 CIP. SFMTA isworkingtoaddresstheseneedsthroughprojectsintheFY2019- for enhancementsandexpansionstothecurrenttransportation network. The existing assets(stateofgoodrepairneeds), whiletheremaining$13billionis $9 billionisneededfortheongoingreplacementandrenewal oftheagency’s spanning allpotentialSFMTA capitalinvestments. Ofthistotal, approximately The 2017CapitalPlanidentifiednearly$22billionininvestmentneed city’s Transit Firstand Vision Zeropolicygoals. Goals, the2017CapitalPlanservestopromoteprojectsthatadvance the and was lastupdatedin2017. Inadditiontoadvancing the Agency’s Strategic two-year CapitalBudget. The SFMTA CapitalPlanisupdatedeverytwoyears be addressedthroughprojectsinthefiscallyconstrained five-yearCIPand identified. Oncefundingsourcesareidentified, thesecapitalneedscanthen meaning thatitidentifiescapitalneedsforwhichfundinghasnotyetbeen a 20-yeartimeframe. The SFMTA CapitalPlanisfiscallyunconstrained, purpose oftheCapitalPlanistoprovideaprioritizedlistcapitalneedsover identifying andprioritizingcapitalneedstohelpguidefutureinvestment. The Guided bytheSFMTA Strategic Plan, theCapital Planisthefirststepin 20-Year Plan Capital Plan andonmorerecentrevenueprojections. remaining sixyearsarebasedonforecastsmadeinthe201520-Year Capital updated spendingprojectionsbasedonrevisedrevenueassumptions. The 2029. The firstfouryearsarebasedontheFY 2019-FY2023CIPandinclude The current10-yearCapitalFinancialPlancovers Fiscal Years 2020through 10-Year Plan Financial Capital 61 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN 62 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN placed beforevoters in2019toimposea3.25 bill (A.B. 1184)thatauthorizesaninitiativetobe September 2018, GovernorJerryBrownsigneda revenue measuresinthenext fiveyears. In The CIPassumes successfulpassagetotwonew gross receiptsplatform/gigeconomytax. property renttaxincrease, vehiclelicensefee, and including asalestax, grossreceiptscommercial help closethetransportation fundinggap Force developedamenuofoptionsthatcould Francisco’s transportation system. The T2045 Task 2045 toclosea$22billionfundinggapforSan transportation revenuemeasuresthroughtheyear 2017 tojointlyexplorethepotentialforanew Transportation 2045(T2045) Task Force inearly M. LeeandtheBoardofSupervisorscreated the Additionally, Former SanFrancisco MayorEdwin and whenapprovedbySanFrancisco voters. line itemintheCapitalImprovementProgram if programmed andwillbeincluded asaseparate next bond, anticipatedfor2024, isnot yet programmed intheCapitalFinancial Plan. The approved byvotersin2014, andhasbeen The firstofthetwogeneral obligationbonds was half-cent salestaxdedicatedtotransportation. license feeto2percent, andimplementinga obligation bonds, restoringthestatevehicle recommended issuingtwo$500milliongeneral 2013 Mayor’s Transportation Task Force strategies toaddresstransportation funding. The San Francisco haveundertaken anumberof transportation, SFMTA andtheCityCountyof In anefforttoshowlocalsupportfor Sources Funding FUNDING CAPITAL event thatoneorbothofthenewrevenue and sourceofrevenueistobedetermined. Inthe Muni equityandaffordability. The exacttiming maintenance andexpansion, regionaltransit, and maintenance, streetsafetyprojects, transit voters inNovember2020tosupportroad another newrevenuemeasurebySanFrancisco The CIPalsoassumessuccessfulpassageof roughly $30millionannuallyinthefirstfewyears. infrastructure. The taxisexpectedtobringin approve—would supporttransportation and Proceeds fromthetax—iftwo-thirdsofvoters commercially andexemptszero-emissionvehicles. on autonomousvehiclesthatareused tax onrideshares. A.B. 1184alsoauthorizesatax percent perrideand1.5pooledtrip infrastructure forpeoplewalking andbicycling. that servetoimproveaccessibilityand transit enhancementprojectsalso haveelements infrastructure orprogram. For example, many total investmentinthattypeoftransportation amount foreachprogram doesnotreflectthe nature ofmostSFMTA projects, theline-by-line investment. However, duetothemultimodal programs thatgenerally reflectthetypeof SFMTA’s capitalprojectsaresortedinto For budgetingandcapitalplanningpurposes, Capital Funding by Program removing ordeferringprojectstoalaterdate. will beremovedandtheCIPrebalancedby sources arenotrealized, thosefundingsources Table 6-2: Planned Capital InvestmentbyProgram, FY2020-FY2029 Table 6-1: Anticipated bySource,Capital Funding FY2020-FY2029 Federal Revenue Bond RevenueBond Cap& Trade* New Revenue* NewRevenue* Measure 3 Measure 3 Regional Bond 2022* Bond 2022* Transportation Facilities* Bond 2022, Transportation TOTAL TOTAL OtherLocal* Bond 2014 Transportation TOTAL Fleet Facility Infrastructure Communications/IT PROGRAM /PROJECT ERAF1 State* SOURCE FUNDING Security Parking Other Expansion Transit Optimization& Transit FixedGuideway Traffic &Signals Taxi Streets $76,008,910 $76,008,910 $179,658 $179,658 $1,700,000 $1,700,000

$34,347,113 $34,347,113 $0 $0 $667,360,242 $667,360,242 $346,355,851 $142,867,314 $38,047,904 $38,047,904 $27,853,492 FY 2020 FY 2020 $667,360,242 $217,449,989 $222,477,967 $59,330,750 $16,454,758 $74,827,579 $21,101,185 $55,518,014 $200,000 $0 $0

$355,789,087 $355,789,087 $0 $935,000 $935,000 $24,560,000 $24,560,000 $24,915,614 $24,915,614 $0 $0 $751,184,767 $751,184,767 $233,333,495 $66,291,260 $0 $45,360,311 FY 2021 FY 2021 $751,184,767 $230,461,440 $315,570,390 $44,744,031 $69,367,881 $76,414,253 $5,723,758 $8,703,014 $200,000 $0 $0

FY 2022 $528,628,773 $245,416,823 $245,416,823 $0 $51,865,000 $51,865,000 $40,290,074 $40,290,074 $45,230,954 $45,230,954 $0 $0 $528,628,773 $528,628,773 $114,387,054 $0 $0 $31,438,868 FY 2022 $234,469,041 $115,151,155 $43,709,175 $79,959,045 $44,051,599 $7,517,758 $3,571,000 $200,000 $0 $0

FY 2023 $436,087,976 $132,081,796 $136,064,835 $163,002,783 $163,002,783 $0 $0 $0 $45,074,926 $45,074,926 $35,641,502 $35,641,502 $0 $83,333,333 $83,333,333 $436,087,976 $436,087,976 $89,002,181 $0 $0 $20,033,250 FY 2023 $27,966,335 $89,313,489 $38,492,776 $5,363,758 $6,604,986 $200,000 $0 $0

FY 2024 $626,180,189 $427,992,565 $99,824,965 $52,784,305 $20,359,576 $15,614,424 $356,046,856 $356,046,856 $0 $50,000,000 $50,000,000 $42,870,000 $42,870,000 $0 $0 $0 $83,333,333 $83,333,333 $1,128,809 $6,394,713 $626,180,189 $626,180,189 $76,930,000 $0 $0 $17,000,000 FY 2024 $507,428 $965,122 $426,558 $181,722 FY 2025 $376,104,595 $143,218,567 $59,960,572 $66,767,091 $22,076,472 $23,059,715 $10,079,188 $42,988,458 $4,199,527 $2,389,840 $1,174,368 $122,615,928 $122,615,928 $0 $190,799 $0 $0 $42,870,000 $42,870,000 $17,831,139 $17,831,139 $50,000,000 $50,000,000 $33,333,333 $33,333,333 $376,104,595 $376,104,595 $92,454,195 $0 $0 $17,000,000 FY 2025 FY 2026 $524,458,294 $100,770,964 $209,772,663 $88,520,634 $26,923,839 $15,661,631 $14,380,651 $61,830,323 $1,138,168 $3,570,326 $1,689,094 $200,000 $238,800,766 $238,800,766 $0 $50,000,000 $50,000,000 $42,870,000 $42,870,000 $0 $83,333,333 $83,333,333 $0 $524,458,294 $524,458,294 $92,454,195 $0 $0 $17,000,000 FY 2026 FY 2027 $438,771,114 $132,455,523 $142,214,417 $53,635,600 $19,939,334 $13,850,354 $61,299,227 $2,823,280 $7,274,641 $3,404,152 $1,674,586 $200,000 $203,113,586 $203,113,586 $0 $0 $0 $42,870,000 $42,870,000 $0 $83,333,333 $83,333,333 $0 $438,771,114 $438,771,114 $92,454,195 $0 $0 $17,000,000 FY 2027 FY 2028 $437,554,777 $167,050,500 $55,201,644 $72,525,131 $89,777,813 $36,759,293 $2,657,428 $2,119,904 $1,004,198 $9,988,753 $270,113 $200,000 $151,897,249 $151,897,249 $0 $50,000,000 $50,000,000 $42,870,000 $42,870,000 $0 $83,333,333 $83,333,333 $0 $437,554,777 $437,554,777 $92,454,195 $0 $0 $17,000,000 FY 2028 FY 2029 $222,324,195 $12,824,500 $29,768,562 $26,859,289 $68,415,036 $35,405,869 $16,723,867 $29,489,196 $1,670,119 $216,691 $805,592 $145,473 $70,000,000 $70,000,000 $0 $0 $0 $42,870,000 $42,870,000 $0 $0 $0 $0 $222,324,195 $222,324,195 $92,454,195 $0 $0 $17,000,000 FY 2029 FY 2025-2029 $1,999,212,975 $348,962,873 $323,467,347 $653,398,496 $261,117,049 $232,366,497 $26,524,725 $67,914,725 $13,154,340 $65,022,814 $6,347,839 $936,271 $786,427,529 $786,427,529 $0 $100,000,000 $100,000,000 $214,350,000 $214,350,000 $17,831,139 $17,831,139 $300,000,000 $300,000,000 $33,333,333 $33,333,333 $462,270,974 $462,270,974 $0 $0 $85,000,000 2029 FY 2025- $1,999,212,975 $1,999,212,975 PLAN TOTAL $5,008,654,924 $1,387,348,648 $1,591,417,705 $707,141,104 $594,944,619 $111,397,712 $462,457,562 $27,032,153 $69,043,534 $49,179,496 $6,774,397 $1,917,994 $179,658 $179,658 $204,500,000 $204,500,000 $367,145,000 $367,145,000 $157,966,322 $157,966,322 $300,000,000 $300,000,000 $200,000,000 $200,000,000 $209,158,574 $209,158,574 $38,047,904 $38,047,904 $226,685,921 PLAN TOTAL $5,008,654,924 $5,008,654,924 $1,322,279,557 $1,982,691,988 DEFERRED BACKLOG $4,549,681,426 $1,960,190,461 $625,293,336 $224,822,533 $351,156,138 $519,672,406 $171,740,380 $572,291,421 $47,901,415 $12,100,727 $21,493,103 $43,019,506 63 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN 64 SFMTA FY 2017 - FY 2030 SRTP projects, fleet and facilities upgrades. projects, includingexpansion Following aremajortransit capital and bicycling. infrastructure forpeoplewalking improve accessibilityand projects alsohaveelementsthatwill example, manytransit enhancement infrastructure orprogram. For investment inthattypeof program doesnotreflectthetotal line-by-line amountforeach nature ofmostSFMTA projects, the However, duetothemultimodal reflecting thetypeofinvestment. categorized intocapitalprograms purposes, SFMTA capital projectsare For budgetingandcapitalplanning Overview 6.3.1 PROGRAMS CAPITAL TRANSIT continue to solicit user feedback andprojectscontinueto evolve. userfeedback continue tosolicit Follow projectsindesign, constructionand completionstagesatSFMTA.com/Projects. This reflects list projects in their final phase or completely closed out by time of publication. We projects deliver at many stages. In our commitment to refine projects, we Figure 6-1: Capital Projects Non-TransitCompleted inFY2018(Including Projects) 23 8 9 8 25 23 25 8 4 22 13 13 25 10 12 8 17 3 19 25 9 15 10 8 33 12 8 7 32 5 16 7 7 8 25 29 24 30 6 6 31 14 8 2 26 27 35 2 34 8 37 36 2 18 38 1 24 8 21 28 1 18 20 11 21. 20. 19. 18. 17. 16. 15. 14. 13. 12. 11. 10. 9. 8. 7. 6. 5. 4. 3. 2. 1.

Islais Creek, Maintenance& Operations Facility PhaseII Islais CreekSecurityEnhancements Balboa Park EastsideConnection 7th Street&8thSafetyProject –Near-Term Completed Geary/Baker SafetyImprovements Upper Market StreetSafetyProject-Near-Term Completed Green LightRailCenter Track Replacement Turk StreetSafetyProject --Near-Term Completed M Ocean View Improvements(RossmoorDrive&JuniperoSerra) 5 FultonRapid--Mid-routeCompleted Muni MetroEastStorage Track ExtensionPhaseII Twin Peaks Tunnel Track Replacement&SeismicUpgrade Sunset Tunnel TrackwayImprovements Contract 63New Traffic SignalsProject Webster StreetPedestrian CountdownSignalUpgrade South Van Ness Traffic SignalUpgrade Wiggle NeighborhoodGreenCorridorProject Vicente StreetBicycle&Pedestrian SafetyProject Masonic Avenue StreetscapeProject Potrero Avenue StreetscapeImprovementProject Folsom-Howard StreetscapeProject--Near-Term Completed Bike TransitAccessibility Streetscape Parking/Driving Pedestrian 38. 37. 36. 35. 34. 33. 32. 31. 30. 29. 28. 27. 26. 25. 24. 23. 22.

St. Mary’s SquareGarage PARCS Upgrades Ellis-O’Farrell PARCS Upgrades Portsmouth SquareGarage PARCS Upgrades Vallejo StreetGarage PARCS Upgrades North Beach Garage PARCS Upgrades Pierce St. LotPARCS Upgrades Lombard Garage PARCS Upgrades Civic CenterGarage PARCS Upgrades 30 Stockton Transit PriorityProject Improvements BoulevardOctavia Project,Enhancement Safety Oak/Octavia Embarcadero EnhancementProject--Near-Term Completed Bryant StreetBike NetworkImprovementProject Powell StreetSafety&Sidewalk ImprovementPilot 1 California Transit PriorityImprovements Mason lines Cable CarGearbox RehabilitationProject–Californiaand Completed Near-Term - Improvements Safety Project, Rapid TaravalL West Portal/St. Francis CircleImprovements 65 SFMTA FY 2017 - FY 2030 SRTP 66 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN and SOMAdistricts, BART, UnionSquare shopping southeast totherapidly developing MissionBay transit-reliant neighborhoodsinSanFrancisco’s rapid transit connectionfromthe working-class, When complete, the T-Third linewillprovidea • • • • new stations: Stockton streets. The extensionwillfeaturefour underground, continuingunderFourth and Bryant Street, atwhichpointitwillgo The linewillcontinuenorthonFourth Streetto Chinatown, viacentral SoMaandUnionSquare. and extendthe T-Third fromCaltrain to Phase 2, theCentral Subway Project, willrealign 2007. The firstsegmentofthe T-Third openedin April the Market Streetsubway viatheEmbarcadero. From Caltrain, the T-Third currentlycontinuesinto station atFourth andKingstreetsinMissionBay. City borderinSanMateoCountytotheCaltrain the MuniMetro T-Third, was builtfromtheDaly first phaseoftheproject, a5.4-milelight rail line, the Third StreetLightRail Transit Project. Inthe The Central Subway Projectisthesecondphaseof Overview Central Subway Projects Expansion Major entrance at Washington Street Chinatown StationbelowStockton, withan Ellis streets Stockton Street, with entrances atGearyand Union Square/Market StreetStationbelow Street, withanentrance atClementinaStreet Yerba Buena/MosconeStation belowFourth between Brannan andFreelon streets 4th andBrannan StationonFourth Street Francisco’s conventioncenter). Center (thefuturehomeoftheGoldenState Warriors basketball team)andMosconeCenter(San University ofCalifornia, SanFrancisco MissionBayCampus, UCSFMedicalCenteratMissionBay, Chase from Caltrain todowntownSanFrancisco, anditwillserveaseriesofmajordestinations, includingthe and hotels, andthedensestneighborhoodinwesternU.S., Chinatown. Itwillprovideasecondroute Figure 6-2: Central Subway Map thousands ($000). revised funding planfollows. All values are in in stridewiththe project’s cashflow needs. The agreed toarevisedfundingplan toprovidefunds and January 2019, theSFMTA, MTC, andSFCTA million cashflowgap, betweenNovember 2018 project aheadofitscompletion. To closethe$62 $26 Mofthe$88millionwouldbegranted tothe funding partners(SFCTA, MTC)realized thatonly (RIP) fundingtotheproject. The SFMTA andits million ofStateRegionalImprovementProgram Transportation Authority (SFCTA) pledged$88 the fundingplan, the SanFrancisco County provided bytheFTA’s NewStartsprogram. Within approved commitmentof$942.2million–willbe in thetablebelow. Mostfunding–atotal mix offederal, stateandlocalsources, asshown The Central Subway Projectisbeingfundedbya “Schedule” below). has sincebeenadjustedtomid-2021(see December 2018. The projecteddateofcompletion billion andaconstructioncompletiondateof FTA recommendedacapitalbudgetof$1.5783 performed. At theconclusionofthisprocess, the costs, constructability, andschedulewas Workshops, adetailedriskanalysisoftheproject costs. OveraseriesoffourRisk Assessment and identifytheproject’s totalFTA-eligible capital project, achieveFTA FinalDesignentryapproval, were tocompletepreliminaryengineeringforthe 2008-2009. The objectivesoftheassessment year-long Central Subway Risk Assessment in Federal Transit Administration (FTA) conducteda As partofitsNewStartsfundingprogram, the Funding Sources is $1.5783billion. The capitalbudgetfortheCentral Subway Project Capital Costs Table 6-3: Central Subway Plan(AsofFebruary Funding 2019) Prop K Local State Subtotal Speed RailBond Prop 1AHigh structure Bonds Prop 1BInfra- State RIP LCTOP TOTAL TCRP Local Subtotal State TSF Federal Subtotal Operating Grant Bay Area One Pop Baseline CMAQ FTA New Starts Federal SOURCES FUNDING 3 $400,407 $61,308 $308,601 $12,498 $4,000 $1,578,300 $14,000 $178,688

$3,191 $999,205 $4,970 $15,980 $22,930 $41,025 $147,597 FUNDING COMMITTED $942,200 $396,407 $61,308 $308,601 $12,498

$1,518,324 $14,000 $138,692

$0 $983,225 $0 $0 $0 $41,025 $138,692 $942,200 FUNDS TO DATEFUNDS TO TOTAL AWARDED $0 $0 $0 $0

$201,496 $0 $0

$0 $201,496 $0 $0 $0 $0 $0 $201,496 (CURRENT) ENCUMBRANCES $390,155 $61,308 $307,793 $7,054

$1,232,788 $14,000 $123,975

$0 $718,658 $0 $0 $0 $41,025 $123,975 $677,633 BILLED TO DATEBILLED TO EXPENDITURES $6,252 $0 $808 $5,444 $0 $84,040 $0 $14,717

$0 $63,071 $0 $0 $0 $0 $14,717 $63,071 BALANCE REMAINING 67 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN 68 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN Revenue service intheCentral Subway segmentofthe T-Third Lineisscheduledto beginin2021. • • • • • milestones haveincluded: The Central Subway Projecthasbeenindevelopmentforwelloveradecade. Inthattime, majorproject Schedule $57.5 million(incurrent-yeardollars)by2030. $20.8 millioninitsfirstyearofoperation –lessthan0.25percentoftheagency’s totalbudget–andby Extension ofthe T-Third isprojectedtoincreasetheSFMTA’s annualoperating costsbyapproximately Operating Costs Table 6-4: Central Subway Capital Costs (AsofFebruary 2019, ofDollars) inMillions Total ProjectCost(10-100) 90 UnallocatedContingency SUBTOTAL (10-80) 80 ProfessionalServices(Applies To Cats. 10-50) 70 Vehicles (4) 60 ROW, Land, ExistingImprovements CONSTRUCTION SUBTOTAL (10-50) 50 Systems 40 Sitework&SpecialConditions 20 Stations, Stops, Terminals, Intermodal(4) 10 Guideway & Track Elements(1.7miles) PROJECT CAPITAL ELEMENTS(APPLICABLELINEITEMSONLY) Engineers. awarded Outstanding Transportation ProjectintheState ofCaliforniabythe American SocietyofCivil 2015: Constructionofthetunnel iscompletedon-timeandunderbudget. The tunnelcontract is 2013: Constructionbeginson thesubway tunnelandstations. 2012: The FTA grants approval for$942.2millioninNew Startsfunding. preparation fortunnelingcommencesinSoMa, UnionSquareandNorthBeach. 2010: Utilityrelocationbeginsatthefuturesiteof Yerba Buena/MosconeStation. In2012, 2008. meetings areheldbeforetheprojectreceivesenvironmental clearance from theFTA inNovember 2005: The project’s supplementalenvironmentalreview processbegins. Morethan200public $1,578 $12 $1,567 $331 $17 $32 $1,187 $96 $226 $581 $284 DOLLARS TOTALYOE Central SoMaPlan. transit-oriented developmentenvisionedbythe this area, andwillsupportthedense, mixed-use Folsom andHoward streets. The T-Third willbisect with anorthernboundarygenerally intheareaof bounded bySecond, Townsend, and Sixthstreets, housing unitsareexpectedtobeaddedinanarea plan, anadditional33,000jobsand8,300 Planning CommissioninSpring2018. Underthe the PlanningDepartmentandadoptedby covered bytheCentral SoMaPlandevelopedby Moscone Station). Both stopsarewithinthearea and atFourth andFolsom streets(Yerba Buena/ in SouthofMarket at Fourth andBrannan streets The Central Subway Projectwilladd T-Third stops CENTRAL SOMA the T-Thirdterminus. Schlage Locksitein Visitacion Valley, adjacentto underway atHuntersPoint, Candlestick, andthe Street andthemajorredevelopmentprojects basketball arenanowconstructionacross Third center inMissionBayaswelltheChaseCenter California, SanFrancisco campusandmedical Valley. This includesthenew Universityof Dogpatch, Bayview/HuntersPoint and Visitacion southeastern neighborhoodsofMissionBay, employment andridershipintheeastern/ accommodate projectedgrowthinpopulation, Phase 1ofthe T-Third was designedto BAYVIEW/HUNTERS POINT AND MISSIONBAY T-Third corridor. understand andprepareforfuturegrowthinthe County Transportation Authority (SFCTA) tobetter Francisco PlanningDepartmentandSanFrancisco The SFMTA hascollaborated withtheSan Corridor LandUses Figure 6-3: Central SoMaPlan Area only abouttwo mileslong, itseesabout 16,000 and Sonomacounties. Although thecorridoris as GoldenGate Transit expressbusesfromMarin 76X MarinHeadlandsExpress and90Owl, aswell Muni Lines47 Van Ness, 49 Van Ness-Mission, Existing transit serviceon Van Ness isprovidedby repaving, andothernon-transit elements. upgrades, lightingandutilityreplacement, improvements topedestrianaccess, streetscape Signal Priority. The project alsoincludes platforms, widerRapidstopspacing, and Transit transit-only lanes, highqualityBRT boarding include exclusivecenter- ormedian-running Mission streets. Transit elements oftheproject South Van Ness Avenue betweenMarket and between LombardandMarket streets, aswell bus rapid transit (BRT) serviceto Van Ness Avenue The Van NessImprovementProjectwillintroduce Overview Project Van Improvement Ness Expansion Transit and Optimization itself, apublicplazaandsmallretailcomponent. accommodate, inadditiontothestationentrance the siteofChinatownstationwill used foranaffordablehousingdevelopment, and adjacent to Yerba Buena/MosconeStationwillbe easement rightsfromsomepropertyowners. Land for construction, theagencyalsoacquired accommodate machineryandequipmentneeded Street andChinatownstations. Inorder to the . Yerba Buena/Moscone, UnionSquare/Market the SFMTA acquiredseveral propertiesadjacentto To facilitateconstructionoftheCentral Subway, LAND ACQUISITION percent, andtoimproveschedulereliability. projected toreducetransit travel timesby32 Implementation ofBRT servicealong Van Nessis to grow25,00030,000bytheyear2035. boardings perweekday, afigurethatisprojected Figure 6-4: Van NessBRT Map 69 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN 70 SFMTA FY 2019 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN Millions ofDollars) Millions Table 6-5: Van Ness Improvement Project Core Capital Element Costs (in $225.2 millionofthistotal. shown below. The “core” BRT projectaccountsfor revenues. Estimatedcostsandfundingsourcesare revenue bonds, andPropositionKsalestax Utilities Commission(SFPUC)funds, SFMTA other formulafunding, SanFrancisco Public sources includingFTA SmallStartsprogram and Funding fortheprojectcomesfromavariety of elements, isapproximately $314.3million. well aspedestrian, streetscapeandother Improvement Project, including Van NessBRT as The estimatedcapitalcostforthe Van Ness Capital CostsandFundingSources Total ProjectCost(10-100) 100 FinanceCharges Subtotal (10-90) 90 UnallocatedContingency Subtotal (10-80) Categories 10-50) 80 ProfessionalServices(Applies To 70 Vehicles (4) 60 ROW, Land, ExistingImprovements Construction Subtotal(10-50) 50 Systems 40 Sitework&SpecialConditions Administrative Buildings 30 SupportFacilities: Yards, Shops, dal (9) 20 Stations, Stops, Terminals, Intermo- miles) 10 Guideway & Track Elements(2 (APPLICABLE LINEITEMSONLY) PROJECT CAPITAL ELEMENTS $225.2 $0 $225.2 $17.01 $208.2 $58.92 $0 $0 $149.3 $44.85 $93.41 $0 $4.85 $6.18 TOTAL DOLLARS YOE in thecorridorthatmaybecome redevelopmentsitesatsomepoint. intersect withGearyBRT (seebelow). Additionally, therearenumerouscity-owned orcontrolledproperties development ofanewCalifornia Pacific MedicalCentercampusatGearyStreet, where Van NessBRT will has beentakingplacealongthe Van Nesscorridorinadvance ofprojectcompletion. This has included Although therearenospecificlandusechangesassociated withtheproject, agreatdealofdevelopment Corridor LandUses Construction beganinOctober2016, andrevenueservice isprojectedtobeginin2021. Environmental reviewfor Van Ness BRT was completedinDecember2013, anddetaileddesignin2016. Schedule Table 6-6: Van NessBRT Estimated Operating Costs similar tothoseshownfor Alternatives 3Band4B. including maintenanceofticket vendingmachines. As withoperating costs, maintenancecostswouldbe transit-only lanemaintenance, treetrimmingnearoverheadwires, andincreasedstation-relatedcosts, Van NessBRT wouldrequireamodestincreaseinmaintenancecosts, forreasonsrelatedtoroadway and (which couldthenbereinvestedintoimprovedfrequencyinthisorothercorridors). reduce operating costsby16to 32percent, asitstravel timesavingswilltranslate intocostsavings and 4B;theLPA’s operating costsshouldbesimilartotheseoptions. As thetablenotes, Van NessBRT will environmental review. The project’s LocallyPreferred Alternative orLPA isacombinationof Alternatives 3B The tablebelowshowsprojectedannualoperating costsfor Van NessBRT, basedontheproject’s Operating Costs TOTAL Costs** nualized O&M mental An- Other Incre- ating Costs* Vehicles Oper Revenue Hour Annualized COSTS - $8,300,000 n/a $8,300,000 BUILD ALT.NO $7,100,000 $200,000 $6,900,000 BUILD ALT.2 $6,500,000 $400,000 $6,100,000 BUILD ALT.3 $6,000,000 $400,000 $5,600,000 OPTION B) (WITH DESIGN BUILD ALT.3 $6,400,000 $300,000 $6,100,000 BUILD ALT.4 $5,900,000 $300,000 $5,600,000 OPTION B) (WITH DESIGN BUILD ALT.4 changes andpedestrian safetytreatments. Stanyan streets, andimplementingbusstop transit-only lanesonmostblocksfromGoughto in Fall 2018, includingextendingside-running 2018 andimplementednear-term improvements legislation approval attheSFMTA Boardin August Project receivedfinalparkingandtraffic medians, andretimedsignals. The GearyRapid countdown signals, daylighting, enhanced new signalizedpedestriancrossings, pedestrian improvements includingnewpedestrianbulbs, project alsoincludesmajorpedestriansafety bulbs, upgraded TSP, andbusstopamenities. The stop spacingforbothlocalandRapidservice, bus include side-runningtransit-only lanes, optimized Geary RapidProjecttransit priorityimprovements west to34 in thenextsection, willextendimprovements Geary Boulevard ImprovementProject, described between Market andStanyan streets, whilethe described here, encompassesimprovements via twoprojects:theGearyRapidProject, important corridor, improvementswillbedelivered transit performanceandpedestrian safetyinthis rate eighttimesthecitywideaverage. To improve Vision Zerohigh-injurynetwork, withacollision America. The corridorisalsopartofthecity’s busiest buscorridorsintheBay Area andinNorth weekday boardings, Gearyistheoneof combined totalofmorethan54,000average Transit expressbusesfromMarinCounty. With a Express, and38Owl, aswellGoldenGate Rapid, 38AXGeary A Express, 38BXGearyB provided byMuniLines38Geary, 38RGeary Existing busserviceontheGearycorridoris Overview Project Rapid Geary th Avenue. Department of Technology sponsoredfiberopticconduit. This utilityworkbeganin January 2019. sponsored roadway repaving, SFPublicUtilitiesCommissionsponsoredwater andsewermainupgrades, and The projectiscoordinatedwithinfrastructure worksponsoredbypartnercityagenciesincludingSFPublic Works’ Project’s construction isnowunderway, with aprojectedcompletiondateof2021. Environmental reviewandparkingtraffic legislation was completedin2018. The GearyRapid Schedule The estimatedcapitalcostfortheGearyRapid Projectisapproximately $35millionandisfullyfundedintheCIP. Capital CostsandFundingSources Figure 6-5: Geary RapidProjectand Geary Boulevard ImprovementProjectMap 71 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN 72 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN securing fullfundingforconstruction. begin nosoonerthan2021andissubjectto the preliminarydesignphase. Constructionwould Geary Boulevard ImprovementProjectiscurrentin Environmental reviewwas completedin2018. The Schedule Starts grant ofupto$100million. million. The projectmayapplyforanFTA Small Improvement Projectisapproximately $235 The estimatedcapitalcostfortheGearyBoulevard Capital CostsandFundingSources landscaping, andtrees. bulb-outs, improvedmedianrefuges, newlighting, improved passengeramenities, pedestrian scope elementsincludestraffic signalupgrades, fewer localstopsthanexistingconditions. Other there wouldbe2additionalRapidstopsand6 Rapid buseswouldservethesamestops, and center-running segment, meaningalllocaland Rapid servicewouldbeconsolidatedinthe Stanyan and27 lanes wouldcontinueto34 center-running transit-only lanes. Side-running median willbereplacedwithadual Stanyan Streetwestto34 corridor (see “Geary RapidProject,” above)from extend transit priorityimprovements intheGeary The GearyBoulevard ImprovementProjectwill Overview Project Improvement Boulevard Geary th /28 th Avenue, theexistingcenter th Avenue.Between th Avenue. Localand Figure 6-6: BetterMarket StreetMap Public Works andincludingtheSFMTA, Planning collaborative effortledbytheDepartment of Embarcadero toOctaviaBoulevard, andisa project extendsfromSteuartStreetnearthe comprehensively redesignedinthe1980s. The Market Streetinrecentyears, itwas last series ofimprovementshavebeenmadeto realm onSanFrancisco’s mainstreet. While a improve bothmultimodalmobilityandthepublic Better Market Streetisanintegrated effortto Overview Street Market Better transit reliability. auto restrictionsinordertoenhancesafetyand to pedestrianspaceandloadingwithprivate transit. Additionally, therewillbeimprovements minimize conflictsbetweenbicyclistsand continuous sidewalk-level protected bikeway to islands, anewF-loop, andprovidinganew Muni-only lanes, constructinglargerboarding reliability ofsurfaceMuniservicebyextending The projectproposestoimprovethespeedand SFCTA. Economic and Workforce Development, and Department, PublicUtilitiesCommission, Officeof Preliminary concepts arenowindevelopment. enhanced pedestrian andbicycleconnectivity. transit serviceandtraffic, aswelltoprovide Alana Way toaccommodategrowth inboth existing, narrow underpassofHighway 101at The Harney-101 Transit Crossingwill improvethe between CandlestickPoint and Visitacion Valley. require animprovedcrossingofHighway 101 well asexistingBayviewneighborhoods, will sites atCandlestickPoint andExecutivePark as particularly onfutureroutesservingdevelopment The additionaltransit serviceneededinthearea, buildout schedules). change, dependentondevelopment project neighborhoods startingin2021(datemay Bayview, HuntersPoint and Visitacion Valley service totheseareasaswellthenearby Southeast MuniExpansionplanthatwillincrease response tothis, theSFMTA isdevelopinga increase demandfortransit serviceinthearea. In or plannedinsoutheasternSanFrancisco thatwill Several majordevelopmentprojects areunderway Harney-101 Transit Crossing & Expansion Muni Southeast the endof2022. improvements arescheduledtobecompletedby Phase 1isscheduledtobeginin2020, andinitial scheduled forcompletionin2019. Constructionof Environmental reviewanddesignofPhase1are Schedule design andhasacostestimateof$193million. developed. Phase1iscurrentlyat30percent initial estimateof$504millionhasbeen review, costestimateswillberefined. However, an As theprojectisstillundergoingenvironmental Capital CostsandFundingSources • the samecorridors, andinclude: would complementpreviousprojectscompletedin planning, orscheduledtobeginplanningsoon, in Chapter4, ServiceEvaluation. Projectsnowin construction oralreadycompletedaredescribed Muni Forward projectsnowinfinaldesign, under reflecting evolvingpatternsofdemand. reducing delay, and2)changestoservice evolving understandingofbestpractices in changes tothedesignofstreetsbasedonan designing, andimplementing1) “transit priority” transit serviceinSanFrancisco byplanning, Muni Forward isSFMTA’s program toimprove Projects Forward Muni • • • The remainingmid-route(6 streetcar operations toFisherman’s Wharf. 39, providinggreaterflexibilityforhistoric Beach StreetandtheEmbarcadero, nearPier A newstopontheinboundEandFroutesat Avenue MultimodalImprovementProject. Street, whichwillbuildontheSanBruno Project between Arleta Avenue andSantos The 8Bayshore Visitacion Valley Transit Priority the MissionDistrict. which willextendtheimprovementsmadein segment ofthe14MissionRapidProject, The downtown(11thtoSpearstreets) and west. completed intheFultoncorridortoeast will complementtheimprovementsalready segment ofthe5FultonRapidProject, which th to25 th avenues) 73 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN 74 SFMTA FY 2019 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN Table 6-7: FY2019-FY2023 CIP Transit Optimization Projects(RoundedtoNearest$50,000) Rapid Network, ridership, andothercharacteristics. shown below. Otherprojectsmaybeidentifiedinthefuturedependingonavailable fundingandbasedoncriteriaincluding whether asegmentispartofthe Projects scheduledtobeginplanninginfutureyearsincludethoselistedtheFY2019-2023CapitalImprovementProgram’s Transit Optimizationcategory, Embarcadero Pocket Track E/F LineImprovements:Extensionto Aquatic Park Cable Car Traffic SignalPreempts Cable Car Traffic Calming&SafetyImprovements Bus Transit SignalPriority Bayshore Caltrain StationUpgrades 8 Bayshore: Visitacion Valley (Santosto Arleta) Transit Priority Project 8 Bayshore:Geneva Avenue Transit PriorityProject 7 Haight-Noriega: West ofStanyan Transit PriorityProject 7 Haight-Noriega:HaightStreet Transit PriorityProject 5 Fulton:Eastof6th Ave (Inner)RapidProject 5 Fulton: Arguello to25th Ave RapidProject 30 Stockton: Van Ness Transit PriorityProject 30 Stockton:ChestnutStreet Transit PriorityProject 30 Stockton:3rdStreet TPP EarlyImplementation 30 Stockton:3rdStreet Transit PriorityProject 29 SunsetMuniForward 28 19th Avenue RapidProject(SouthofGoldenGatePark) 27 Bryant: Transit ReliabilityProject 22 Fillmore:FillmoreStreet Transit PriorityProject 22 Fillmore:16thStreet Transit PriorityProject Project 14 Mission:OuterMission(SouthofRandall) Transit Priority Priority Project 14 Mission:MissionStreetandSouth Van Ness Avenue Transit 14 Mission:InnerMission Transit &StreetscapeEnhancements 14 Mission:Downtown(11thStreettoSpear) Transit PriorityProject 1 California Transit PriorityProject PROJECT $15,200,000 $950,000 $2,250,000 $2,100,000 $27,400,000 $1,500,000 $8,650,000 $350,000 $450,000 $15,300,000 $9,150,000 $9,100,000 $1,500,000 $5,150,000 $2,500,000 $11,500,000 $150,000 $20,800,000 $8,250,000 $150,000 $68,100,000 $300,000 $4,200,000 $1,900,000 $16,750,000 $860,000 COST ASSUMPTIONS PLANNING-LEVEL Reserve Transit Optimization&Expansion UCSF Platformand Track ImprovementProject Transit StopEnhancementProgram Transit ReliabilitySpotImprovements Surface Signalingon The Embarcadero& Third Street Red Transit-Only LaneLifecycleReplacementandImplementation Rail Transit SignalPriority Program: MuniMetroSubway StationEnhancements Program: CollisionReductionProgram: SpotImprovements Program: Accessible StopsSpotImprovements Program: Accessible LightRailStops Powell StreetPlaza& Transit ReliabilityImprovements N Judah:JudahStreet Transit PriorityProject Muni Subway ExpansionProject Muni Roadway Elevation Improvements Muni Forward OCSSpotImprovements Muni Forward Corridors:Planning&ConceptualEngineering M-Line Park MercedSurfaceRealignment Mission BayLoop Major CorridorProjectDevelopment M OceanviewMuniForward L Taraval ImprovementProject King StreetSubstationUpgrades K Ingleside Transit PriorityProject J ChurchMuniForward Geneva/San JoseM-Line Terminal Equity Strategy Improvements PROJECT $118,050,000 $51,700,000 $2,850,000 $7,950,000 $11,100,000 $4,600,000 $19,150,000 $18,350,000 $9,000,000 $1,500,000 $5,000,000 $11,650,000 $2,300,000 $3,950,000 $14,550,000 $2,600,000 $3,350,000 $99,300,000 $20,450,000 $2,950,000 $1,050,000 $105,000,000 $23,000,000 $1,000,000 $800,000 $1,850,000 $3,100,000 COST ASSUMPTIONS PLANNING-LEVEL throughout the system. Maintenance of Way teamtomonitortrack integrityandplantrack upgrades the locationofanydefectsor cracks intherail. These resultsareusedbyour program validates thequalityofrails inour37milesofsubway todetermine that ourpassengersrelyonfor smoothoperations. Ourultrasonic rail testing locations. Track switches areoneofthelargelyinvisible, butcriticalsystem of thesystem’s threeportals, andpermitstrains toturnaroundatspecial Track switchmachinesprovidetheabilityforatrain toberoutedthroughany design andengineeringasitmustbespeciallymadeforits uniquelocation. wear atarate inconsistentwithregularrail, italsooftenrequiresspecial Special trackwork concernscurvedtrack orotherspecialtytrack thattendsto Rail Testing.Ultrasonic Electrical andMechanicalSystems, Track SwitchMachine Replacement, and Repair, RailSignalUpgrades, Track Fastener andRailReplacement, Subway Special Trackwork andSurfaceRail, Traction Power, Surface Track Pavement systems, weearmarkcapitalfundsforsupportofeightdifferentprograms: To ensurethatwearemakingprogressonthe criticalmaintenanceofour State Lines Programmatic of Good Repair tend tobeverysmallinscopeandaretypicallydeliveredbyourownstaff. work oncriticalsystemsprioritizedbyimpactthesystem. These projects The secondtypeofprojectsareprogrammatic itemsthatprovidefundsfor rely onacombinationofinternalstaffandexternalcontractors fordelivery. replace andexpandoursystem. These projectsaretypicallylargeinscaleand is dividedintotwotypesofprojects:regularcapitalconstructionprojectsthat ensure theworkiscompletedwithaslittledisruptionpossible. The program engineering andmaintenanceteamstoidentifymethodsofdeliverythat without disruptiontotheridingpublic. We workcollaboratively withour These projectsdirectlysupporttransit service, andcanbecomplextodeliver and rail grinding. replacement, maintenancefacilityupgrades, maintenanceofoverheadwires, ranging fromstationimprovements totrain controltechnologyupgrades, track CIP includesprojectstomaintain, replace, andupgrade rail infrastructure accounts foralmost30percentofsystemwideridership. The FixedGuideway streetcar andcablecarlines, includesmorethan70milesoftrack and Muni’s fixedguideway rail network, includingMuniMetrolight rail, historic Guideway Fixed 75 SFMTA FY 2019 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN 76 SFMTA FY 2019 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN 6. 5. 4. 3. 2. 1. Table 6-8: Coach, LRV and Cable Car FleetInventory accommodate growingdemand. agency hasalsoprioritizedexpandingthefleettoalleviateovercrowdingand renovating orreplacingvehicles astheyneartheendoftheirusefullife. The disruptions andcostlyrepairs, inrecent yearstheSFMTA hasprioritized Muni hasafleetofmorethan1,000transit vehicles. To avoidbothservice Overview Fleet 2004) ETI (2001- 40-Foot Trolley Coach(213) 40-Foot MotorCoach(385) (2015-2018) New Flyer 60-Foot Articulated MotorCoach(224) (2016-2019) New Flyer (2013-2014) New Flyer (2017-2019) New Flyer (2000-2003) Neoplan Orion (2007) 32-Foot MotorCoach(30) 2007) Orion (2006- MANUFACTURER SERVICE) (YEAR IN #19 and O’Farrell, Jones&Hyde Car #42 areusedexclusivelyforspecialevents. There aretwo#19cars. One #19isaPowell car. The Sacramento-Clay isthe other Car #19. The Sacramento-Clay Car age. asthey condition historicvehicles, natureofthe Due tothe arenotretired. they Instead, toalike-new vehiclesarerehabilitated these end of2019. Siemens LRV4 vehicles. The SFMTA procurementbythe remaining7vehiclesofthe anticipatestaking receiptofthe As of August 2019, SFMTA the hastaken currentlyongoingprocurementof68 receipt of61vehiclesaspartthe being until replaced in2021. service to return not will repairs. vehicles major Two for account to adjusted was fleet LRV total The Non-consecutive numbers. Does notinclude23vehiclesintrainingfleet. 5405-5796 5701-5800 8102-8371 8751-8780, 8601-8662, 6500-6730 8501-8530 8800-8957 8701-8750 8401-8456 ID# 1 2 2 2 CROWDING STANDARD CAPACITY SERVICE 81 38 51 51 51 51 51 51 CAPACITY WHEEL- CHAIR 3 2 2 2 2 2 2 2 LF Hybrid LF Hybrid LF Hybrid LF Hybrid LF Hybrid MODE OF Electric Electric POWER Diesel RETIREMENT 2027- 2028- 2023- 2018- 2018- 2018- 2029 2020 2030 2026 2019 2019 2019 YEAR TBD coaches. featuring lightrail vehicles, cablecars, streetcars, trolleycoaches, andmotor The Munifixed-routetransit fleetisamongthemostdiverseinworld, Fixed-Route FleetInventory Fleet Vehicle Revenue (2019) Siemens (2018) Siemens (2017) Siemens Breda (2003) Breda (2002) Breda (2001) Breda (2000) Breda (1999) Light Rail Vehicles (217) Breda (1998) (2017-2018) New Flyer Powell Cars Cable Car(42) Special Service California Cars Breda (1997) (2015-2016) New Flyer 60-Foot(93) ArticulatedTrolleyCoach MANUFACTURER SERVICE) (YEAR IN 4

The tablesonthefollowingpagesinventory theMunitransit fleet. 2032, 2034- 2005, 2008- 2007, 2033, 2048-2050, 2001-2004, 2047, 2051 2052, 2068 1535-1550 1509-1534 1482-1508 1476-1481 1452-1475 1425-1451 7261-7293 1400-1424 7201-7260 19 49-60 2006 1-28 3 ID# 6 , 42 CROWDING STANDARD CAPACITY SERVICE 168 168 168 168 168 168 168 168 168 168 81 55 81 63 * CAPACITY WHEEL- CHAIR n/a n/a n/a 4 4 4 4 4 4 4 2 4 4 2 4 MODE OF Electric Electric Electric Electric Electric Electric Electric Electric Electric Electric Electric Electric Electric Electric Electric POWER RETIREMENT 2043 2042 2027 2026 2025 2024 2023 2028 2022 2044 2027 2021 YEAR n/a n/a n/a 5 5 5 Table 6-9: HistoricStreetcarFleetInventory NUMBER CAR 1 San Francisco HistoricStreetcars 130 162 578 798 C-1 106 Unique HistoricStreetcars 151 189 228 233 351 496 578-j 586 737 913 916 (YEAR BUILT) TRANSIT COMPANY ORIGINAL CITY/ (1912) Municipal Railway San Francisco (1914) Municipal Railway San Francisco (1914) Municipal Railway San Francisco (1896) Railway Company Market Street (1924) Railway Company Market Street C-1 (1916) Muni MotorFlatNo. sia (1912) Moscow/Orel, Rus- Osaka, Japan (1929) Porto, Portugal England (1934) Blackpool Tramways, England (1934) Blackpool Tramways, vania (1926) Company, Pennsyl - Johnstown Traction (1928) Class Board, W2 ropolitan Tramways Melbourne &Met- Kobe, Japan (1927) Kobe CityRailways, (1929) Class Board, W2 ropolitan Tramways Melbourne &Met- (1952) Brussels, Belgium Service, Inc.(1923) New OrleansPublic (1946) Board, SW6Class ropolitan Tramways Melbourne &Met- CURRENT LIVERY Railway San Francisco Municipal gold livery World War II-era blueand Railway San Francisco Municipal Company Market StreetRailway Company Market StreetRailway Railway San Francisco Municipal n/a n/a Porto, Portugal Blackpool, England Blackpool, England Johnstown, Pennsylvania City ofMelbourne, Australia Kobe &Hiroshima, Japan n/a Zurich, Switzerland n/a City ofMelbourne, Australia STATUS OPERATIONAL Limited Service) Operational (for Limited Service) Operational (for Under Restoration Limited Service) Operational (for tion Awaiting Restora- construction forms maintenance/ Operational; per Awaiting Restoration tion Awaiting Restora- tion Awaiting Restora- Limited Service) Operational (for tion Awaiting Restora- tion Awaiting Restora- Limited Service) Operational (for tion Awaiting Restora- In Storage; Retired Operational tion Awaiting Restora- In Acceptance - CAPACITY PASSENGER 48 seats 50 seats 50 seats 26 seats 50 seats sengers carry pas- Does not n/a 36 seats 23 seats 44 seats 44 seats 44 seats 52 seats 36 seats n/a 35 seats 54 seats 44 seats condition as they age asthey condition Note: historicvehicles, natureofthe Duetothe arenotretired. they Instead, toalike-new vehiclesarerehabilitated these NUMBER CAR 952 3557 1895 1888, 1893, 1856, 1859, 1818, 1834, 1814, 1815, 1807, 1811, Peter Witt Class(MilanCars) 1011, 1015 1006 – Presidents’ ConferenceCommittee(PCC)Streetcars 1034, 1039 1028, 1033, 1026, 1027, 1040 1055-1063 1050-1053, 1070 -1080 1704 1160, 1168, 1139, 1158, 1103, 1130, 2147 (YEAR BUILT) TRANSIT COMPANY ORIGINAL CITY/ Service, Inc. (1923) New OrleansPublic schaft (1954) Aktiengesell- bahn Hamburger Hoch- Milan, Italy(1928) (1948) Municipal Railway San Francisco (1951-52) Municipal Railway San Francisco (1952) Municipal Railway San Francisco (1946-1948) portation Company Philadelphia Trans- (1946-1947) Transit Company Twin CityRapid (1946) Service Company St. LouisPublic SEPTA-Philadelphia CURRENT LIVERY New Orleans, Louisiana Hamburg, Germany livery (6) livery (3);Currentorange Milan 1970s Milantwo-tonegreen and whitelivery(2);1930s- Original 1920sMilanyellow Railroad Illinois Terminal(1950s); Francisco MunicipalRailway Street Railway Company;San “Magic Carpets;” Market Francisco MunicipalRailway & Terminal Company;San way “Wings;” DallasRailway San Francisco MunicipalRail- Suburban TransportationCo.; Railway (1950s);Philadelphia San Francisco Municipal n/a Railway (1950s) San Francisco Municipal Baltimore, Maryland Electric; Louisville, Kentucky; Rapid Transit Company;Pacific Elevated Railway; Philadelphia Ohio; Chicago, Illinois;Boston Missouri-Kansas; Cincinnati, Pennsylvania (2);KansasCity, New York;Philadelphia, Los Angeles Railway; Brooklyn, Municipal Railway (1960s); Railway (1950s);SanFrancisco San Francisco Municipal Los Angeles Transit Lines California; Detroit, Michigan; ham, Alabama; SanDiego, Washington, D.C.; Birming- Canada; Cleveland, Ohio; & Juarez, Mexico; Toronto, Mexico City;ElPaso, Texas apolis-St. Paul, Minnesota; Newark, NewJersey;Minne- Louis livery Railway; vehicle1704isinSt. San Francisco Municipal n/a STATUS OPERATIONAL Limited Service) Operational (for tion Awaiting Restora- tion (5) Awaiting Restora- Operational (6); tion (3) Under Restora- Operational (4); “Big Ten”Class: 1982 (6) In Storage; Retired “Baby Ten”Class: Operational (1) “Baby Ten”Class: Restoration (1) (1); Awaiting tion Under Restora- (3); In Acceptance tional (8); 1050 Class:Opera- tional (11) 1070 Class:Opera- (118) age; retired1982 1100 Class:InStor tion Awaiting Restora- - CAPACITY PASSENGER 54 seats 31 seats 33 seats 46 seats n/a 58 seats 47 seats 50 seats n/a 47 77 SFMTA FY 2019 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN 78 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN Table 6-13: FleetReplacement&Expansion, 40-foot Trolley Coach (Low-Floor Trolley) Table 6-12: FleetReplacement&Expansion, 60-footMotor Coach (Low-Floor Hybrid) Table 6-11: FleetReplacement&Expansion, 40-footMotor Coach (Low-Floor Hybrid) Table 6-10: FleetReplacement&Expansion, 32-footMotor Coach (Low-FloorHybrid) Total FleetatEndof Year Expansion Vehicles (Contracted Vehicles) Vehicles Replaced Procurement (Accepted) Expansion Vehicles (Contracted Vehicles) Vehicles Replaced Procurement (Accepted) Total FleetatEndof Year Expansion Vehicles (Contracted Vehicles) Vehicles Replaced Procurement (Accepted) Total FleetatEndof Year Expansion Vehicles (Contracted Vehicles) Vehicles Replaced Procurement (Accepted) Total FleetatEndof Year 2017 2017 2017 2017 191 406 169 -31 -12 34 34 69 76 30 0 0 7 2018 2018 2018 2018 213 385 224 -21 60 82 64 40 40 30 22 55 9 2019 2019 2019 2019 185 103 103 324 224 -28 -61 28 28 30 2020 2020 2020 2020 185 333 224 30 9

2021 2021 2021 2021 185 333 224 30

2022 2022 2022 2022 185 333 224 30 CALENDAR YEAR CALENDAR YEAR CALENDAR YEAR CALENDAR YEAR 2023 2023 2023 2023 185 333 249 25 80 80 30 25 2024 2024 2024 2024 185 341 269 20 30 20 8 8 2025 2025 2025 2025 185 341 269 32 32 30

2026 2026 2026 2026 185 341 269 48 48 30

2027 2027 2027 2027 185 326 269 -15 79 79 56 41 30 2028 2028 2028 2028 185 326 269 76 76 30 2029 2029 2029 2029 185 341 304 35 76 91 30 15 35 2030 2030 2030 2030 185 341 324 21 41 68 68 30 20

Table 6-17: SpareRatios, As ofDecember2018 Table 6-16: FleetRehabilitation 3. 2. 1. Table 6-15: FleetReplacement&Expansion, LightRail Vehicles Table 6-14: FleetReplacement&Expansion, 60-foot Trolley Coach (Low-Floor Trolley) New Flyer(2015) 60-Foot Articulated MotorCoach New Flyer(2013-2014) New Flyer(2013) (YEAR INSERVICE) MANUFACTURER Light Rail Vehicles 60-Foot Articulated TrolleyCoach 40-Foot TrolleyCoach 60-Foot Articulated MotorCoach 40-Foot MotorCoach 32-Foot MotorCoach SUBFLEET Total FleetatEndof Year Expansion Vehicles (Contracted Vehicles) Vehicles Replaced Procurement (Accepted) Total FleetatEndof Year Expansion Vehicles (Contracted Vehicles) Vehicles Replaced Procurement (Accepted) 40-Foot MotorCoach The totalLRV fleet for2017-2020toaccountmajorrepairs.was adjusted notreturntoserviceuntilbeingreplacedin2021. Two vehicleswill increases inservicedemand. anticipated meet to utilized be to expected be would purchase this through procured exercised, vehicles is the option expansion.this fleet If a for vehicles additional 45 exercised,purchase be to not The may SFMTAor option, may an which has endof2019.. currentexpansionbythe of the Siemens LRV4 cars first entered service in 2017 as part ofthe Agency’s 68-vehicle fleet expansion. The initial 42 vehicles of the expansion were procured in 2017 (1) and 2018 (41). The SFMTA anticipates taking receipt of the remaining 26 vehicles 1 8701-8750 8601-8662 ID# 33% 45% 36% 33% 34% 20% SPARE RATIO 2017 2017 150 68 1 1 8 8 1 3 81 51 51 PERSON CAPACITY 2018 2018 191 41 41 93 25 25 1 3 2019 2019 217 26 26 93 1 3 2020 2020 217 93 3 2 2 CAPACITY WHEELCHAIR 3 2021 2021 219 28 28 93 2022 2022 219 26 26 93 LF Hybrid LF Hybrid LF Hybrid MODE OFPOWER YEAR INSERVICE CALENDAR YEAR 2023 2023 219 26 26 93 2024 2024 219 36 36 93 2021 2020 2019 YEAR REHABILITATION 2025 2025 219 35 35 93 2026 2026 236 17 17 93 2 2 $539,000/ vehicle($2017) $371,100/ vehicle($2017) $371,100/ vehicle($2017) ESTIMATED COST 2027 2027 254 18 18 93 2 2 2028 2028 264 10 10 93 2 2 2029 2029 264 93 2030 2030 264 93 12 12 79 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN 80 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN fiscal cycle. pages isprogrammed bytheSFMTA duringeach and expansionvehiclesdetailed inthefollowing a calendaryearcycle. Fundingfor thereplacement Per MTCpolicy, theSFMTA plansprocurementson facilities programs. jump-start theimplementationoffleetand agency todevelopadetailedfive-yearCIP maintenance facilityneedsandpositionedthe identification oflong-termstorage and range reviewoffleetneedsinformedthe shared demandforfutureparts. Lastly, thelong procurements toreduceunitcostsandcreate the agencytopartnerwithotheragencieson procurement processmoreefficientbyallowing detailed fleetplanninginthe TFMPhasmadethe needed allatthesametime. Additionally, the that majormaintenanceinvestmentsarenot spread procurementsmoreevenly, andensure of thesevehicleshasallowedtheSFMTA to 2019. Identifyingandschedulingtheprocurement associated withopeningoftheCentral Subway in needed tooperate theincreasedservice The TFMP alsoidentifiestheadditionalvehicles the vehiclefleet. as abasisforprojectionsofnecessarygrowthin accommodate thisgrowth, whichinturnserves TFMP featuresaserviceplandesignedto increase ofmorethan40percentovertoday. The million weekdayaverage boardings by2040, an Muni ridershipwillgrowtomorethanone According toSFCTA travel demandforecasts, Muni’s fleetoftransit vehiclesthrough2040. planning forthereplacementandexpansionof (TFMP) mapsoutasystematicapproachto The 2014SFMTA Transit FleetManagementPlan Vehicle ReplacementandExpansion light rail vehicles, withthefirstdeliveryexpected The SFMTA willinitiatethereplacementof151 Replacement OfLightRail Vehicle Fleet trolleys thathavereachedtheendoftheirusefullife. coaches, whichwillallowustoretireourlegacy replacement fleetof40-footand60-foottrolley The SFMTA willcontinuetotake deliveryofa Replacement Of40’ And 60’ Trolley Coaches reliability andcomfort. important forcontinuingtoimproveonfleet be eligibleforretirement, makingthisreplacement approaching theendoftheirusefullifeandwill vehicles—30 32-footmotorcoaches. This fleetis replacement ofthelastfleetrubbertire Beginning in2020theSFMTA willseethe Replacement Of32’MotorCoaches improvement incomfortandreliability. coach andtrolleycoach), providingasignificant replacement oftheentirerubbertirefleet(motor The SFMTA hasnearlycompletedthefull NEAR-TERM VEHICLE REPLACEMENT vehicles andthe system’s reliability and rehabilitation ofthecablecar fleettoenhancethe SFMTA willcontinuetofundthephased it cannotbereplacedbymodern technology. The of itskind. The SFMTA mustmaintainthisfleetas The CableCar fleet istheonlyincountry Cable CarRenovations reliably fortheentirelengthoftheirservice. ensure thisfleetcontinuestooperate safelyand replacement ofwornandagingsubsystems. This will on-board technologyandprovidemuchneeded as theycontinuetoage. These overhauls update special overhaultosafeguardvehiclereliabilityeven a their mid-lifeandwillbethefirsttogothrough The firstofthemotorcoachfleetareapproaching Trolley And MotorCoachMid-LifeOverhauls REVENUE VEHICLE REHABILITATION new Warrior’s Basketball Arena. population andexperiencetheopeningof which willserveagrowingMissionBay improved servicecapacityalongthe T-Third line frequency. Inparticular, thefleetwillprovide system toaddresscrowdingandexpand used inthenewCentral Subway andacrossthe light rail fleetby68vehicles. This fleetwillbe By mid-2019, theSFMTA willhaveexpandedthe Light Rail Vehicle FleetExpansion NEAR-TERM VEHICLE EXPANSION completed in2019. success ofthefleetexpansionthatwillalsobe replacement fleetfollowingthepopularityand accelerated thepurchaseanddeliveryofthis SFMTA, withhelpfromourfundingpartners, in early2021andfullfleetturnoverby2025. The • from thefollowingsources: and fleetexpansionisanticipated tobeavailable Funding forvehiclereplacement andrehabilitation Funding our existingfleet. utilizes existingtechnologytoreduceemissionson with poorairquality. This “Green Zone” project electric batterypowerinselectneighborhoods program thatpermitshybridvehiclestorunonfull The SFMTA isalsocurrentlyworkingonapilot major fleetprocurementscheduledfor2025. evaluating thetechnologyahead ofthenext procure nineall-electricmotorcoachesforusein launching theElectricBusPilotProgram thatwill all-electric busfleetby2035. We arecurrently a resolutioncommittingtothetransition toan In 2018, theSFMTA BoardofDirectorsapproved Revenue FleetInnovation requirement. ensuring systemsmeetnewCPUCand ADA electric andmechanicalupgrades, bodywork, and the historicfleettolike-new conditionincluding the fleet. The SFMTA willcontinuetorehabilitate rehabilitation criticaltothelong-termoperation of on aregularschedule, makingregular historic naturethestreetcarfleetisnotreplaced from theUSandaroundworld. Duetoits The historicstreetcarsareall-electricrail vehicles Historic StreetcarRehabilitation cable carby30to35years. productivity. This majorrehabextendsthelifeofa a numberofthe federal fundingsourcesit vehicles replacementasthehighest priorityfor Regionally programmed funds. MTC designates • • delivered. but retainingvehiclesasneware reserve fleetoverthenextfewyearsbyretiring paratransit fleet. The agencyplanstobuildupa service; theSFMTA currentlyhasnosparesinits All vehicleslistedinthefollowingtableare by largervehicles. replaced inkind, some minivans maybereplaced vehicles. Becausevehiclesdo not havetobe By 2023, theagencywillpurchase65replacement wheelchairs. seated capacityof12, plusroomfortwo Type IIvehicleisa22-footcutaway van witha paratransit vehiclesandsixminivans. A ClassBor eight ClassBvehicles, andwillreplace35ClassB fleet by18vehicles, including10Priussedansand In 2019, theSFMTA willexpandtheparatransit ResponsiveDemand Vehicles to identifyadditionalfunding. New sourcesoffunding. The SFMTA isworking funds. local matchtoregionallyprogrammed federal developer fees. These sourcesactlargelyasa Population BasedGeneral Funds, and tax revenuesadministeredbytheSFCTA, and Local funding, includingPropositionKsales this purpose. funding sourceswillneedtobeidentifiedfor are alowerpriority;weassumethatadditional also receiveregionallyprogrammed funds, but allocates. Vehicle expansionandrehabilitation 12 years. requirement thatvehiclesmust beretiredafter to meetagencyneedswhile also satisfyingaCity improve managementofthe non-revenuefleet The SFMTA iscurrentlydevelopingastrategy to and othervehiclesusedforvarious purposes. (including bothlight-andheavy-dutyvehicles), teams, supportvehiclesfortransit operations parking controlofficersandsecurityresponse 900 vehicles, includingthevehicles usedby The SFMTA’s non-revenuefleetconsistsofcloseto Overview Non-Revenue Vehicles Table 6-18: Paratransit FleetInventory (2017) Braun (2014) Braun CLASS D (2017) Glaval (2014) Glaval (2012) Elkhart (2012) El Dorado (2008) Bus West (2006) El Dorado CLASS B VENDOR MANUFACTURER/ VEHICLES # OF 22 27 35 26 5 1 6 8 CAPACITY PERSON 12 12 12 12 12 12 3 3 CAPACITY WHEELCHAIR 1 1 3 3 3 3 3 3 line Gaso- line Gaso- line Gaso- line Gaso- line Gaso- Hybrid Gas/ Diesel line Gaso- POWER MODE OF 81 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN 82 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN Table 6-19: Non-RevenueFleetInventory Human Resources, etc.) Information Technology, (Communications, Functions Agency Administrative DIVISION SUBFLEET Vehicles Building andGrounds struction Division Vehicles Capital Projects&Con- Custodial Vehicles Vehicles Parking ControlOfficer Vehicles Revenue &Collections of-Payment Vehicles Enforcement, andProof- Security, Investigations, Vehicles SFMTA SFPDK-9Unit sion Pool Vehicles Sustainable StreetsDivi- Vehicles Sustainable StreetsShops System Safety Vehicles tions Vehicles Taxi ServicesInvestiga- Light-Duty Vehicles Transit Operations Pool Vehicles & Track Maintenance Division OverheadLines Transit Operations Maintenance Vehicles Heavy-Duty Facilities and Transit Operations Vehicles Transit StreetOperations TOTAL # OF VEHICLES # 271 133 127 886 29 15 11 17 67 14 68 68 45 5 7 7 1 MODEL YEAR RANGE MODEL YEAR 1988-2016 1986-2010 1999-2015 1987-2010 1996-2013 1986-2013 1987-2016 1996-2016 1998-2010 1987-2014 2000-2012 2000-2007 1982-2010 1981-2015 1981-2013 1992-2013 VEHICLE TYPE(S) Van, Pick-up Car, Minivan, Cargo Duty Truck Cargo Van, Super- SUV, Van, Pick-up, Duty Truck Cargo Van, Super- Van, Car, Pick-ups, Van, Pick-up Cart Cargo Van Pick-up, Minivan, Van Car, SUV, Pick-up, Car, SUV Car, Cargo Van Super-Duty Truck SUV, Van, Pick-up, Car, SUV, Cargo Van Car Minivan, Pick-up Car, SUV, Van, Freight Super-Duty Truck, Freight Truck, Tanker Truck, Van, Super-Duty Sweeper, Cargo Super-Duty Track Car, SUV, Pick-up, MODE OFPOWER Hybrid, Gasoline Hybrid, Gasoline Hybrid, Gasoline Gasoline Gasoline, CNG Hybrid, Gasoline Hybrid, Gasoline Gasoline Gasoline Hybrid, Gasoline Hybrid, Gasoline Hybrid Hybrid, Gasoline Gasoline, Biodiesel Gasoline, Biodiesel Gasoline, Biodiesel parking meterrevenues, transit fares, fees, andfines. a variety ofsources, includingtheCity’s General Fund, Funding fortheSFMTA’s non-revenuefleetcomesfrom Funding vehicles forhigher-mileage tasks. GPS tooptimizevehicledeploymentbyusingcleaner Since theHACTO update, theSFMTA hasbeenusing used butnecessary, suchasSFMTA paintshopvans. vehicles. Waivers aregranted forvehiclesthatarelightly of underutilized(3,000milesperyearorless)light-duty In FY2018HACTO was updatedtofocusonretirement using GPS. Supervisors thenextyearthatvehicleusagebetracked advance ofarequirementenacted bytheBoardof System (GPS)devicesinallnon-revenuevehicles, in That sameyear, theSFMTA installedGlobalPositioning the SFMTA inFY2015. critical vehicles)by20percent. This was completedby duty fleet(includingnon-revenueandnon-service- SFMTA, wererequiredtoreducetheirremaininglight Departments thatmanagetheirownfleet, includingthe for 422ofthe559agencyvehiclessubjecttoHACTO. job-critical tasks;in2010, theSFMTA receivedwaivers Waivers aregranted forvehiclesrequiredtoperform required todevelopimplementationplansandreports. low-emissions vehicles. EachCitydepartmentisalso single-occupant vehiclesmustbeused, theyare tobe biking andridesharing)wheneverpossible, andwhere sustainable travel modes(includingtransit, walking, HACTO, Citybusiness-relatedtripsshouldbemadeusing and Clean Transportation Ordinance, orHACTO. Under In 2010, SanFrancisco votersapprovedtheHealthy Air Ordinance San Francisco Healthy Air andClean Transportation funding strategy. regional, state, andfederal partnerstodevelopa Program. The SFMTA isworkingcloselywithits the projectsincludedinFacilities Capital substantial fundingisstillneeded toconstruct preliminary engineering, designandconstruction, funding intheneartermtobeginplanning, Although theSFMTA hasprogrammed significant engineering foreachfacility. available duringplanningandpreliminary updated asadditionalinformationbecomes San Francisco conditions. The estimateswillbe where possible, withcontingencyappropriatefor standards andareappliedonaper-unit basis testing). The estimatesarebasedonindustry design, constructionmanagement, surveying, and costs (construction)andsoft(e.g., planning, The costestimatesintheCIPincludebothhard Funding trolley andbattery-poweredvehicles. and maintainboth40-60-footmotor, electric of busfacilitieswillbeabletostore, fuel, charge, vehicle technologyandsize. The nextgeneration facilities, itwilltake intoaccountchangesin As theSFMTA modernizesandexpandsits accommodate growthinthefleet. identifies fundingtoexpandfacilities, inorderto the modernizationofoutdatedfacilities. Italso Facilities CapitalImprovementProgram supports by the Vision ReportandFacility Framework, the storage, andstagingfacilitiesareneeded. Informed reliable service, efficientmaintenance, fueling, To properlymaintainthetransit fleetandensure Overview Facilities initial investmentforthisproject is$43million. completion anticipatedinMay 2019. The estimated Division OverheadLinesMaintenance, with reconfigured forcentral Warehouse and Transit Burke BurkeRenovation Warehouse project is$160million. is needed. The estimatedinitialinvestmentforthis other facilitiesbeforetheadditionalLRV capacity used forinterimbusstorage duringrebuildof in rail servicethrough2040. The sitewillalsobe fleet intheneartermaswellplannedgrowth accommodate theplannedexpansionofLRV This projectwillconstructstorage tracks to Muni MetroEast(MME)Expansion this projectis$430million. during rebuild. The estimatedinitialinvestment for its potentialtoincreasebusstorage capacity in theFacilities Framework isbeingevaluated for Each ofthefacilitiesidentifiedforreconstruction the mostrecent Transit FleetManagementPlan. accommodate theexpandedfleetenvisionedin Additional busstorage willberequiredto Additional BusStorageandMaintenanceFacility or requestthemostrecentupdatestoCIP. original adoption, soreadersareencouraged toview evolved alongwiththeFacilities Framework sinceits available intheFY2019-FY2023 CIP. The CIPhas schedule andfundingplanforeachprojectis schedule. Moreinformationontheimplementation to accommodatethe2017FleetPlanexpansion Following arethenear-term facilitiesprojectsneeded Major Facilities Warehouse isbeingrenovated and not occuruntil2025-2026. value isinnegotiations. A futurepurchasewould the SFMTA portionofthepropertyatfairmarket Shops. A newleasewithanoptiontopurchase Sustainable StreetsDivisionPaint andMeter This facilityiscurrentlyleasedforusebythe YosemitePurchase Warehouse is workingtoidentifyanappropriate site. vehicle maintenance. SFMTA’s RealEstate division provide spaceforadministration, dispatch, and SFMTA-owned paratransit vehicles. Itwouldalso facility locatedinSanFrancisco, withspaceforall there wouldbeasingleparatransit operations leased bySFMTA’s paratransit contractor. Ideally, throughout SanFrancisco andBrisbane, whichare currently storedandmaintainedatmultiplesites SFMTA’s fleetof130paratransit vehiclesis 6.3.6.5 Paratransit Vehicle Facility • • • • • Facilities Short-Term Maintenance General and Yard) ($25,389,512inFY2019-FY2023 CIP) phase forrebuildandexpansionofPotrero Potrero Yard ModernizationProject (planning ($5 millioninitialinvestment) rack replacementandelectricbus pilotproject) Woods DivisionModernization Project (wash investment) Replacement ($6millionestimatedinitial Kirkland DivisionUndergroundStorage Tank ($12 millionestimatedinitialinvestment) Lift Upgrades atFlynn, Potrero, andPresidio Phases 1and2, $1.5millioninPhase3) ($12 millionestimatedinitialinvestmentin Operator ConvenienceFacilities Phases1-3 83 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN 84 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN internal communications backbone of the Metro internal communications backboneoftheMetro maintaining thefibernetwork that servesasthe ease ofusethetransportation system. This includes infrastructure thatwillimprovetheefficiencyand Program supportsdesignandimplementationofIT The Communications andInformation Technology (IT) Communications and IT accessible pedestriansignals. projects includepedestriancountdownand light rail stopswithramps, and Traffic andSignals Guideway Program includeconstructionofaccessible sidewalk extensions, whileprojectsintheFixed elements thatenhanceaccesstotransit suchas Transit OptimizationandExpansionprojectsinclude design ofprojectsacrosstheagency. For example, this program; instead, theyareincorporated intothe improvements arenotlimitedtotheprojectslistedin requirements. (ADA) Accessibility Disabilities Act that goaboveandbeyond Americans with The Accessibility Program iscommitted toprojects temporarily disabledfromaninjury. individuals withstrollersandthosewhoare other mobilitydeviceaswellfamiliesand disabilities andthosewhorelyonawheelchairor residents andvisitors, includingpeoplewith improvements benefitabroadspectrumof boarding islandsandplatforms. These constructing projectssuchasstationelevators and in SanFrancisco byplanning, designing, and transportation systemaccessible toeveryperson The SFMTA strivestomake thepublic Accessibility PROGRAMS NON-TRANSIT CAPITAL • • communications projectsinclude: improve theMunicustomerexperience. Key transit supports investmentsinnewtechnologyto The CommunicationsandITProgram also and moreusefulforthepublic. bandwidth, andmake ourcommunicationtoolsfaster network. These upgrades willreducecosts, improve non-fiber SFMTA facilitieswithalinktothecorefiber system. The SFMTA iscurrentlyreplacingallremaining system willimprovecommunicationsbetween Location (CAD/AVL) system. The newradio Computer Aided Dispatch/Automatic Vehicle outdated radio systemandintroducing anew communications, theSFMTA isupgrading its part ofasystemwideupgrade toMuni Radio ReplacementandCAD/AVL Upgrade: As as anatural disasterormedicalemergency. contacting emergencyservicesinacrisis, such subway. These phonesremaincriticalfor and newphonesaddedthroughouttheMuni Existing emergencyphoneswillbeupgraded Blue LightEmergency Telephone Replacement: attention tocreation andimplementationof asset With systemsin place, theSFMTA willnow turnits $14 billionofassetsinastate ofgoodrepair. agency’s approachtomaintaintheapproximately Asset Management(TAM) Program thatdefinesthe The systemsupports theSFMTA’s Transportation the Enterprise Asset ManagementSystem(EAMS). In 2017theSFMTA completedimplementationof Management Asset Muni vehicles. safety upgrades andnewClipperCardreaderson Other key near-term projectsinclude additional • • stations andotherlocations. arrivals, aswellinformationalkiosksat real-time serviceupdatesandconnectingroute information onboardvehicles, suchas the latesttechnologiestoprovideadditional in avariety offormats. The SFMTA isexploring provide moreaccurate projectedwaiting times System/Customer InformationSystemwill new Real-Time Vehicle Arrival Predictions Customer InformationSystem: The SFMTA’s Real-Time Vehicle Arrival PredictionsSystem/ the TMC toidentifyovercrowdinginrealtime. planning purposes, thesenew APCs willallow accuracy ofridershipcountsfor service ridership bystop. Inadditiontoimprovingthe coaches andlightrail vehiclesinordertotrack Counters (APCs)onallnewbuses, trolley installing state-of-the-art Automatic Passenger Automatic Passenger Counters: The SFMTA is depend uponknowledgeofvehiclelocations. interface withotheron-boardsystemsthat disruptions, track vehiclesinrealtime, and Muni respondstounexpectedservice Management Center(TMC), improvehow Muni operators andthe Transportation the security ofbothMuni ridersand operators. and vulnerabilities countermeasurestoimprove the Munisubway system andinstallingthreats Near-term securityprojectsincludesite-hardening to fundtheprogram. such asthefederal Transit SecurityGrant Program transit operators. The SFMTA appliesforgrants emergency preparednesstraining forstaffand The SecurityProgram alsoprovidessecurityand terrorist attacks, orotheremergencysituations. security systemsandplansfornatural disasters, and implementstate-of-the-artemergency Security Program fundsareusedtoplan, design, Security stakeholder communications. optimized resourceallocation, andimproved service, improvedproductivityandreducedcosts, will seebenefitsincludingimprovedcustomer forecasting andplanning. As aresult, theSFMTA of assetsandenablemoreaccurate financial data helpstheagencybetterassesscondition improve itsaccuracy andreliability. Usingthis on existingCapital Asset Inventorydataand tangible resultsfortheagency. The teamwillbuild SFMTA willtake thenewpolicyandcreate A newlycreated Asset Management Team atthe managing implementation. governance andsystemofaccountabilityfor Additionally, the TAM Planincludestheongoing improve assetmanagementoutcomes. up ofspecificimplementingactionsthatwill management improvementprogram thatismade and presentstheagency’s overall asset documents theSFMTA’s assetmanagementpolicy asset managementattheSFMTA. The TAM Plan framework thataimstoimprovethematurityof released itsfirst TAM Plan, anaction-oriented management policy. InOctober2018, theSFMTA http://www.sfmta.com/getting-around/parking projects isavailable on theSFMTA website: More information onSFMTA parkingpolicies and garages inNorthBeachandtheMission. Center, and UnionSquare, aswellneighborhood Japan Center, MosconeCenter, Performing Arts including CivicCenterPlaza, GoldenGateway, and equipmentupgrades atparkingstructures Near-term parkingprojectsincluderehabilitation are ADA-accessible. structures earthquakes. The SFMTA alsoensuresthatparking well-ventilated, andcanwithstandweather ensuring thatparkinggarages arestructurally sound, infrastructure relatedtopublicparking. This includes rehabilitation oflotsandgarages aswellstreet supports theplanning, design, construction, and visitors, andbusinesses. The Parking Program parking facilitiestoserveSanFrancisco residents, The SFMTA maintainsoff-andon-streetpublic Parking for improvedsafety. construction of upgraded andnewtraffic signals The signalsprogram alsofundsdesign and Management Center, andremoteworkstations. a communicationsnetwork, the Transportation cameras, videodetection, variable messagesigns, include advanced traffic signalcontrollers, traffic capabilities throughtheSFgoprogram. ITStools maintenance, andenhancedtraffic analysis that providetransit signalpriority, expedited with Intelligent Transportation Systems(ITS)tools users. The SFMTA isreplacingoutdatedsignals savings oftimeandmoneyforalltransportation better managetraffic flowcreatessubstantial than fiftyyearsold. Modernizingthesesystemsto Some ofSanFrancisco’s signalequipmentismore signals andsignalinfrastructure. upgrades, renovation andreplacement oftraffic The Traffic &SignalsProgram providesfundingfor Traffic Signals and 85 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN 86 SFMTA FY 2017 - FY 2030 SRTP CHAPTER 5: CAPITAL FINANCIAL PLAN design andconstruction ofcapitalprojectsto Bicycle Program fundsareusedfortheplanning, other bike parking spacesinthecity. There arealso now morethan13,000racks and cohesive, citywidesystemofsaferoutesforcyclists. miles oflanesandpaths–increasingly, itisa is growing–itcurrentlyconsistsofmorethan400 San Francisco’s networkofdedicatedbicyclefacilities Bicycle Zero Bikeway Improvements). Quick &Effective, StreetsCoordination, Vision greater flexibilityandresponsiveness(Pedestrian when possibleandtheuseofprograms allowsfor projects willincorporate neartermmeasures delivery ofbenefitstothepublic, improvement previous orongoingplanningeffort. To speedthe Network orhavebeenidentifiedthrougha either locatedonthe2017 Vision ZeroHighInjury matching opportunities. NewCIPprojectsare in approvedplanningdocuments;andfund continuation ofpreviouscommitments;inclusion the Vision ZeroGoalofeliminatingtraffic deaths; consistency withtheSFMTA Strategic Planand the StreetsProgram wereselectedbasedon The projectsandprogrammatic areasfundedin vibrant andenjoyable placestowalk andbike. invest incapitalprojectstomake ourstreetssafe, integrated anddiverseStreetsProgram thatwill Calming, andSchoolcapitalprograms intoamore unify theformerPedestrian, Bicycle, Traffic funding processforthiswork, we’vechosento vulnerable users. Inordertostreamlinethecapital transportation modesandprioritizes safetyfor streets designthataccommodatesall San Francisco isanationalleaderincomplete Streets frequent collisionswithcars. 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iit rn: Wa it elementary schools. School Dayand pedestriansafetyclassesin pedestrian barriers, andprograms suchas Walk to redesigns, bicycleinfrastructure, removal of disabilities. Fundedprojectsinclude street more accessibleforchildren, includingthosewith make activemodes oftransportation saferand funding capitalprojectsandprograms that helpto children withsafe, directroutestoschoolby The StreetsProgram providesSanFrancisco School visionzerosf.org available ontheSFMTA website:www. other pedestrian-focusedplanningandprojectsis More informationon Vision Zero, WalkFirst and vastly improvethesafetyofSan Francisco asawhole. intersections, Pedestrian Program capitalprojects can by focusingonthesehigh-injurycorridorsand percent ofsevereorfatalpedestrianinjuries, and 12 percentofSanFrancisco streetsaccountfor70 data-driven studiesandcommunityoutreach. Just (PSAC), contributingbyconductingrigorous, and thePedestrian Safety Advisory Committee safety initiativesincluding WalkFirst, Vision Zero, The Pedestrian Program isapartnerincity-wide roadways intocompletestreets. intersections morepeople-friendly, andturn help protectpedestriansfromtraffic, make busy speed tables, andcornerbulb-outs. These projects enjoyable placestowalk, includingrefugeislands, projects tomake citystreetssafe, vibrant and Program plans, designs, andimplementscapital 2015 Travel DecisionSurvey). The Pedestrian Francisco aremadebywalking alone(Source: trip, andfullyone-quarterofalltripsinSan Almost everytripis, insomepart, apedestrian Pedestrian combined with streetscapeenhancements, street beingtreated. These projectsareoften (local, arterial, orschool)dependingonthetypeof Traffic calmingprojectsfallinto threecategories median islands, traffic circles, andrestriping. reduce vehiclespeeds), speedhumps, pedestrian including roaddiets(reconfiguringroadways to design, engineer, andconstructcapitalprojects using transit. Program fundsareusedtoplan, and visibilityofpeoplewalking, bicycling, and users byslowingtraffic andincreasingthesafety Francisco streets welcomingenvironmentsforall The Traffic CalmingProgram helpstomake San especially inthecity’s residentialneighborhoods. reducing pedestrianandbicyclistdeaths– Traffic CalmingProgram, then, isessentialto being struckbyacarmovingat20mph. The six timesmorelikely todiethanapedestrian A pedestrianstruckbyacarmovingat30mphis Traffic Calming com/services/taxi-industry the onSFMTA website:http://www.sfmta. More informationontaxiprojectsisavailable on installation oftaxistands. to expandthetaxinetworkthrough alternative fuelvehicles. Italsoincludesaprogram and taximedallionholdersthatpurchasenew Clean Air EnergyRebategiventotaxicompanies environmental impactsoftaxiuse, such asataxi program includesinitiativestoreduce the experience fortaxiindustrystakeholders. The improvements toprovideabettercustomer The Taxi Program plans, designs, andimplements Taxis com/node/77946 on theSFMTA website:http://www.sfmta. More informationontraffic calmingisavailable create completestreets. pedestrian projects, andbicycleinfrastructure to 87 SFMTA FY 2017 - FY 2030 SRTP ACKNOWLEDGEMENTS

SFMTA BOARD MEMBERS SRTP DEVELOPMENT TEAM Malcolm Heinicke, Chair Steve Boland Gwyneth Borden, Vice Chair Sean Kennedy Cheryl Brinkman Chimmy Lee Amanda Eaken Steve Heminger Cristina Rubke Development of this Short Range Transit Plan has involved a large number of individuals associated with the San Francisco Municipal Transportation Agency. Art Torres We would like to thank everyone who was involved for contributing their time and expertise to this planning effort.

SFMTA EXECUTIVE TEAM Photography & Figures Tom Maguire, Interim Director of Transportation All images and figures by the San Francisco Municipal Transportation Agency unless noted. http://sfmta.photoshelter.com/ Julie Kirschbaum, Director of Transit SFMTA Fiscal Year 2019 - Fiscal Year 2030 Siew-Chin Yeong, Director of Capital Programs & Construction Short Range Transit Plan Leo Levenson, Director of Finance & Information Technology 88 Kimberly Ackerman, Director of Human Resources San Francisco Municipal Transportation Agency 1 South Van Ness Avenue Viktoriya Wise, Acting Director of Sustainable Streets San Francisco, CA 94103 Melvyn Henry, Director of System Safety Kate Toran, Director of Taxis & Accessible Services SFMTA.com Deanna Desedas, Acting Director of Communications & Marketing Kate Breen, Director of Government Affairs Nadeem Tahir, Director of Central Subway Program Susan Cleveland-Knowles, General Counsel