CTMA) Was Called to Order at 10:00 A.M

Home , Almaden station, Baypointe station, San Jose Civic

COMMITTEE FOR TRANSPORTATION MOBILITY & ACCESSIBILITY

Thursday, April 11, 2019

10:00 AM

VTA Conference Room B-106 3331 North First Street San Jose, CA

AGENDA

COMMITTEE MISSION

The VTA Committee for Transportation Mobility and Accessibility provides guidance and perspective to the Board of Directors on VTA transit and transportation accessibility matters to help ensure complete access to all users in Santa Clara County, doing so by facilitating dialogue with, representing and advocating the needs of the disabled and senior communities.

CALL TO ORDER

1. ROLL CALL

2. INTRODUCTION OF AUDIENCE MEMBERS

3. ORDERS OF THE DAY

4. PUBLIC PRESENTATIONS

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

5. Receive the Committee Staff Report. (Verbal Report)

Santa Clara Valley Transportation Authority Committee for Transportation Mobility & Accessibility April 11, 2019 CONSENT AGENDA

6. ACTION ITEM - Approve the Regular Meeting Minutes of January 17, 2019.

7. INFORMATION ITEM - Receive the FY2019 Second Quarter Transit Operations Performance Report.

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

REGULAR AGENDA

9. ACTION ITEM - Recommend that the VTA Board of Directors adopt the final 2019 New Transit Service Plan for implementation in late 2019 coincident with the opening of the BART extension to Berryessa.

10. INFORMATION ITEM - Receive information about VTA's transit speed policy.

11. INFORMATION ITEM - Receive information on FY20 and FY21 2016 Measure B Program Funding.

REPORTS

12. Receive the Citizens Advisory Committee/Citizens Watchdog Committee Report. (Verbal Report)

13. Receive the Chairperson's Report. (Verbal Report)

OTHER

14. INFORMATION ITEM - Receive workplan update.

15. ANNOUNCEMENTS

16. ADJOURN

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

Page 2 Santa Clara Valley Transportation Authority Committee for Transportation Mobility & Accessibility April 11, 2019 ÇÑ±¹¾î / tiếng Việt / Tagalog.

Page 3 6.1

Committee for Transportation Mobility & Accessibility

Thursday, January 17, 2019

MINUTES

CALL TO ORDER

The Regular Meeting of the Committee for Transportation Mobility and Accessibility (CTMA) was called to order at 10:00 a.m. by Chairperson Fitzgerald in Conference Room B-106, Santa Clara Valley Transportation Authority (VTA), 3331 North First Street, San Jose, California.

1. ROLL CALL

Attendee Name Title Status Kathy Bonilla Member Present Sara Court Member Present Jeffery Darling Member Absent Rowan Fairgrove Member Absent Christine Fitzgerald Chairperson Present Cheryl Hewitt Member Absent Melba Holliday Member Present Jeffery Jokinen Member Present Tricia Kokes Second Vice Chairperson Absent John Macon Alternate Member N/A Lupe Medrano Member Absent Laura Michels Member Present Alexandra Morris Member Present Aaron Morrow First Vice Chairperson Present Dilip Shah Member Present Chaitanya Vaidya Member Absent Lori Williamson Member Present * Alternates do not serve unless participating as a Member.

A quorum was present.

2. INTRODUCTION OF AUDIENCE MEMBERS

Tracene Crenshaw, Assistant Board Secretary; Leslie Garcia, Office Specialist II; Lauren Rosiles, Management Analyst; Jane Shinn, Senior Management Analyst; David Siedentopf, General Manager, MV Transportation; Patrick Griffin, Customer Experience Manager; and Linda Ross, Member of the Public, San Andreas Regional Center.

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3. ORDERS OF THE DAY

First Vice Chairperson Morrow requested that the first bulleted item under Agenda Item #5., Committee Staff Report, “MV Transportation Corrective Action Follow-up,” be heard after the Regular Agenda.

M/S/C (Holliday/Williamson) to accept the Orders of the Day.

RESULT: ACCEPTED [UNANIMOUS] – Agenda Item #3 MOVER: Melba Holliday, Member SECONDER: Lori Williamson, Member AYES: Bonilla, Court, Fitzgerald, Holliday, Michels, Morris, Morrow, Shah, Williamson NOES: None ABSENT: Darling, Fairgrove, Hewitt, Jokinen, Kokes, Medrano, Vaidya

4. PUBLIC PRESENTATIONS

Member Bonilla suggested installing cover and LED solar lights at bus stops.

The Agenda was taken out of order.

Member Jokinen arrived at the meeting and took his seat at 10:10 a.m.

CONSENT AGENDA

First Vice Chairperson Morrow requested that Agenda Item #7, Transit Operations Performance Report – Q1 FY 2019, be removed from the Consent Agenda and placed on the Regular Agenda.

6. Regular Meeting Minutes of November 8, 2018

M/S/C (Williamson/Holliday) to approve the Regular Meeting Minutes of November 8, 2018.

7. (Removed from the Consent Agenda and placed on the Regular Agenda.)

Receive the FY2019 First Quarter Transit Operations Performance Report.

8. Transit Service Changes - January 14, 2019

M/S/C (Williamson/Holliday) to receive a report on the January 14, 2019 service changes.

9. Chief Operating Officer's Report

M/S/C (Williamson/Holliday) to receive the Chief Operating Officer’s Report.

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

Committee for Transportation Mobility & Accessibility Minutes Page 2 of 7 January 17, 2019 6.1

RESULT: APPROVED [UNANIMOUS] – Consent Agenda Items #6, #8 and #9 MOVER: Lori Williamson, Member SECONDER: Melba Holliday, Member AYES: Bonilla, Court, Fitzgerald, Holliday, Jokinen, Michels, Morris, Morrow, Shah, Williamson NOES: None ABSENT: Darling, Fairgrove, Hewitt, Kokes, Medrano, Vaidya

REGULAR AGENDA

7. Transit Operations Performance Report - Q1 FY 2019

Chairperson Morrow requested information on the increased value of Contracted Variable Cost in FY2019 Q1.

On order of First Vice Chairperson Morrow and there being no objection, the Committee received the Transit Operations Performance Report – Q1 FY 2019.

5. Committee Staff Report

• October 8, 2018 Service Change Impact to Paratransit

Suet Nguyen, Senior Management Analyst and Acting Staff Liaison, provided a report, highlighting the following: 1) changes to Lines 80 and 81; and 2) trip reduction to and from Fremont Bay Area Rapid Transit (BART) station.

• 2016 Measure B update

Ms. Nguyen provided an update on 2016 Measure B.

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

10. 2019 CTMA Leadership Election Process: Conduct Elections

First Vice Chairperson Morrow provided a brief overview of the election process and reported on the findings of the nominating subcommittee:

• Chairperson – candidates are Christine Fitzgerald and Aaron Morrow • First Vice Chairperson - candidates are Christine Fitzgerald and Aaron Morrow • Second Vice Chairperson – candidate is Tricia Kokes

On General Consensus, on a vote of 9 ayes to 1 no to close nominations and elect Aaron Morrow as Chairperson for 2019.

Committee for Transportation Mobility & Accessibility Minutes Page 3 of 7 January 17, 2019 6.1

RESULT: ELECTED 2019 CHAIRPERSON – Agenda Item #10 AYES: Bonilla, Court, Holliday, Jokinen, Michels, Morris, Morrow, Shah, Williamson NOES: Fitzgerald ABSENT: Darling, Fairgrove, Hewitt, Kokes, Medrano, Vaidya

On General Consensus, on a vote of 10 ayes to 0 noes to close nominations and elect Christine Fitzgerald as First Vice Chairperson for 2019.

RESULT: ELECTED 2019 FIRST VICE CHAIRPERSON – Agenda Item #10 AYES: Bonilla, Court, Fitzgerald, Holliday, Jokinen, Michels, Morris, Morrow, Shah, Williamson NOES: None ABSENT: Darling, Fairgrove, Hewitt, Kokes, Medrano, Vaidya

On General Consensus, on a vote of 10 ayes to 0 noes to close nominations and elect Tricia Kokes as Second Vice Chairperson for 2019.

RESULT: ELECTED 2019 SECOND VICE CHAIRPERSON – Agenda Item #10 AYES: Bonilla, Court, Fitzgerald, Holliday, Jokinen, Michels, Morris, Morrow, Shah, Williamson NOES: None ABSENT: Darling, Fairgrove, Hewitt, Kokes, Medrano, Vaidya

Chairperson Fitzgerald relinquished her seat as Chair to First Vice Chairperson Morrow who presided over the remainder of the meeting.

11. Draft 2016 Measure B Innovative Transit Service Models Competitive Grant Program Framework

Ms. Shinn provided an overview of the staff report.

Committee discussion ensued about grant program eligibility and requested staff to involve the CTMA in developing the grant program framework.

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

Committee for Transportation Mobility & Accessibility Minutes Page 4 of 7 January 17, 2019 6.1

RESULT: APPROVED [UNANIMOUS] – Regular Agenda Item #11 MOVER: Kathy Bonilla, Member SECONDER: Lori Williamson, Member AYES: Bonilla, Court, Fitzgerald, Holliday, Jokinen, Michels, Morris, Morrow, Shah, Williamson NOES: None ABSENT: Darling, Fairgrove, Hewitt, Kokes, Medrano, Vaidya

12. Paratransit Privacy Policy

Ms. Nguyen provided an overview of the staff report.

On order of Chairperson Morrow and there being no objection, the Committee reviewed and discussed the updated Paratransit Privacy Policy.

13. New Proterra Electric Buses

James Wilhelm, Manager, Bus Engineering, Quality Assurance & Warranty, provided an overview of the staff report, highlighting the features of the new electric buses.

Committee discussion ensued about the following: 1) energy consumption of deploying ramps; 2) maintenance and repair of electric buses; and 3) trained mechanics working on electric buses.

On order of Chairperson Morrow and there being no objection, the Committee received information on the new Proterra electric buses.

5. Committee Staff Report (continued)

• MV Transportation Corrective Action Follow-up

Mr. Siedentopf provided a presentation titled “Paratransit Service Improvement Update,” highlighting the following: 1) Service improvement plan update; 2) On- time compliance; 3) Performance improvements; 4) Call center response time; and 5) Management focus.

Members of the Committee and staff discussed: 1) concerns on group trips in a specific location or facility; 2) negotiated trips; 3) scheduling issues; 4) Trapeze software; and 5) comparison between paratransit rides and fixed route.

Ms. Nguyen provided a report on the following: 1) actions taken by the Board of Directors’ at their January 10, 2019 meeting, highlighting; a) the Board’s direction to staff to begin comprehensive community engagement on the proposed 2019 New Transit Service Plan; and b) perspectives and priorities of VTA Board Chairperson O’Neill for 2019; 2) success of VTA service at the 2019 College Football Playoff National Championship; and 3) January 19, 2019, Women’s March San Jose.

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

Committee for Transportation Mobility & Accessibility Minutes Page 5 of 7 January 17, 2019 6.1

REPORTS

14. Citizens Advisory Committee (CAC)/Citizens Watchdog Committee (CWC) Report

Chairperson Morrow reported that the CAC/CWC received an update from Aaron Vogel, Regional Transportation Services Manager, on VTA Access Paratransit that included corrective actions from MV Transportation.

15. Chairperson's Report

First Vice Chairperson Fitzgerald expressed her appreciation to the Committee for having her serve as Chair for 2018. She noted that she will continue her service to make paratransit better as First Vice Chairperson for 2019.

Chairperson Morrow expressed concern that the Committee is at a disadvantage in providing its input towards the proposed 2019 New Transit Service Plan due to the Committee’s decreased meeting schedule. He requested the following: 1) the Committee be informed/included in the proposed 2019 New Transit Service Plan implementation process; and 2) provide the public meeting schedule regarding the New Transit Service Plan to the Committee. Chairperson Morrow also encouraged the Committee members to attend the public meetings.

Chairperson Morrow also noted that he will be meeting with Ms. Evans to discuss transparency and document accessibility standards.

Member Bonilla suggested moving the public meeting at the City of Mountain View during the day and at the City Hall.

OTHER

16. Workplan Update

Chairperson Morrow requested to include a meeting with the Bay Area Rapid Transit (BART) Accessibility Board in the workplan.

On order of Chairperson Morrow and there being no objection, the Committee received the workplan update.

17. ANNOUNCEMENTS

There were no Announcements.

18. ADJOURNMENT

On order of Chairperson Morrow and there being no objection, the Committee meeting was adjourned at 11:21 a.m.

Committee for Transportation Mobility & Accessibility Minutes Page 6 of 7 January 17, 2019 6.1

Respectfully submitted,

Michael Diaresco, Board Assistant VTA Office of the Board Secretary

Committee for Transportation Mobility & Accessibility Minutes Page 7 of 7 January 17, 2019 7

Date: February 8, 2019 Current Meeting: April 11, 2019 Board Meeting: n/a

BOARD MEMORANDUM

TO: Santa Clara Valley Transportation Authority Committee for Transportation Mobility & Accessibility

THROUGH: General Manager, Nuria I. Fernandez

FROM: Chief Operating Officer, Inez Evans

SUBJECT: Transit Operations Performance Report -Q2 FY2019

FOR INFORMATION ONLY

BACKGROUND:

The FY2019 Second Quarter Transit Operations Performance Report presents the second fiscal quarter's year-to-date (July 2018-December 2018) key performance information for VTA Operations. This report is routinely produced after each quarter and at the end of the fiscal year.

DISCUSSION:

Ridership (page 8 of the report) Bus ridership through the second quarter of FY2019 (July 2018- December 2018) totaled 13.8 million, a decrease of 3.3% compared to the same period in FY2018 (July 2017-December 2017). Average weekday ridership was 89,631, down 3.8 % compared to the same period in FY2018. During FY2019, some core routes recorded increases in ridership with service changes. Light rail recorded 4.4 million boardings through the second quarter of FY2019, an increase of 0.7% compared to the same period of the prior fiscal year. Average weekday ridership was 27,947, up 1.4% compared to the same period of FY2018. The increase is primarily on the Mountain View/Winchester line due to increased mid-day service, improved on-time performance and lesser construction work near the tracks. Overall, the 18.2 million system ridership (bus and rail) was down 2.3%. Average weekday ridership decreased 2.0%, from 120,758 last year to 117,578 in this year. Special Events Service: A total of 26 stadium events occurred through the second quarter of FY2019 - 11 at the Avaya Stadium and 15 at the Levi’s Stadium. Events at Levi’s Stadium included two pre-season 49ers football games, eight regular 49ers games, a PAC-12 College Football Championship Game and two international soccer matches. A total of 128,162 riders took VTA to the Levi’s stadium during the major events, averaging 8,544 per event.

Levi’s Stadium events Year Month Riders Events Average per event 2018 July 8,144 1 8,144 2018 August 30,808 3 10,269 2018 September 21,100 2 10,550 2018 October 19,469 2 9,735 2018 November 26,736 3 8,912 2018 December 21,905 4 5,476 Totals 128,162 15 8,544

Key Performance Indicators (page 7 of the report) Service reliability performance for the system (both bus and light rail) through the second quarter of FY2019 was 99.71% and met the established goal. Bus on-time performance was 85.6%, about the same as last year. Light rail on-time performance was 83.0%, about the same as last year. Bus recorded 11,689 miles between major mechanical schedule losses through the second quarter of FY2019, down 5.7% from the same period last year. Light rail recorded 57,513 miles between major mechanical schedule losses, 90.8% higher than last year. Both Bus and Rail met and exceeded the established goals. Absenteeism goals were not met except for Light Rail Maintenance and Way, Power & Signal personnel. Paratransit (page 23 of the report) Through the first six months of FY 2019, the total Paratransit ridership was 260,960, down 2.3% compared to the same period last year. The fiscal year-to-date net operating cost for ADA Paratransit services was $10,314,754, a 9.2% increase from last year. The net operating cost per Paratransit passenger trip (including eligibility costs) through the second quarter of FY2019 was $39.53, a 9.1% increase from the $36.23 reported for the same period last year. Five of the 13 performance indicators were met. Contract Performance Indicators for Q2 2019

Performance Indicators Goal FY19 Actual Met YTD Goal Passengers Per Hour [PPH] >=2.0 1.5 No On-Time Performance [OTP] >= 92.0% 90.98% No Net Cost per Passenger <=$38.00 $39.53 No OTP First Pick-Up >=95% 97.26% Yes OTP be there By Time >=90.0% 89.22% No Excessively Late Trips <=0.10% 0.61% No

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Missed Trips 0 303 No Call Center Telephone Hold Times (Minutes) <=1:30 1:22 Yes Abandoned Telephone Calls <=3% <=3% 4.35% No Complaints per 1,000 Passenger Trips <=1 <=1 1.03 No Preventable Accidents (Per 100,000 Revenue <=0.75 0.22 Yes Miles) Preventable Maintenance Inspections On-Time 100% 100% Yes ADA Eligibility Certification within 21 Days 100% 100% Yes

Inter-Agency Partners and Contracted Services (page 7 of the report) VTA’s Inter-agency partners and contracted services recorded ridership decreases, except for the Altamont Commuter Express (ACE) and ACE shuttles:

• Dumbarton Express ridership was 111,954*, down 0.2%. • Highway 17 Express ridership was 122,865*, down 0.8%. •Monterey-San Jose Express ridership was 10,544, down 8.4 %. • ACE ridership was 654,932*, up 12.2%. • Caltrain ridership was 8,031,615*, down 0.3%. • CE shuttle ridership was 195,223*, up 8.7%. • Paratransit ridership was 260,960, down 2.3%.

* Data through November 2018 for most of the inter-agency partners.

Prepared By: Lalitha Konanur Memo No. 6765

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Transit Operations Performance Report FY2019 Second Quarter Report (July 01, 2018-December 31, 2018)

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Transit Operations Performance Report

Second Quarter FY 2019 Report (July 1, 2018 – December 31, 2018) 7.a

Santa Clara Valley Transportation Authority FY2019 Second Quarter Transit Operations Performance Report (July 01, 2018 - Dec. 31, 2018)

TABLE OF CONTENTS page

Executive Summary Summary of Performance 1 Event Highlights 4

Key Performance Indicators 7

Ridership Summary 8

Route details 9

Route Performance Boardings Per Revenue Hour 10 Average Peak Load (Express) 14 Route Productivity 15

Paratransit Operating Statistics 23

Glossary

Prepared by: Operations Analysis, Reporting & Systems 7.a

Executive Summary 7.a

SANTA CLARA VALLEY TRANSPORTATION AUTHORITY FY2019 Second Quarter Transit Operations Performance Report (July 1, 2018 –December 31, 2018)

SUMMARY OF PERFORMANCE

Ridership (page 8 of the report) Bus ridership through the second quarter of FY2019 (July 2018- December 2018) totaled 13.8 million, a decrease of 3.2% compared to the same period in FY2018 (July 2017-December 2017). Average weekday ridership was 89,631, down 3.8 % compared to the same period in FY2018. During FY2019, some core routes recorded increases in ridership with service changes. Light rail recorded 4.4 million boardings through the second quarter of FY2019, an increase of 0.7% compared to the same period of the prior fiscal year. Average weekday ridership was 27,947, up 1.4% compared to the same period of FY2018. The increase is primarily on the Mountain View/Winchester line due to increased mid-day service, improved on-time performance and lesser construction work near the tracks. Overall, the 18.2 million system ridership (bus and rail) was down 2.3%. Average weekday ridership decreased 2.6%, from 120,758 last year to 117,578 in this year. Special Events Service: A total of 26 stadium events occurred through the second quarter of FY2019 - 11 at the Avaya Stadium and 15 at the Levi’s Stadium. Events at Levi’s Stadium included two pre-season 49ers football games, eight regular 49ers games, a PAC-12 College Football Championship Game and two international soccer matches. A total of 128,162 riders took VTA to the Levi’s stadium during the major events, averaging 8,544 per event.

Levis Stadium events Year Month Riders Events Average per event 2018 July 8,144 1 8,144 2018 August 30,808 3 10,269 2018 September 21,100 2 10,550 2018 October 19,469 2 9,735 2018 November 26,736 3 8,912 2018 December 21,905 4 5,476 Totals 128,162 15 8,544

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Bus recorded 11,689 miles between major mechanical schedule losses through the second quarter of FY2019, down 5.7% from the same period last year. Light rail recorded 57,513 miles between major mechanical schedule losses, 90.8% higher than last year. Both Bus and Rail met and exceeded the established goals. Absenteeism goals were not met except for Light Rail Maintenance and Way, Power & Signal personnel. Paratransit (page 23 of the report) Through the first six months of FY 2019, the total Paratransit ridership was 260,960, down 2.3% compared to the same period last year. The fiscal year-to-date net operating cost for ADA Paratransit services was $10,314,754, a 6.2% increase from the same period last year. The net operating cost per Paratransit passenger trip (including eligibility costs) through the second quarter of FY2019 was $39.53, a 9.1% increase from the $36.23 reported for the same period last year. Five of the 13 performance indicators were met. Contract Performance Indicators for Q2 2019

FY19 Actual Met Performance Indicators Goal YTD Goal Passengers Per Hour [PPH] >=2.0 1.5 No On-Time Performance [OTP] >= 92.0% 90.98% No Net Cost per Passenger <=$38.00 $39.53 No OTP First Pick-Up >=95% 97.26% Yes OTP be there By Time >=90.0% 89.22% No Excessively Late Trips <=0.10% 0.61% No Missed Trips 0 303 No Call Center Telephone Hold Times (Minutes) <=1:30 1:22 Yes Abandoned Telephone Calls <=3% <=3% 4.35% No Complaints per 1,000 Passenger Trips <=1 <=1 1.03 No Preventable Accidents (Per 100,000 Revenue Miles) <=0.75 0.22 Yes Preventable Maintenance Inspections On-Time 100% 100% Yes ADA Eligibility Certification within 21 Days 100% 100% Yes

Inter-Agency Partners and Contracted Services (page 8 of the report) VTA’s Inter-agency partners and contracted services recorded ridership decreases, except for the Altamont Commuter Express (ACE) and ACE shuttles:

Dumbarton Express ridership was 111,954*, down 0.2%. Highway 17 Express ridership was 122,865*, down 0.8%. Monterey-San Jose Express ridership was 10,544, down 8.4 %. ACE ridership was 654,932*, up 12.2%. Caltrain ridership was 8,031,615*, down 0.3%.

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CE shuttle ridership* was 195,223, up 8.7%. Paratransit ridership was 260,960, down 2.3%.

* Data through November

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SANTA CLARA VALLEY TRANSPORTATION AUTHORITY EVENT HIGHLIGHTS FY 2019 First Quarter Transit Operations Performance Report (July 1, 2018 to December 31, 2018)

This section shows events that can affect normal service operations and system ridership. For example, ridership historically follows employment trends in the Valley, yet weather, public events, strikes, traffic, construction, new service, area gasoline prices, and other changes to our operating environment also affect system ridership and service conditions.

July 2, 2018 – Service Changes

July 4, 2018 – Major fireworks show at Discovery Meadow in downtown San Jose. Two other major fireworks shows – one at California’s Great America Theme Park in Santa Clara, and another at Lake Almaden Park in San Jose

July 11, 2018 - Harry Styles Concert at SAP

July 12, 2018 – Music in the Park

July 22, 2018 – Levi’s Stadium: SJ Earthquakes vs. Manchester United

July 22, 2018 - Line 251 Permanently moved to Warm Springs BART

July 25, 2018 - Earthquakes vs. Seattle Sounders at Avaya Stadium

July 28 and 29, 2018 – Gilroy Garlic Festival

July 2018 – Unleaded fuel averaged $3.69 a gallon

August 4, 2018 – Levi’s Stadium: AC Milan vs. F.C. Barcelona

August 9, 2018 – Levi’s Stadium: SF 49ers vs. Dallas Cowboys (Pre-Season)

August 10, 2018 - San Jose Jazz Summer Fest 2018

August 18, 2018 - Earthquakes vs. Toronto FC at Avaya Stadium

August 20, 2018 – Schools start to reopen

August 24, 2018 - Music in the Park (Series)

August 24, 2018 – Spare the Air day

August 25, 2018 - Earthquakes vs. Vancouver at Avaya Stadium

August 30, 2018 – Levi’s Stadium: SF 49ers vs. Los Angeles Chargers (Pre-Season)

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August 2018 – Unleaded fuel averaged $3.64 a gallon

September 4, 2018 - U.S. Women’s National Team vs. Chile at Avaya Stadium

September 8, 2018 - Game of Thrones Live Concert Experience at SAP Center

September 12, 2018 – Foo Fighters Concert at SAP Center

September 16, 2018 – Levi’s Stadium: SF 49ers vs. Detroit Lions

September 18, 2018 - Sharks vs. Anaheim (Pre-Season) at SAP Center

September 23, 2018 - Viva Calle at San Jose

September 27, 2018 – Sharks vs. Calgary Flames SAP Center

September 29, 2018 – Levi’s Stadium: Jay-Z & Beyoncé Concert

September 2018 – Unleaded fuel averaged $3.67 a gallon

October 6, 2018 – Avaya: Earthquakes vs. New York Red Bull

October 6 & 7, 2018 – Rock and Roll Half Marathon (5K run)

October 7, 2018 – Levi’s Stadium: SF 49ers vs. Arizona Cardinals

October 12, 2018 – Golden State Warriors vs. LA Lakers in SAP Center

October 13, 2018 – Levi’s Stadium: San Jose State vs. Army West Point (College Football Game)

October 13, 2018 – Silicon Valley Walk to end Alzheimer

October 18, 2018 – San Jose Sharks vs. Buffalo Sabres in SAP Center

October 21, 2018 – Levi’s Stadium: SF 49ers vs. L.A. Rams (Football Game)

October 30, 2018 - SJ Sharks vs. NY Rangers in SAP Center

October 31, 2018 - Unleaded fuel averaged $3.81 a gallon

November 1, 2018 – Levi’s Stadium: SF 49ers vs. Oakland Raiders (Thursday Night Football)

November 1, 2018 – San Jose Sharks vs. Columbus at SAP Center

November 3, 2018 – San Jose Sharks vs. Philadelphia at SAP Center

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November 6, 2018 - SJ Sharks vs. Minnesota at SAP Center

November 10, 2018 – Stanford vs. Oregon State at Stanford stadium

November 11, 2018 – Veterans Parade in Downtown San Jose and San Jose Sharks vs. Calgary at SAP Center

November 12, 2018 – Levi’s Stadium: SF 49ers vs. New York Giants (Monday Night Football)

November 13, 2018 – San Jose Sharks vs. Nashville at SAP Center

November 15, 2018 – San Jose Sharks vs. Toronto at SAP Center

November 2018 – School closures on different days due to impacts of poor air quality from fires in surrounding counties.

November 17, 2018 – San Jose Sharks vs. St. Luis at SAP Center

November 21, 2018 onwards – Winter Wonderland

November 22, 2018 – Annual Silicon Valley Turkey Trot

November 23, 2018 – Historic Trolley started service on Friday, Saturday, and Sunday

November 30, 2018 – Levi’s Stadium: PAC-12 College Football Championship Game – Washington Huskies vs. Utah Utes

November 30, 2018 - Unleaded fuel averaged $3.69 a gallon

December 9, 2018 – Levi’s Stadium: SF 49ers vs. Denver Broncos (Football Game)

December 10, 2018 – San Jose Sharks vs. New Jersey at SAP Center

December 16, 2018 – Levi’s Stadium: SF 49ers vs. Seattle Seahawks (Football Game)

December 20, 2018 – San Jose Sharks vs. Winnipeg Jets at SAP Center

December 22, 2018 - San Jose Sharks vs. Los Angeles Kings at SAP Center

December 23, 2018 – Levi’s Stadium: SF 49ers vs. Chicago Bears (Football Game)

December 27, 2018 – San Jose Sharks vs. Anaheim Ducks at SAP Center

December 31, 2018 – Levi’s Stadium: Michigan State Spartans vs. Oregon Ducks – 2018 Redbox Bowl (College Football Game)

December 31, 2018 - Unleaded fuel averaged $3.48 a gallon

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Key Performance Indicators SANTA CLARA VALLEY TRANSPORTATION AUTHORITY 7.a KEY PERFORMANCE INDICATORS FY2019 Second Quarter Transit Operations Performance Report (July 01, 2018 - Dec. 31, 2018)

FY 2018 FY 2019 Q2 FY 2016 FY 2017 Annual Met Goal? FY 2019 Goals Annual Annual

SYSTEM (Bus & Light Rail) Total Boarding Riders (in millions) 42.92 38.19 36.56 18.20 No >= 20.32 Average Weekday Boarding Riders 137,317 124,002 118,631 117,578 No >= 131,927 Boardings per Revenue Hour 29.7 25.5 24.3 23.9 No >= 24.7 Percent of Scheduled Service Operated 99.64% 99.65% 99.68% 99.71% YES >= 99.55% 1 Miles Between Major Mechanical Schedule Loss 10,655 11,303 12,458 12,785 YES>= 9,000 Miles Between Chargeable Accidents 168,454 112,974 112,718 148,450 YES>= 113,071 Passenger Concerns per 100,000 Boardings 21.0 21.7 18.5 16.2 No <= 10.6 BUS OPERATIONS Total Boarding Riders (in millions) 32.20 29.06 28.05 13.83 No >= 15.19 Average Weekday Boarding Riders 104,009 94,740 91,270 89,631 No >= 99,070 Boardings per Revenue Hour 24.7 21.4 20.6 20.1 No >= 20.7 Percent of Scheduled Service Operated 99.60% 99.62% 99.66% 99.69% YES>= 99.50% 1 Miles Between Major Mechanical Schedule Loss 10,011 10,579 11,768 11,689 YES>= 8,000 Miles Between Chargeable Accidents 153,146 102,623 103,607 134,340 YES>= 100,388 On-time Performance 85.8% 86.3% 86.4% 85.6% No >= 92.5% Operator Personal Time-off 7.6% 8.3% 10.5% 11.7% No <= 10.0% Maintenance Personal Time-off 5.5% 6.9% 7.0% 10.1% No <= 8.0% Passenger Concerns per 100,000 Boardings 22.4 23.9 20.0 17.5 No <= 11.8 LIGHT RAIL OPERATIONS Total Boarding Riders (in millions) 10.72 9.13 8.51 4.37 No >= 5.13 Average Weekday Boarding Riders 33,308 29,262 27,361 27,947 No >= 32,857 Boardings per Revenue Hour 76.6 65.5 59.4 59.5 YES>= 57.4 Percent of Scheduled Service Operated 99.97% 99.96% 99.96% 99.98% YES>= 99.90% 1 Miles Between Major Mechanical Schedule Loss 23,528 26,707 25,173 57,513 YES>= 25,000 2 Miles Between Chargeable Accidents 1,117,584 747,792 448,004 1,150,269 YES>= 1,150,269 On-time Performance 77.5% 84.3% 84.7% 83.0% No >= 95.0% Operator Personal Time-off 7.7% 8.4% 9.8% 12.2% No <= 10.0% Maintenance Personal Time-off 4.1% 4.9% 4.4% 6.3% YES<= 8.0% Way, Power, & Signal Personal Time-off 8.7% 8.5% 4.1% 6.7% YES<= 8.0% Passenger Concerns per 100,000 Boardings 16.8 14.7 13.7 11.9 No <= 2.8 Fare Evasion Rate 2.8% 2.1% 2.4% 2.0% YES<= 5.0% PARATRANSIT Passengers per Revenue Hour³ 2.20 1.70 1.60 1.5 No >= 2.00 Net Cost per Passenger $30.24 $39.34 $36.37 $39.53 No <= $38.00 Ontime Performance 90.9% 91.9% 87.7% 90.98% No >= 92.0% 3 OTP First Pick-Up 97.0% 97.26% YES>= 95.0% 3 OTP Be There By Time 88.3% 89.22% No >= 90.0% 3 Excessively Late Trips 1.05% 0.61% No <= 0.01% 3 Missed Trips 745 303 No <= 0 Complaints per 1,000 passenger Trips 0.68 100.0% 1.03 1.03 No <= 1.0 Calls Response Time (minutes)³ 0:58 0:03 1:55 1:22 YES<= 1:30 3 Abandoned Telephone Calls 1.40 1.03 10.1% 4.35% No <= 3.0% ADA Eligibility Certification within 21 Days 100.0% 1.00 100.0% 100.0% YES= 100.0% Preventative Maintenance Inspections Ontime 100.0% 1.00 100.0% 100.0% YES= 100.0% 3 Preventable Accidents (per 100,000 Revenue Miles) 0.68 0.22 YES<= 0.75 Note: Ridership goals were developed using budget projections. 1 Mechanical failure that prevents the vehicle from completing a scheduled service due to limited vehicle movement or safety concerns. 2 Goal is no more than one chargeable accident in a year. 3 New ADA Paratransit Performance Indicators for Paratransit effective FY 2018

7 7.a

Ridership Summary 7.a

SANTA CLARA VALLEY TRANSPORTATION AUTHORITY RIDERSHIP SUMMARY (Directly Operated, Inter-Agency Partners, and Contracted Services) FY2019 Second Quarter Transit Operations Performance Report (July 01, 2018 - Dec. 31, 2018)

FY2019 FY2018 % Change Directly Operated Services Bus 13,830,570 14,293,528 -3.2% Average Weekday Riders 89,631 93,189 -3.8% Light Rail 4,372,742 4,343,878 0.7% Average Weekday Riders 27,947 27,569 1.4% Total Directly Operated Services 18,203,312 18,637,406 -2.3% Average Weekday Riders 117,578 120,758 -2.6% Inter-Agency Partners 1 Dumbarton Express 111,954 112,182 -0.2% Average Weekday Riders 1,046 1,058 -1.1% 1 Highway 17 Express 122,865 123,854 -0.8% Average Weekday Riders 912 917 -0.5% Monterey-San Jose Express 10,544 11,515 -8.4% Average Weekday Riders 46 49 -6.1% 1 Altamont Commuter Express (ACE) 654,932 583,779 12.2% Average Weekday Riders 5,507 5,389 2.2% 1 Caltrain 8,031,615 8,054,312 -0.3% Average Weekday Riders 62,051 61,978 0.1% 1 Caltrain Shuttles (in Santa Clara County) 751,461 794,027 -5.4% Average Weekday Riders 6,894 7,352 -6.2% Contracted Services Paratransit 260,960 266,990 -2.3% Average Weekday Riders 1,774 1,885 -5.9% 1 ACE Shuttles 195,223 179,572 8.7% Average Weekday Riders 1,842 1,727 6.7% Total Contracted / Inter-Agency 5,008,863 4,981,026 0.6% Combined Total Ridership (in Santa Clara County) 2 23,212,175 23,618,432 -1.7%

1. Data through November 2018 2 These figures are based on estimated ridership in the VTA service area for Caltrain, ACE, Highway 17 Express, Dumbarton Express, and Monterey-San Jose Express. Paratransit, Light Rail Shuttles, ACE Shuttles, and Caltrain Santa Clara County Shuttles are operated wholly within the service area, therefore, 100% of the ridership is included.

8 7.a

Route Listing Route Destination Route Destination Santa Clara Transit Ctr.-San Jose International Airport- 10 70 Capitol LRT Station-Great Mall/Main Transit Ctr. Metro/Airport LRT Station San Jose Civic Ctr.-Eastridge Transit Ctr. via San Jose Eastridge Transit Ctr.-Great Mall/Main Transit Ctr. via 12 71 Flea Market White Rd. Almaden Expwy. & McKean-Ohlone/Chynoweth LRT 13 72 Senter & Monterey-Downtown San Jose Station Gilroy Transit Ctr. to St. Louise Hospital via Camino 14 73 Snell/Capitol-Downtown San Jose Arroyo 16 Morgan Hill Civic Ctr. to Burnett Ave. 77 Eastridge Tran Ctr-Great Mall/Main Trans Ctr via King Rd

17 Gilroy Transit Ctr. to St. Louise Hospital via Murray Ave. 81 Moffett Field/Ames Ctr.-San Jose State University 18 Gilroy Transit Ctr. to Gavilan College 82 Westgate-Downtown San Jose 19 Gilroy Transit Ctr. to Wren & Mantelli 88 Palo Alto Veteran's Hospital-Middlefield & Colorado Palo Alto Transit Ctr.-Eastridge Transit Ctr. via El Palo Alto Veteran's Hospital-Middlefield & Colorado 22 88 L and 88M Camino (Scholl day only) DeAnza College-Alum Rock Transit Ctr. via Stevens California Ave. Caltrain Station-Palo Alto Veteran's 23 89 Creek Hospital DeAnza College-Alum Rock Transit Ctr. via Valley 25 101 Camden & Hwy 85-Palo Alto Medical Ctr. Sunnyvale/Lockheed Martin Transit Ctr.-Eastridge 26 102 South San Jose-Palo Alto Transit Ctr. 27 Good Samaritan Hospital-Kaiser San Jose 103 Eastridge Transit Ctr.-Palo Alto 31 Evergreen Valley College-Eastridge Transit Ctr. 104 Penitencia Creek Transit Ctr.-Palo Alto 32 San Antonio Shopping Ctr.-Santa Clara Transit Ctr. 120 Fremont BART-Lockheed Martin/Moffett Park-Shoreline 34 San Antonio Shopping Ctr.-Downtown Mountain View 121 Gilroy Transit Ctr.-Lockheed Martin/Moffett Park 35 Downtown Mountain View-Stanford Shopping Ctr. 122 South San Jose-Lockheed Martin/Moffett Park 37 West Valley College-Capitol LRT Station 140 Fremont BART-Mission College & Montague Expwy. 39 The Villages-Eastridge Transit Ctr. 168 Gilroy Transit Ctr.-San Jose Diridon Transit Ctr. Weekday/Sat-Foothill College-La Avenida & Shoreline 40 180 Great Mall/Main Transit Ctr/Aborn&White-Fremont BART Sun-San Antonio & Lyell-La Avenida & Shoreline Weekday-Kaiser San Jose-Evergreen Valley College San Jose Diridon Transit Ctr.-Fremont BART via Great 42 181 Sat-Santa Teresa LRT-Monterey & Senter Mall/Main Transit Ctr. late evenings & weekends

45 Alum Rock Transit Ctr.-Penitencia Creek Transit Ctr. 182 Palo Alto-IBM/Bailey Ave. 46 Great Mall/Main Transit Ctr.-Milpitas High School 185 Gilroy Transit Ctr.-Mountain View 47 Great Mall/Main Transit Ctr.-McCarthy Ranch 200 Tasman & Baypointe-Mountain View Station Los Gatos Civic Ctr.-Winchester Transit Ctr. via 48 201 DASH SJ Diridon Stn-Downtown SJ LRT Stations Winchester Blvd. Los Gatos Civic Ctr.-Winchester Transit Ctr. via Los 49 Gatos Blvd. 52 Foothill College-Downtown Mountain View 251 Fremont BART-Levi's Stadium (Event Service Only) 53 West Valley College-Sunnyvale Transit Ctr.

54 De Anza College-Sunnyvale/Lockheed Martin Trans Ctr.

55 De Anza College-Great America 304 South San Jose-Sunnyvale Transit Ctr. via Arques Fremont High School-Lakewood Village (School Days Great Mall/Main Transit Ctr.-Lockheed Martin/Moffett 55X 321 Only) Park 57 West Valley College-Great America via Quito Rd. 323 De Anza College-Downtown San Jose 58 West Valley College-Alviso via Fruitvale 328 Almaden Expy/Via Valiente-Lockheed Martin/Moffett Pk 60 Winchester Transit Ctr.-Great America 330 Almaden Expy. & Via Valiente-Tasman Drive

61 Good Samaritan Hospital-Sierra & Piedmont via Bascom 522 Palo Alto Transit Ctr.-Eastridge Transit Ctr.

62 Good Samaritan Hospital-Sierra & Piedmont via Union LRT Line 902 - Mountain View-Winchester

63 Almaden Expy & Camden-San Jose State University Line 901 - Alum Rock-Santa Teresa Almaden LRT Station-McKee & White via Downtown 64 Line 900 - Ohlone/Chynoweth-Almaden San Jose Highway 17 Express - Santa Cruz & Scotts Valley-San 65 Kooser & Blossom Hill-13th & Hedding 970 Jose Diridon Transit Ctr. Kaiser San Jose-Milpitas/Dixon Rd. via Downtown San 66 971 Dumbarton Express - Union City BART-Palo Alto Jose 68 Gilroy Transit Ctr.-San Jose Diridon Transit Ctr. 972 Monterey-San Jose Express (MST55)

Master destination list for the timeguides, frequency chart, web site & timeguide effective date list.

9 7.a

Route Performance SANTA CLARA VALLEY TRANSPORTATION AUTHORITY FY2019 Second Quarter Transit Operations Performance Report Weekday Boardings per revenue hour

22 27.6 23 25.9 25 23.3 26 22.0 55 21.1 60 18.2 61 18.0 62 16.1 64 23.8 Core 66 25.4 Standard: 22.0 boardings per rvenue hour 68 20.5 70 22.7 71 21.6 72 23.9 73 25.5 77 23.0 323 15.1 522 22.0

10 18.2 27 14.3 31 19.8 35 13.1 Local 40 18.0 Standard: 18.9 boardings 46 30.6 per revene hour 52 14.5 53 27.2 54 22.4 57 19.8 58 13.0 63 14.8 81 16.3 82 21.9 89 18.6

13 10.9 14 9.4 16 19.1 17 8.2 Community Bus Standard: 15.0 boardings 18 14.3 per revenue hour 19 14.4 32 15.2 34 9.5 37 13.0 39 18.5 42 13.7 45 13.2 48 12.9 49 9.4 65 13.5 88 18.9 200 7.7 201 29.0

0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 40.0 45.0 50.0

ACE 26.2 Shuttles

Note: ACE shuttles are not considered in the calculation of the Community Bus standard, which is VTA-based only. 7.a 10 0 Factor Limited 74.1 08 Light Rail Light Revenue Hour Express per revenue train hour 07 Standard: 56.6 boardingsStandard: 56.6 Standard 15.0 Boarding Per 55.0 Standard: is 60% Maximum Load 06 05 11 40.6 04 03 13.7 10.1 10.0 8.4 02 0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 40.0 45.0 50.0 Line 900 is the Ohlone/Chynoweth –is the Ohlone/Chynoweth 900 Line line Almaden Line 901 is the Alum Rock - Rock Alum the is901 Line Line Teresa Santa - View Mountain the is902 Line Line. Winchester

0 1 * * * Weekday Boardings per revenue hour SANTA CLARA VALLEY TRANSPORTATION AUTHORITY VALLEY TRANSPORTATION SANTA CLARA Transit Operations Performance Report FY2019 Second Quarter 7.a SANTA CLARA VALLEY TRANSPORTATION AUTHORITY Saturday Boardings per revenue hour FY2019 Second Quarter Transit Operations Performance Report

22 23.0

23 20.7

25 21.9 26 17.0 Core Standard: 17.5 boardings 55 12.2 per revenue hour 60 15.5

61 14.3 62 13.8

64 16.4

66 20.1

68 18.7 70 20.2

71 19.9

72 15.7 73 17.8

77 21.3

323 9.2

522 17.2

10 19.3 12 16.5 27 13.9 Local 31 11.2 Standard: 15.0 boardings 35 13.3 per revenue hour 40 9.8 46 10.5 47 13.8 54 15.7 57 15.0 63 11.6 81 8.2 82 14.3

14 9.7 17 5.6 19 14.3 Community Bus 32 12.1 Standard: 15.0 boardings 39 13.3 per revenue hour 42 7.7 48 8.3 49 9.4 200 5.1 0 102030405060

900* 35.2 Light Rail 901* 45.9 Standard: 42.5 boardings per revenue train hour 902* 46.3

0 102030405060708090100

* Line 900 is the Ohlone/Chynoweth – Almaden line * Line 901 is the Alum Rock - Santa Teresa Line

* Line 902 is the Mountain View - Winchester Line. 7.a 12 SANTA CLARA VALLEY TRANSPORTATION AUTHORITY Sunday Boardings per revenue hour FY2019 Second Quarter Transit Operations Performance Report

22 23.1 23 21.6 25 24.4 26 17.4 Core 55 15.2 Standard: 18.4 boardings per revenue hour 60 15.5 61 12.3 62 13.9 64 16.4 66 20.5 68 18.1 70 20.5 71 23.9 72 19.2 73 19.9 77 21.4 323 10.4 522 16.9

10 20.9

12 20.5 Local Standard: 15.0 boardings 27 14.8 per revenue hour 31 10.6

35 13.8

40 11.9

47 21.6

54 15.5

57 14.4

63 11.2

82 15.7

14 9.7

17 6.6 Community Bus 19 13.7 Standard: 15.0 boardings 39 21.5 per revenue hour

48 6.9

49 8.1

200 6.5 0 5 10 15 20 25 30 35 40 45 50

900* 46.1 Light Rail 901* 45.8 Standard 47.7 boardings per revenue train hour

902* 51.3

0 1020304050607080 * Line 900 is the Ohlone/Chynoweth – Almaden line * Line 901 is the Alum Rock - Santa Teresa Line

* Line 902 is the Mountain View - Winchester Line 7.a 13 SANTA CLARA VALLEY TRANSPORTATION AUTHORITY FY2019 Second Quarter Transit Operations Performance Report Express Routes Average Peak Load

Weekday

101 27.9%

102 48.9% Express 103 42.9% Standard: 60% Peak Load 104 33.4%

120 27.6%

121 35.3%

122 36.1%

140 20.5%

168 36.8%

180 16.3%

181 37.4%

182 33.4%

185 17.6%

DB 25.1%

Hwy 17 36.2%

MST 55 14.2%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Saturday / Sunday

181 Saturday, 36.1%

181 Sunday, 26.8%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Note: HWY 17, MST and DB are not considered in the calculation of the standard which is

VTA- based only. 7.a 14 7.a

Boardings per Revenue Hour by Time Period (July 01, 2018 - Dec. 31, 2018) Core Routes WEEKDAY ROUTE PEAK MIDDAY OFF PEAK TOTAL 22 27.9 30.2 23.6 27.6 23 25.7 28.4 18.6 25.9 Weekday Service Periods 25 23.8 23.3 18.9 23.3 Peak 5:00 AM to 9:00 AM & 26 22.6 23.3 13.9 22.0 2:30 PM to 6:30 PM 55 21.5 23.2 13.0 21.1 Midday 9:00 AM to 2:30 PM 60 17.6 20.9 13.8 18.2 Off Peak 6:30 PM to 5:00 AM 61 18.1 19.9 9.8 18.0 62 15.9 18.2 10.0 16.1 64 24.4 25.4 12.8 23.8 66 24.4 28.8 19.2 25.4 68 20.0 22.7 17.1 20.5 70 22.0 24.8 15.4 22.7 71 20.3 27.8 16.2 21.6 72 25.7 23.6 12.7 23.9 73 25.8 28.0 14.1 25.5 77 21.6 26.0 16.9 23.0 323 15.7 15.3 10.6 15.1 Legend: 522 23.4 21.0 19.7 22.0 Below standard Standard 22.0 23.9 15.4 22.0 No Service

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Boardings per Revenue Hour by Time Period (July 01, 2018 - Dec. 31, 2018) Core Routes

SATURDAY ROUTE AM BASE Evening Late Night TOTAL 22 22.7 23.6 21.2 23.2 23.0 23 19.5 22.5 16.3 16.1 20.7 Saturday Service Periods 25 23.9 22.3 17.2 12.1 21.9 AM 12:00 AM to 9:00 AM 26 19.0 16.6 16.1 0.0 17.0 Base 9:00 AM to 6:00 PM 55 11.1 12.3 12.5 0.0 12.2 Evening 6:00 PM to 10:00 PM 60 14.0 16.0 14.1 0.0 15.5 Late night 10:00 PM to 12:00 AM 61 12.6 15.9 9.2 0.0 14.3 62 11.9 14.7 12.2 0.0 13.8 64 13.5 18.1 12.9 11.9 16.4 66 19.9 20.5 19.4 13.0 20.1 68 20.0 18.4 19.0 15.9 18.7 70 19.0 20.9 18.9 7.8 20.2 71 19.3 20.4 17.5 0.0 19.9 72 14.0 17.6 10.1 8.3 15.7 73 14.1 20.0 13.0 12.9 17.8 77 17.7 22.4 17.8 0.0 21.3 323 9.5 9.5 6.4 0.0 9.2 522 16.7 17.8 15.9 17.6 17.2 Standard 16.6 18.3 15.0 15.0 17.5

SUNDAY ROUTE AM BASE Evening Late Night TOTAL 22 22.4 22.8 24.2 26.6 23.1 Sunday Service Periods 23 21.8 21.5 22.5 17.8 21.6 AM 12:00 AM to 9:00 AM 25 22.8 26.1 19.0 13.4 24.4 Base 9:00 AM to 6:00 PM 26 18.8 17.0 18.3 0.0 17.4 Evening 6:00 PM to 10:00 PM 55 17.3 15.0 14.5 0.0 15.2 Late night 10:00 PM to 12:00 AM 60 17.3 15.0 17.7 0.0 15.5 61 11.3 12.9 10.5 0.0 12.3 62 13.4 14.2 13.2 0.0 13.9 64 16.4 16.7 14.8 0.0 16.4 66 22.9 19.8 21.5 0.0 20.5 68 20.5 17.3 21.4 13.3 18.1 70 24.3 20.1 18.6 14.8 20.5 71 27.7 25.0 17.9 0.0 23.9 72 20.0 21.2 13.3 10.6 19.2 73 22.2 21.4 14.4 10.5 19.9 77 24.3 21.1 18.7 0.0 21.4 323 0.0 10.4 13.0 0.0 10.4 Legend: 522 15.7 17.2 17.3 0.0 16.9 Below standard Standard 19.9 18.6 17.3 15.3 18.4 No Service

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Boardings per Revenue Hour by Time Period (July 01, 2018 - Dec. 31, 2018) Local Routes WEEKDAY ROUTE PEAK MIDDAY OFF PEAK TOTAL 10 18.9 19.1 15.2 18.2 27 13.7 16.7 8.8 14.3 Weekday Service Periods 31 19.6 23.5 8.3 19.8 Peak 5:00 AM to 9:00 AM & 35 13.9 12.7 10.7 13.1 2:30 PM to 6:30 PM 40 18.3 19.2 9.1 18.0 Midday 9:00 AM to 2:30 PM 46 30.8 31.1 16.3 30.6 Off Peak 6:30 PM to 5:00 AM 47 17.8 22.2 14.2 19.1 52 13.8 16.9 6.6 14.5 53 30.8 21.6 0.0 27.2 54 25.7 19.9 17.4 22.4 57 18.6 22.6 14.4 19.8 58 14.3 8.6 13.5 13.0 63 15.1 15.4 11.2 14.8 81 17.0 15.4 11.1 16.3 82 23.7 21.7 12.6 21.9 Legend: 89 20.5 13.8 0.0 18.6 Below standard Standard 19.5 18.8 15.0 18.9 No Service

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Boardings per Revenue Hour by Time Period (July 01, 2018 - Dec. 31, 2018) Local Routes SATURDAY ROUTE AM BASE Evening Late Night TOTAL 10 12.1 22.3 20.8 11.0 19.3 12 0.0 16.5 11.1 0.0 16.5 Saturday Service Periods 27 11.8 15.4 7.4 0.0 13.9 31 9.1 11.7 16.1 0.0 11.2 AM 12:00 AM to 9:00 AM 35 11.8 13.6 13.0 0.0 13.3 Base 9:00 AM to 6:00 PM 40 10.0 9.7 11.4 0.0 9.8 Evening 6:00 PM to 10:00 PM 46 0.0 10.5 0.0 0.0 10.5 Late night 10:00 PM to 12:00 AM 47 12.1 13.9 15.0 0.0 13.8 54 11.7 15.9 20.1 0.0 15.7 57 14.7 14.7 16.9 0.0 15.0 63 9.5 12.1 12.6 0.0 11.6 81 0.0 8.2 0.0 0.0 8.2 82 11.2 14.7 16.7 0.0 14.3 Standard 15.0 15.0 15.0 15.0 15.0

SUNDAY ROUTE AM BASE Evening Late Night TOTAL 10 11.9 25.3 19.1 16.9 20.9 12 0.0 20.6 12.9 0.0 20.5 27 0.0 14.8 0.0 0.0 14.8 Sunday Service Periods 31 0.0 10.6 0.0 0.0 10.6 AM 12:00 AM to 9:00 AM 35 15.6 14.3 9.9 0.0 13.8 Base 9:00 AM to 6:00 PM 40 14.6 11.9 9.3 0.0 11.9 Evening 6:00 PM to 10:00 PM 47 35.3 20.4 25.2 0.0 21.6 Late night 10:00 PM to 12:00 AM 54 18.2 15.3 15.9 0.0 15.5 57 15.7 14.0 20.9 0.0 14.4 63 14.8 10.8 0.0 0.0 11.2 Legend: 82 16.3 15.4 17.7 0.0 15.7 Below standard Standard 17.8 15.8 16.4 16.9 15.5 No Service

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Boardings per Revenue Hour by Time Period (July 01, 2018 - Dec. 31, 2018) Community Bus WEEKDAY ROUTE PEAK MIDDAY OFF PEAK TOTAL 13 11.2 11.2 4.1 10.9 Weekday Service Periods 14 8.1 10.2 0.0 9.4 Peak 5:00 AM to 9:00 AM & 16 20.0 8.0 0.0 19.1 2:30 PM to 6:30 PM 17 7.4 8.6 0.0 8.2 Midday 9:00 AM to 2:30 PM 18 14.4 14.5 10.1 14.3 Off Peak 6:30 PM to 5:00 AM 19 13.5 16.3 9.2 14.4 32 17.0 13.2 12.6 15.2 34 11.1 9.3 0.0 9.5 37 13.1 14.6 4.0 13.0 39 15.6 26.2 18.3 18.5 42 13.7 13.9 10.9 13.7 45 13.9 11.9 18.0 13.2 48 14.1 11.4 5.9 12.9 49 9.2 10.7 3.5 9.4 65 12.5 15.3 8.6 13.5 88 24.5 11.8 0.0 18.9 201 33.6 23.0 20.8 29.0 Standard 15.0 15.0 15.0 15.0

19 7.a

Boardings per Revenue Hour by Time Period (July 01, 2018 - Dec. 31, 2018) Community Bus

SATURDAY ROUTE AM BASE Evening Late Night TOTAL Saturday Service Periods 14 0.0 9.7 0.0 0.0 9.7 AM 12:00 AM to 9:00 AM 17 0.0 5.6 0.0 0.0 5.6 Base 9:00 AM to 6:00 PM 19 13.6 14.3 0.0 0.0 14.3 Evening 6:00 PM to 10:00 PM 32 10.7 12.4 0.0 0.0 12.1 Late night 10:00 PM to 12:00 AM 39 10.4 13.8 13.9 0.0 13.3 42 5.2 7.9 0.0 0.0 7.7 48 7.6 8.4 8.6 0.0 8.3 49 13.4 9.2 6.4 0.0 9.4 200 0.0 0.0 0.0 5.1 5.1 Standard 15.0 15.0 15.0 15.0 15.0

SUNDAY ROUTE AM BASE Evening Late Night TOTAL Sunday Service Periods 14 0.0 9.7 0.0 0.0 9.7 AM 12:00 AM to 9:00 AM 17 0.0 6.6 0.0 0.0 6.0 Base 9:00 AM to 6:00 PM 19 11.9 13.8 0.0 0.0 12.7 Evening 6:00 PM to 10:00 PM 39 0.0 21.5 0.0 0.0 21.2 Late night 10:00 PM to 12:00 AM 48 0.0 6.9 0.0 0.0 6.8 49 0.0 8.1 0.0 0.0 8.4 Legend: 200 0.0 0.0 0.0 6.5 6.6 Below standard Standard 15.0 15.0 NA 15.0 15.0 No Service

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Boardings per Revenue Hour by Time Period (July 01, 2018 - Dec. 31, 2018) Limited Stop Routes

WEEKDAY Weekday Service Periods ROUTE PEAK Peak 5:00 AM to 9:00 AM & 304 13.7 2:30 PM to 6:30 PM 321 10.0 328 8.4 Legend: 330 10.1 Below standard Standard 15.0 No Service

21 7.a

Boardings per Revenue Hour by Time Period (July 01, 2018 - Dec. 31, 2018) Light Rail

WEEKDAY ROUTE PEAK MIDDAY OFF PEAK TOTAL Weekday Service Periods 900* 47.0 42.4 27.4 40.6 Peak 5:00 AM to 9:00 AM & 901* 87.6 73.9 44.4 74.1 2:30 PM to 6:30 PM 902* 66.5 44.4 41.4 55.0 Midday 9:00 AM to 2:30 PM Standard 67.0 53.6 37.7 56.6 Off Peak 6:30 PM to 5:00 AM

SATURDAY ROUTE AM BASE Evening Late Night TOTAL Saturday Service Periods 900* 20.3 40.0 28.8 0.0 35.2 AM 12:00 AM to 9:00 AM 901* 31.3 51.7 48.4 38.0 45.9 Base 9:00 AM to 6:00 PM 902* 31.0 53.2 45.6 44.3 46.3 Evening 6:00 PM to 10:00 PM Standard 27.5 48.3 40.9 41.2 42.5 Late night 10:00 PM to 12:00 AM

SUNDAY ROUTE AM BASE Evening Late Night TOTAL Sunday Service Periods 900* 40.1 52.0 34.7 15.5 46.1 AM 12:00 AM to 9:00 AM 901* 30.4 52.5 46.0 31.8 45.8 Base 9:00 AM to 6:00 PM 902* 32.6 65.6 39.3 30.1 51.3 Evening 6:00 PM to 10:00 PM Standard 34.4 56.7 40.0 25.8 47.7 Late night 10:00 PM to 12:00 AM

* Line 900 is the Ohlone/Chynoweth – Almaden line. Legend: * Line 901 is the Alum Rock to Santa Teresa Line. Below standard * Line 902 is the Mountain View to Winchester Line. No Service

22 7.a

Paratransit Operating Statistics 7.a SANTA CLARA VALLEY TRANSPORTATION AUTHORITY PARATRANSIT OPERATING STATISTICS FY2019 Second Quarter Transit Operations Performance Report (July 1, 2018 - December 31, 2018) FY2019 FY2018 Percent Change RIDERSHIP Clients 234,005 236,510 -1.1% Attendants 24,357 25,961 -6.2% Companions 2,598 4,519 -42.5% Total 260,960 266,990 -2.3% Avg. Weekday Trips 1,774 1,885 -5.9% Avg. Weekday Client Trips 1,272 1,679 -24.3% Active Clients 5,878 5,932 -0.9% Avg. Trips per Client 39.8 39.9 -0.2% PREMIUM SERVICES Same Day Trips 1,161 2,074 -44.0% Second Vehicles 249 461 -46.0% Open Returns 78 71 9.9% Service Area Surcharge Trips 2,184 1,737 25.7% Subscription Trips 94,505 71,229 32.7% Total 98,177 75,572 29.9% LEVEL OF SERVICE Revenue Miles 2,877,662 2,620,081 9.8% Revenue Hours 175,455 158,231 10.9% Maximum Vehicles Operated (non-Taxi) 185 137 35.0% Total Vehicles Available (non-Taxi) 222 238 -6.7% ELIGIBILITY Total Data Cards Received 3,726 3,453 7.9% New Applicants Certified 1,552 1,445 7.4% New Applicants Denied 120 141 -14.9% Clients Recertified 1,049 1,325 -20.8% Clients Denied Recertification 23 37 -37.8% Total Eligibility Assessments 2,725 3,186 -14.5% Denial Rate 5.2% 5.6% -6.1% EXPENSES AND REVENUES EXPENSES VTA Administration & Oversite - Labor Costs *$ 688,483.57 $ 691,861.51 0% Contracted Eligibility Certification Costs$ 550,902.38 $ 273,781.65 101.2% Contracted Fixed Costs$ 1,442,376.00 $ 1,551,939.34 -7.1% Contracted Variable Costs$ 6,339,847.42 $ 5,659,180.04 12.0% Contracted Supplemental Trip Costs **$ 1,045,684.86 $ 1,176,671.13 -11% Contracted Fare Processing *$ 79,633.12 $ 53,654.73 48% Fleet Maintenance and Fuel **$ 1,166,113.65 $ 870,645.30 34% Hardware, Software, Utilities, phone and data services ** $ 155,332.14 $ 158,567.58 -2% ADA-Facilities, Maintenance & Utilities **$ 183,814.11 $ 236,775.70 -22% Total Operating Costs $11,652,187.25 $10,673,077 9.2% REVENUES NA Client Fare *** $1,272,821 $959,676 32.6% Other Fare $64,613 $39,265 64.6% Non-VTA Broker Revenue $0 $0 NA Total Revenue $1,337,433 $998,941 33.9% Net Expenses $ 10,314,754 $ 9,674,136 6.6% Fare Recovery Rate 11.5% 9.4% 22.6% COST PER PASSENGER TRIP (excludes capital expenses) Total Reported Costs $44.65 $39.98 11.7% Fare Revenue $5.13 $3.74 37.0% Net Cost $39.53 $36.23 9.1% PERFORMANCE Passengers / Revenue Hour 1.5 1.7 -11.9% Passenger Miles / Passenger Trip 12.3 12.5 -1.5% On-Time Performance 91.0% 84.3% 7.9% *New expense included in total paratransit costs ** New Paratransit Cost Structure previously accounted for in Fixed and Variable Costs. Key Cost Elements Broken Out Separately. ***Includes $322,582 for a prior year adjustment pertaining to client account balances.

23 7.a

Glossary 7.a

GLOSSARY

AVERAGE FARE PER BOARDING – This measure is calculated by dividing the total fare revenue (cash, passes, tokens, and Eco Pass) by total boarding riders. It measures the rider contribution towards the farebox recovery ratio.

AVERAGE WEEKDAY BOARDINGS – The average number of persons who board the transit system on a day that normal weekday revenue service is provided.

BOARDINGS PER REVENUE HOUR – This is a productivity measure comparing the number of boardings to the number of revenue hours operated. It measures service utilization per unit of service operated. The Revenue hours is the time when a vehicle is available to the general public to carry passengers. This will include layover but exclude deadheads.

BRT (BUS RAPID TRANSIT) ROUTES – The BRT route is a multi-component transit improvement that includes preferential treatment at traffic signals to improve bus operating speed and on-time performance. It operates in mixed traffic and relies on priority for buses at traffic signals to provide much of its time advantage over conventional buses.

COMMUNITY BUS ROUTES – Community Bus service is characterized by weekday frequencies of 30 minutes or more in both the peak and midday periods. Service span is 14 hours or less, usually 12 hours for weekdays. Community Bus services operate seven days per week or less. These routes are defined as neighborhood-based circulator and feeder routes that travel within a limited area.

CORE ROUTES – Core network routes are defined as bus routes or shared corridors that feature weekday frequencies of 15 minutes or less during the peak and midday periods and/or service spans of 18 hours or more. Core routes operate seven days per week. They typically travel on long distance corridors, which connect major trip generators such as universities, regional shopping malls and high- density housing and employment sites. Multiple core routes will sometimes operate on the same corridor where demand warrants, providing additional service frequency and transfer opportunities. Core network corridors are typically large arterial streets and intersect with freeways and expressways.

DEADHEAD: Time during movement of a transit vehicle without passengers aboard, typically from the operating division to the start of the route.

EXPRESS & LIMITED SERVICE ROUTES – Express routes generally operate during peak periods and are primarily commuter oriented. Midday, evening, and weekend service may be offered on regional express lines. Express routes emphasize direct service, use freeways and expressways to reduce travel time, and make few stops. Limited Service routes are characterized by limited stops.

LAYOVER: Break the driver or the vehicle is given at the end of a trip before it starts operating its reverse route, or if the route is circular, before beginning its next trip

LIMITED STOP ROUTES – Limited-stop service generally operates during peak periods and is primarily commuter oriented. Midday, evening, and weekend service may be offered on limited-stop lines. Limited-stop routes use major arterials, freeways, and/or expressways; and make fewer stops than grid routes, but more stops than express routes.

7.a

LOCAL ROUTES – Local network routes are defined as bus routes or corridors that feature weekday frequencies of thirty minutes or more during the peak and midday periods and/or service spans less than 18 hours. Local Network routes operate seven days per week or less. They typically travel on medium distance corridors, serving minor trip generators such as schools, hospitals and medium-density housing and employment. They also provide feeder service to the core network or to rail stations and transit centers.

MILES BETWEEN CHARGEABLE ACCIDENTS – Safety measure that captures the number of total scheduled miles traveled between each occurrence of a preventable accident. A preventable accident is defined as accidents in which the transit driver is normally deemed responsible or partly responsible for the occurrence of the accident.

MILES BETWEEN MECHANICAL SERVICE LOSS – Service quality measure capturing the number of total scheduled miles traveled between each mechanical breakdown that result in a loss of service to the public.

SPECIAL SERVICE ROUTES – Special services routes only operate on certain days of the week or on a seasonal basis to address a specific service need.

NATIONAL TRANSIT DATABASE (NTD) – The Federal Transit Administration's (FTA's) primary national database for statistics on the transit industry. Recipients of FTA’s Urbanized Area Formula Program (Section 5307) grants are required by statute to submit data to the NTD. Each year, NTD performance data are used to apportion over $4 billion of FTA funds to transit agencies in urbanized areas (UZAs). Annual NTD reports are submitted to Congress summarizing transit service and safety data. The NTD is the system through which FTA collects uniform data needed by the Secretary of Transportation to administer department programs. The data consist of selected financial and operating data that describe public transportation characteristics. The legislative requirement for the NTD is found in Title 49 U.S.C. 5335(a).

ON-TIME PERFORMANCE – A reliability measure capturing the percentage of transit vehicles departing or arriving at a location on time. On-time performance is measured only for specific locations called timepoints for which a schedule is published. A bus transit vehicle is considered “on time” if it departs a location within three minutes before and five minutes after its published scheduled time. A light rail transit vehicle is considered “on time” if it departs a location within one minute before and three minutes after its published scheduled time. At the last timepoint location of a trip, early arrival is considered on-time.

PASSENGER CONCERNS PER 100,000 BOARDINGS – A customer service measure that captures the number of passenger complaints/concerns per 100,000 boardings. This measure reports the amount of customer complaints received on the service that is attributed to an operating division.

PEAK LOAD (Express) - The Express bus standard is 60 percent of the seated vehicle loading capacity (38 seats). This singular standard is needed due to the special characteristics of Express Bus lines where seat turnover is low.

PERCENT SCHEDULED SERVICE OPERATED – This service reliability measure indicates the percent of service hours completed based on published schedule. A service is considered not completed when scheduled service hours are lost due to equipment failure, missed or late pull-outs, accidents/incidents, or natural causes.

7.a

PERSONAL TIME OFF (PTO) – This is defined as time off for non-scheduled absences such as: sick, industrial injury, FMLA (Family Medical Leave Act.), excused/unexcused leave, union business, and suspensions.

REVENUE HOURS: Time when a vehicle is available to the general public to carry passengers. This will include layover but exclude deadhead.

STANDARD (Boardings per revenue Hour): This is the average boardings per Revenue Hour and applies to Community Bus, Local, Core, Limited and Light Rail and is based on the Service Design Guidelines. The minimum standard is 15 boardings per revenue hour.

TOTAL BOARDINGS – The total number of boarding riders using VTA directly operated bus service and light rail service. Riders are counted each time they board a bus or light rail vehicle.

Date: March 27, 2019 Current Meeting: April 11, 2019 Board Meeting: April 4, 2019

BOARD MEMORANDUM

TO: Santa Clara Valley Transportation Authority Committee for Transportation Mobility & Accessibility

THROUGH: General Manager, Nuria I. Fernandez

FROM: Director - Planning & Programming, Chris Augenstein

SUBJECT: Transit Service Changes - April 8, 2019

FOR INFORMATION ONLY

BACKGROUND:

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

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

▪ Establishment of a new transit line or service. ▪ Elimination of a transit line or service. ▪ Route change that impacts 25 percent or more of a line’s route miles. ▪ Span of service or frequency changes affecting 25 percent or more of a line’s revenue vehicle hours. ▪ Series of changes on a single route which are included in the annual transit service plan and cumulatively meet any of the above criteria. ▪ Proposed changes that are anticipated to be controversial with a particular community or interested parties based on public feedback. ▪ Systemwide change concurrently affecting five percent or more of the total system revenue hours. Service change proposals that do not meet the criteria for major service changes are handled at the staff level and are still subject to an appropriate level of community review and comment.

DISCUSSION:

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

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

Major Service Changes No major service changes. Minor Service Changes 1. DASH: The timepoint will be moved from 4th & San Fernando to 4th & San Carlos. Schedule changes will be made to coordinate with the new Caltrain schedule that will take effect on April 1. 2. The following bus routes will have weekday schedule adjustments to improve running times, on-time performance, transfers, and operator layovers: 10, 13, 14, 16, 17, 18, 19, 22, 23, 32, 35, 39, 42, 45, 52, 54, 55, 57, 61, 62, 63, 66, 68, 71, 81, 82, 101, 102, 103, 122, 180, 181, 323. 3. The following bus routes will have Saturday schedule adjustments to improve running times, on-time performance, transfers, and operator layovers: 14, 17, 19, 22, 23, 32, 39, 48, 49, 57, 66, 68, 82, 323. 4. The following bus routes will have Sunday schedule adjustments to improve running times, on-time performance, transfers, and operator layovers: 14, 17, 19, 22, 23, 39, 48, 49, 57, 66, 68, 82, 181, 323. STANDING COMMITTEE DISCUSSION/RECOMMENDATON:

This item was on the Consent Agenda for the Safety, Security, and Transit Planning & Operations committee on March 22, 2019 and was received without comment.

Prepared By: Jay Tyree Memo No. 6739

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Date: April 5, 2019 Current Meeting: April 11, 2019 Board Meeting: May 2, 2019

BOARD MEMORANDUM

TO: Santa Clara Valley Transportation Authority Committee for Transportation Mobility & Accessibility

THROUGH: General Manager, Nuria I. Fernandez

FROM: Director - Planning & Programming, Chris Augenstein Chief Operations Officer, Inez Evans

SUBJECT: 2019 New Transit Service Plan

Policy-Related Action: Yes Government Code Section 84308 Applies: No

ACTION ITEM

RECOMMENDATION:

Recommend that the VTA Board of Directors adopt the final 2019 New Transit Service Plan for implementation in late 2019 coincident with the opening of the BART extension to Berryessa.

BACKGROUND:

At its December 2018 meeting, the VTA Board directed staff to revise the 2017 Next Network transit service plan based on recommendations from the Ad Hoc Financial Stability Committee. Per VTA's Transit Service Guidelines and the Title VI Major Service Change policy, all major service changes must be developed as part of a comprehensive service plan development process. This process must include engagement with the community, an analysis of ADA paratransit impacts, a CEQA environmental analysis, and a Title VI service equity analysis.

Working within a very short timeline to develop and implement a new service plan to coincide with the expected opening of BART service at Milpitas and Berryessa, the process needed to move very quickly with no margin for delay. As a first step, staff immediately developed a draft service plan that was presented to the Board and discussed with the community throughout January and February 2019. Following further analysis, extensive engagement and input from the community, an analysis of ADA paratransit impacts, a CEQA environmental analysis, and a Title VI service equity analysis, staff has revised the draft plan into this final recommended service plan, called the 2019 New Transit Service Plan.

DISCUSSION:

This 2019 New Transit Service Plan is a modification of the Board-adopted 2017 Next Network transit service plan. In addition to the plan’s original goals of better connecting VTA transit with the Milpitas and Berryessa BART stations, increasing overall system ridership, and improving VTA's farebox recovery rate, this new plan adds three new parameters set by the Board of Directors:

1. Reduce the plan’s overall service level equal to today’s service level (the Next Network plan would have incurred a $14.7M increase in annual net operating costs over today). 2. Adjust the network’s ridership/coverage balance to 90% ridership and 10% coverage. 3. Minimize service cuts in South County.

As with the draft version, the final plan presented here meets all three of these new parameters.

Community Engagement

During January and February, staff conducted an extensive community engagement effort to gather feedback on the draft plan. The effort included: • Six VTA-hosted community meetings • YouTube live virtual meeting, subsequently available as a recorded webinar • Presentations at 26 community-hosted public and organization meetings (Attachment A) • vta.org blog posts on hot topics, each with commentary discussion • Email blasts to transit subscribers • Multilingual flyers onboard buses and trains • Multilingual advertisements in local publications (Viet Nam Daily, Philippines Today, Sing Tao, Korea 24 News Media, El Observador, San Jose Mercury News) • A multilingual dedicated website for details on the plan and for feedback submission

The engagement effort was considerably accelerated due to the short timeline of the project but was a big success as staff were able to engage with thousands of riders and residents to hear their concerns and ideas. Staff received 1,520 comments and suggestions via email and from direct in- person conversations, 6,400 engagements on Twitter, 1,500 engagements on Facebook, 50 engagements on LinkedIn, 130 engagements on Nextdoor, 1,200 engagements on Instagram, and several thousand views of vta.org features on the plan. In addition, VTA received official letters from the Cambrian Community Council, the Cupertino Union School District, the Fremont Unified School District, the City of Los Altos, the City of Morgan Hill, the City of Palo Alto, and the City of Saratoga & West Valley College. The feedback was helpful to staff to better understand the community’s concerns.

The feedback spanned a range of topics related to the proposed changes, but as expected was comprised overwhelmingly of objections to proposed cuts on some routes. The overwhelming majority of all the comments received can be grouped into five topical areas:

1. The proposed discontinuation of Route 22 trips between 1 and 4 am 2. The proposed shortening of the Blue Line from Alum Rock to Baypointe Station

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3. The proposed discontinuation of Route 83 in Almaden Valley 4. The proposed reduction in service across VTA’s Express Bus network 5. The proposed discontinuation of Route 65 (Leigh Avenue) The feedback was used to revise the draft plan to create this final plan. Even though the majority of feedback took the form of requests to keep and/or improve service (i.e. additional service which would increase the total network cost), staff was able to use the feedback to make a set of revisions that would greatly improve the draft plan but not increase its overall network cost.

Changes from the Draft Plan

The original Next Network transit service plan was used as the baseline for the draft and final versions of this plan, and as such, this plan is presented by prescribing changes as compared to the original Next Network plan. While service cuts are always difficult because the loss of transit service impacts real riders, staff focused cuts on the lowest ridership services in the network to minimize the impact to riders and maintain as much of the Next Network’s projected ridership increase as possible.

A map of the final plan’s complete transit network is included as Attachment B. This final service plan includes seven changes as compared to the draft plan:

1. Continue to provide Route 22 overnight service. The final plan would continue overnight service on Route 22 between 1 and 4 am as offered today (one trip per hour in each direction). Originally proposed to be discontinued in the draft plan due to low ridership (200-220 total daily boardings across all six trips) and high costs ($500,000 annually), subsequent analysis has revealed a significant number of riders on these overnight trips use the service for mobility purposes unrelated to a need for shelter. While the plan would continue to offer the overnight service, VTA staff will continue collaborating with social service groups to identify short, mid, and long-term alternative solutions for unhoused riders on these trips, a task force process initiated by VTA following the draft plan’s proposal to discontinue these overnight trips. There is broad consensus that Route 22 is not an ideal overnight housing solution, and staff will continue discussions with the social service task force partners to develop more appropriate shelter solutions.

2. Maintain VTA’s current Express Bus network unchanged through the end of 2019 (excluding the four Fremont BART routes), then transition to a third-party partnership model for long-distance commute service in early 2020. The adopted Next Network plan includes a continuation of VTA’s nine Express Bus routes that serve long-distance commuters. Given the direction to trim $15 million annually from the Next Network’s total service level, the draft plan proposed to reduce the Express Bus program’s cost by approximately $2.5 million, due to their low ridership and high cost per rider (over $30/rider, compared to $7 for core routes). The reductions proposed in the draft plan included the discontinuation of four routes:

• Express 101 (Camden & Hwy 85 – Stanford Research Park) • Express 122 (South San Jose – Lockheed Martin)

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• Express 182 (Palo Alto – IBM/Bailey Ave) • Express 185 (South County – Mountain View)

The reductions proposed in the draft plan would have also included reductions in the number of trips on four of the remaining five routes:

• Express 102 (South San Jose – Stanford Research Park) • Express 103 (Eastridge – Stanford Research Park) • Express 121 (South County – Lockheed Martin) • Express 168 (South County – San Jose Diridon Station)

However, this final plan defers all the draft plan’s proposed cuts until staff implements a new Express Bus program model in early 2020. Staff is currently studying the Express Bus program and collaborating with employer partners with the goal of transitioning these routes to a new service model that includes third-party funding partnerships in order to offset their high cost, bring the routes into compliance with VTA performance standards (such as VTA’s Board-adopted farebox recovery goal of 20-25%), and achieve a net annual cost reduction of $2.5 million as proposed in the draft plan. VTA will transition to this new service model in early 2020, shortly after the implementation of this service plan. In the meantime, this final plan proposes no changes to VTA’s current Express Bus network, aside from the longstanding plan to discontinue the four Express Bus routes that serve Fremont and Warm Springs BART stations as adopted in the Next Network (routes 120, 140, 180, 181). This plan assumes the transition to the new partnership model shortly thereafter in order to reduce VTA’s net cost. The deferment of Express Bus changes also respects the financial contributions that VTA’s employer partners have made to the SmartPass Express Bus program through the end of 2018, with an understanding that service would remain unchanged.

3. Modify southern end of Route 42 to provide new service to the VA Clinic, the Mexican Consulate, Carrington College, Northeastern University, and the San Andreas Regional Center. The Next Network plan proposed a change to Route 42 to serve Cottle Road and Raleigh Road near Santa Teresa Station. Instead, Route 42 will serve Silver Creek Valley Road, Hellyer Avenue, Silicon Valley Boulevard, Bernal Road, and San Ignacio Avenue (see map in Attachment D). During the draft plan’s outreach period, staff received numerous requests for new service for the VA clinic, the consulate, the colleges, and the San Andreas center. This change would forego providing new service along Cottle Road and Raleigh Road, areas which are already within a half-mile to light rail service and to frequent service that would remain on Cottle Road, and instead would serve these regional community-oriented destinations.

4. Consolidate the segment of Route 63 south of Diridon Station into Route 64 so that Route 64 has two distinct “branches” of service south of Diridon, serving the same areas as originally proposed plus an area of Almaden Valley. This service improvement stemmed from suggestions made by Almaden Valley community members.

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As shown in the map in Attachment C, the new Route 64 will provide the same service as originally planned east of Diridon (along Julian and McKee), but south of Diridon:

• Route 64a will serve Bird, Lincoln, Almaden Expressway, Almaden Station, Oakridge Station, and Ohlone/Chynoweth Station.

• Route 64b will serve Race, Meridian, and will be extended further south to Almaden Expressway and Camden, adding more service to Almaden Valley.

5. Restructure service in Almaden Valley. In addition to the above item, instead of operating Route 64 south of Almaden Station to Camden as originally proposed, the final plan would use Route 64 service in place of the Almaden spur light rail (also illustrated in Attachment C). This would free up resources to put into keeping Route 83 in Almaden Valley, instead of discontinuing it. Route 83’s service level would match what was adopted in the Next Network plan (hourly service on weekdays).

6. Defer the draft plan’s proposal for early morning and evening frequency improvements on Rapid 522 (delayed for future implementation when demand warrants). The draft proposal included improvements to early morning and evening frequency on Rapid 522 (from every 20 minutes to every 15 minutes). The final plan does not include these improvements. Current service levels have been determined to be adequate, so staff recommends these improvements be deferred for future implementation when demand along the corridor increases and resources permit.

7. Improve midday frequency on Route 66 north of Milpitas BART to every 15 minutes. This change would complete the northern parts of VTA’s Frequent Network in Milpitas and would offer an additional frequent transit connection to BART service. The Next Network plan had 30-minute midday service (between 9:30 am and 3:30 pm on weekdays) on Route 66; this final plan would improve midday frequency to every 15 minutes, which would make the route frequent all day on weekdays.

The changes above represent the changes from the draft plan to the final plan; all other elements of the draft plan remain part of this final plan. For reference, a complete list of all the changes from the original Next Network plan is included as Attachment E. Again, Attachment B shows a map of the final network in its entirety.

As described in the changes above, the final plan resolves three of the five most common feedback topics referenced earlier in the Community Engagement section. However, the draft plan’s proposals to shorten the Blue Line and to discontinue Route 65 remain unchanged in the final plan. Staff considered both topics at length and a full analysis for each is included as Attachment F.

Service Levels

As shown in Table 1, the final plan includes approximately 1.5M annual hours of bus service and 171K annual hours of rail service, which is 125,000 fewer hours of service than adopted in the original Next Network plan.

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Table 1: Summary of Revised Plan Service Level

Original Draft Final % Reduction Next Network Plan Plan Plan from Original Plan Annual Hours (Bus) 1,601,000 1,499,713 1,497,723 – 6.5% Annual Hours (Rail) 192,000 171,081 171,081 – 10.9%

Ridership Impact

The reduction in service from the Next Network will have a projected negative impact on VTA forecasted transit ridership, as well as ridership on BART trains in Santa Clara County. At the same time, the transition to a 90/10 ridership/coverage network through additional investments in VTA’s Frequent Network will have a positive impact on ridership that will offset some of the losses. Table 2 provides a planning-level estimate of the final plan’s net change in ridership as compared to the original Next Network plan and estimated ridership if VTA kept operating the current network into the future (“Future Year Ridership with Current Network”). Note the ridership estimates do not include any impact related to the transition of VTA’s Express Bus to a private partnership program that will occur separately in early 2020.

Table 2: Estimated Impact on VTA Transit Ridership Annual Boardings Year 2018 Ridership, For Reference 36,121,406

Future Year Ridership with Current Network 35,259,670 Original Next Network Ridership 37,841,000

Impact of Light Rail Reductions – 681,000 Impact of Bus Reductions – 217,000 Impact of Bus Improvements + 669,000 Net Impact – 229,000 (–0.6% from original plan)

2019 Transit Service Plan Ridership (after 24 mo.) 37,612,000 (+7% over current network)

As shown above, staff projects the plan will increase transit ridership by 7% over the current network. As with all major transit service redesigns, these ridership improvements will occur gradually over the 18-24 months following the first day of service. Under VTA’s new Transit Performance Monitoring Program, staff will closely monitor the transit network following implementation and conduct regular reporting to VTA’s committees and the Board. Due to the introduction of BART service and its significant impact on travel behaviors, staff expect some routes to overperform expectations and others to underperform. The performance monitoring program will include regular staff service change recommendations to continually adjust service according to performance.

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Analyses Conducted on the Final Plan

ADA Paratransit Analysis

VTA Access paratransit service provides curb-to-curb and door-to-door service for eligible individuals for trips made within ¾-mile of VTA’s fixed route transit network at the standard fare of $4. VTA also offers service for trips within a premium zone extending an additional mile beyond the ¾-mile standard zone, at a premium fare of $16. Paratransit service is offered on the same days and at the same times as the corresponding fixed route service. As such both zones follow the transit network, changes to the fixed route transit network can impact the geographical footprint of paratransit service. For example, the introduction of transit service to new areas would result in an expansion of the area eligible for paratransit service. Likewise, the elimination of transit service would result in a contraction of the area eligible for paratransit service.

VTA staff conducted a geographic analysis of the final plan to determine how it would impact the geographic footprint of paratransit service on weekdays. Because the final plan includes the elimination of just a single route in the middle of VTA’s transit network and the other route alignment changes are minor, the weekday daytime impacts remain identical to the Next Network plan. This plan would have no impact to the VTA Access overall paratransit service area for weekday daytime trips as compared to the adopted Next Network plan. However, there may be minor impacts to the geographic availability of service late at night and on weekends due to changes in the fixed route network’s service span (hours and days of operation for each route). For example, Route 52 currently provides service until 9:30 pm on weekdays, but would end at 9:00 pm in the plan; this reduction in 30 minutes of fixed route service would have a corresponding impact to VTA Access hours of service along that route.

Title VI Service Equity Analysis

Title VI of the 1964 Civil Rights Act states that agencies that receive federal funding may not discriminate on the basis of race, color, or national origin. Federal guidance encourages transit agencies to uphold Title VI in two ways: by involving Title VI communities in the planning process so that their input may inform decisions as early as possible, and a metric-based analysis that evaluates the impact to minority and low-income communities compared to the overall population of the service area. VTA’s Board-adopted Title VI Service Standards and Public Participation Plan outlines the process by which staff engage Title VI communities throughout the planning process to develop all major service changes, including a full Title VI Service Equity Analysis.

VTA engaged Title VI communities in the Next Network planning process by working with VTA’s Title VI office and following VTA’s Public Participation Plan. This included specific outreach to organizations that represent minority, low-income, and immigrant communities, and hosting community meetings throughout the county. Additionally, a multilingual project website and advertising campaign spread awareness of the plan.

A metric-based Service Equity Analysis for this final plan was conducted and found there would be no disparate impacts on minority residents or disproportionate burden on low-income residents as a result of the plan. The analysis evaluates the impact of the service changes in

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two ways: 1) Disproportionate Impact, which measures the impact to minority residents, and 2) Disproportionate Burden, which measures the impact to low-income residents. VTA’s Board- adopted threshold for determining Title VI impacts is 10 percent, meaning that a service change that decreases the provision of transit for minority or low-income residents at a rate of 10 percent or greater than for the average resident is presumed to be non-compliant with the mandates of Title VI. The full Title VI service equity analysis is included as Attachment G.

California Environmental Quality Act (CEQA)

Environmental Planning staff analyzed the plan and it was determined to be Categorically Exempt from CEQA under Section 15301(c) of the CEQA Guidelines.

Next Steps

Downtown San Jose Route 64 Refinement

Through the summer of 2019, VTA staff will conduct further analysis and collaborate with stakeholders to refine the exact alignment of Route 64 through downtown San Jose. The downtown portion of Route 64 will provide service between Diridon Station and Julian Street, originally proposed via San Fernando to 6th/7th streets, though staff will explore an alternative option via Santa Clara to 10th/11th streets to improve transit service downtown and give city staff additional flexibility in building a Better Bikeways corridor along San Fernando. The final alignment will be determined in the next few months following further analysis and discussion with the community and stakeholders.

Implementation

Upon adoption of the final service plan, VTA staff will begin the large task of turning a high- level service plan into service ready to hit the streets on day one of BART service in late 2019. This will involve an array of concurrent preparation activities, including:

• Creating finely-tuned schedules for every transit route • Driver and customer service training • Development of a robust multilingual marketing campaign to inform riders and residents of the new transit network • Training of VTA staff to serve as ambassadors to assist riders in the field during the initiation of service • Design, print, and install new bus stop signage • Development of new passenger materials such as time guides and system map • Update transit schedule information on vta.org

Transit Performance Monitoring Program

After implementation, staff will monitor the new transit network and will make changes in a continuous cycle of iterative improvements. The Transit Performance Monitoring Program is a new VTA program to monitor transit performance continually, regularly report performance to the public through VTA’s Open Data portal, conduct quarterly performance discussions at

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VTA’s committees, then develop and implement service changes to iteratively improve the network. As such, VTA’s transit network will be continually adjusted, and all routes held to minimum performance standards, particularly the minimum standard of 15 boardings per hour, in order to justify their continued operation. The performance monitoring program, minimum standards, and the cycle of continual improvements are detailed in VTA’s Transit Service Guidelines, adopted by the Board of Directors in 2018.

Fast Transit Program

The 2019 New Transit Plan is a bold plan that would significantly increase VTA’s investment and service throughout the core frequent transit network in order to achieve the goal of faster, more frequent, and more reliable transit. However, the investment in better service is, by itself, insufficient to achieve this goal; the plan’s service investments are only a start. The success of the transit plan will also require bold action by VTA’s municipal partners to prioritize buses and trains over cars. Without action to speed up transit through true prioritization, transit will continue to suffer from its downward spiral:

1. Slower transit, which leads to… 2. Increased cost of service, which leads to… 3. Service cuts to balance the operating budget, which leads to… 4. Fewer riders, who turn to driving more, which leads to… 5. Increased congestion, which leads back to slower transit and the cycle continues…

The persistent downward trend in transit speeds has become an existential threat to the viability of transit service throughout Santa Clara County. Because VTA trains and buses spend more time stuck in congested travel lanes and more time waiting at red lights, the speed of service has fallen 20% over the last 30 years, and as a result VTA has had to cut 20% of service miles to maintain a balanced budget. In fact, VTA now operates less service than it did 30 years ago, in 1988, despite the county’s tremendous growth in jobs and population over the same period. The continuous cycle of transit service cuts and deeper reliance on cars will continue unless we adopt and implement policies that truly prioritize transit over cars.

Changing our course towards a more multimodal mobility future will not be easy because it will require us to make difficult tradeoffs such as retiming traffic signals to genuinely prioritize transit over cars, despite the county’s auto-oriented development patterns. Absent bold action with our municipal partners through the Fast Transit program, however, this plan will fail to achieve VTA’s goal of faster, more frequent, and more reliable transit.

ALTERNATIVES:

Alternatively, the Board could elect to not adopt this proposed service plan, in which case staff would implement the original Next Network transit service plan as adopted in 2017. However, implementing the service levels in the original Next Network transit service plan would not achieve the desired $14.7M net annual operating cost savings and would jeopardize VTA’s long- term financial stability.

Page 9 of 10 9

The Board could also direct staff to make minor changes to this plan in the interim period before the start of service. However, direction to pursue any changes that could be considered “major” per VTA’s Transit Service Guidelines would require a full analysis and Title VI community outreach process, which could push implementation out beyond the start of BART service to Berryessa.

FISCAL IMPACT:

If the final plan is implemented as presented, the updated service levels and VTA ridership impacts discussed above are anticipated to result in annual net savings of $14.7M versus the cost of the original Next Network plan.

Prepared by: Jay Tyree Memo No. 6839

ATTACHMENTS: • Attachment A: List of Engagement Meetings (PDF) • Attachment B: Network Map (PDF) • Attachment C: Almaden Map (PDF) • Attachment D: Route 42 Map (PDF) • Attachment E: List of All Changes from NN (PDF) • Attachment F: Route 65 and Blue Line (PDF) • Attachment G: Title VI Analysis (PDF)

Page 10 of 10 9.a

Attachment A: List of Community Engagement Meetings

VTA-Led Community Meetings

Date Time Meeting Participants

1. 30-Jan 6:00 PM Santa Clara | Mission Branch Library 27

2. 31-Jan 6:00 PM East San Jose | Alum Rock Library 19

3. 5-Feb 6:00 PM Campbell | Campbell Community Center 25

4. 6-Feb 6:00 PM Mountain View | Mountain View Senior Center 30

5. 11-Feb 7:00 PM Almaden Valley | Almaden Valley Community Center 76 150-200 participated live 6. 12-Feb 2:30 PM YouTube Live Virtual Meeting 603 viewed recording 7. 19-Feb 11:00 AM Downtown San Jose | SJSU-MLK Library 84

Other Meetings

Date Time Meeting

8. 24-Jan 1:00 PM City of San Jose Staff Coordination Meeting

9. 31-Jan 11:30 AM Stanford Research Park TMA Meeting

10. 2-Feb 9:30 AM VTA-Labor Joint Workforce Investment Meeting

11. 4-Feb 7:00 PM Cambrian Community Association

12. 6-Feb 2:00 PM City of Santa Clara Staff Coordination Meeting

13. 8-Feb 3:00 PM Conference Call with CTMA Vice-Chair

14. 12-Feb 6:00 PM Los Altos City Council

15. 14-Feb 10:30 AM Moffett Park Business Group

16. 14-Feb 11:00 AM City of San Jose Councilmember Jimenez Briefing

17. 14-Feb 1:00 PM City of San Jose Senior Commission

18. 20-Feb 9:15 AM Vista Center for Blind and Visually Impaired

19. 20-Feb 12:00 PM Refugee Immigrant Forum

20. 20-Feb 11:30 AM Route 22 Safety Net Task Force Meeting

21. 20-Feb 6:00 PM Morgan Hill City Council

22. 13-Feb 1:30 PM VTA TAC Advisory Committee

23. 13-Feb 4:00 PM VTA CAC Advisory Committee

24. 13-Feb 6:30 PM VTA BPAC Advisory Committee

25. 14-Feb 4:00 PM VTA PAC Advisory Committee

26. 21-Feb 10:00 AM VTA CMPP Standing Committee

27. 21-Feb 12:00 PM VTA A&F Standing Committee

28. 22-Feb 12:00 PM VTA SSTPO Standing Committee

29. 26-Feb 6:00 PM Palo Alto City Council Study Session

30. 1-Mar 12:30 PM Cupertino Legislative Action Committee

31. 12-Mar 10:00 AM SJC Airport Transit Meeting

32. 13-Mar 11:30 AM SCC City Manager's Association

33. 1-Apr 6:00 PM Gilroy City Council 9.b Attachment B: Final 2019 Transit Service Plan Map

Attachment C: Almaden Valley Service Map 9.c

Almaden Valley Service in Draft Plan → Almaden Valley Service in Final Plan

Route Frequency Span Route Frequency Span 63 weekdays 30 min 6:00 am – 9:00 pm 64b weekdays 30 min 6:00 am – 9:00 pm 63 Saturdays 60 min 8:00 am – 7:00 pm 64b Saturdays 60 min 8:00 am – 7:00 pm 63 Sundays 60 min 9:00 am – 6:00 pm 64b Sundays 60 min 9:00 am – 6:00 pm 64 weekdays 30 min 5:30 am – 11:00 pm 64a weekdays 30 min 5:30 am – 11:00 pm 64 Saturdays 30 min 6:30 am – 11:00 pm 64a Saturdays 30 min 6:30 am – 11:00 pm 64 Sundays 30 min 7:00 am – 11:00 pm 64a Sundays 30 min 7:00 am – 11:00 pm 80 weekdays 30 min 6:00 am – 10:30 pm 83 weekdays 60 min 6:00 am – 9:00 pm 80 Saturdays 30 min 8:00 am – 10:00 pm 83 Saturdays no service 80 Sundays 30 min 8:00 am – 8:00 pm 83 Sundays no service 9.d Attachment D: Route 42 Map

Route Frequency Span 42 weekdays 60 min 6:30 am – 6:30 pm 42 Saturdays no service 42 Sundays no service Attachment E: List of All Changes from Next Network Plan 9.e (items in bold represent change from the draft plan)

Municipalities Impacted by Change Change from Next Network Plan Cam Cup Gil LA LAH LG Mil MS MH MV PA SJ SC Sar Sun

Purple Line (Almaden) ‐ Discontinue Purple Line Almaden rail service (replace with Route 64a) X Blue Line (Alum Rock – Santa Teresa) ‐ Shorten to end at Baypointe instead of Alum Rock; stations east of Baypointe would be served by 1 XX the Orange Line (Mountain View – Alum Rock) only All Light Rail Lines X X XXXX ‐ Change weekend frequency to every 20 minutes on all lines (to provide better connections with RAIL REDUCTIONS BART’s 20‐minute weekend train frequency) ‐ Rapid 523 (Berryessa – Lockheed Martin) ‐ End Saturday service at Sunnyvale Transit Center instead of Lockheed Martin after 8:00 PM X ‐ End Sunday service at Sunnyvale Transit Center instead of Lockheed Martin after 7:30 PM X Route 20 (Milpitas BART – Sunnyvale Transit Center) ‐ End weekday service at 8:30 PM instead of 10:00 PM XXXX Route 21 (Stanford Shopping Center – Santa Clara Transit Center) ‐ End weekday service at 9:30 PM instead of 10:00 PM XXXX Route 22 (Palo Alto – Eastridge) 1 ‐ No change from Next Network plan (maintain overnight service) X XXXX X Route 27 (Winchester Station – Kaiser San Jose) ‐ Start weekday service at 6:00 AM instead of 5:30 AM XXXX ‐ End weekday service at 9:00 PM instead of 10:00 PM XXXX ‐ Reduce Saturday frequency to every 40 minutes from every 30 minutes XXXX ‐ End Saturday service at 8:00 PM instead of 9:00 PM XXXX ‐ End Sunday service at 7:30 PM instead of 8:00 PM XXXX Route 31 (Evergreen Valley College – Eastridge) 1 ‐ Discontinue Sunday service X ‐ Start Saturday service at 8:30 AM instead of 7:30 AM X Route 40 (Foothill College – Mountain View Transit Center) ‐ Start Saturday service at 8:00 AM instead of 7:00 AM XX X Route 42 (Evergreen Valley College – Santa Teresa Station) ‐ Modify route to serve Silver Creek Valley, Hellyer, Silicon Valley, Bernal, San Ignacio X Route 44/47 (Milpitas BART – McCarthy Ranch) ‐ Start weekday service at 6:00 AM instead of 5:30 AM X ‐ End weekday service at 9:00 PM instead of 10:00 PM X ‐ Reduce Saturday frequency to every 40 minutes from 30 X ‐ Reduce Sunday frequency to every 60 minutes from 30 X ‐ Start Saturday service at 8:00 AM instead of 7:00 AM X ‐ End Saturday service at 8:00 PM instead of 9:00 PM X ‐ End Sunday service at 7:00 PM instead of 8:00 PM X Route 52 (Foothill College – Mountain View Transit Center) ‐ End weekday service at 9:00 PM instead of 10:00 PM XX X Route 53 (Sunnyvale Transit Center – Santa Clara Transit Center) ‐ Start weekday service at 6:30 AM instead of 5:30 AM XXX ‐ Discontinue Saturday service XXX 1 ‐ Eliminate deviation to Stevens Creek (stay on Homestead) XX

BUS REDUCTIONS Route 56 (Lockheed Martin – Tamien Station) 1 ‐ Eliminate deviation to downtown Sunnyvale (stay on Fair Oaks) X ‐ Start Saturday service at 7:00 AM instead of 6:30 AM XX X XX ‐ Start Sunday service at 8:00 AM instead of 7:30 AM XX X XX Route 57 (Old Ironsides Station – West Valley College) ‐ End weekday service at 11:00 PM instead of 12:00 midnight XXX Route 59 (Valley Fair – Baypointe Station) ‐ Start weekday service at 6:00 AM instead of 5:30 AM XX ‐ Reduce Saturday frequency to every 60 minutes from 30 XX ‐ Start Saturday service at 8:00 AM instead of 7:00 AM XX ‐ End Saturday service at 8:00 PM instead of 10:00 PM XX ‐ Start Sunday service at 8:00 AM instead of 7:30 AM XX Route 61 (Sierra & Piedmont – Good Samaritan Hospital) ‐ End weekday service at 11:00 PM instead of 12:00 midnight XX X ‐ End Saturday service at 10:00 PM instead of 11:00 PM XX X Route 63 (San Jose State – Kooser & Blossom Hill) ‐ End weekday service at 9:00 PM instead of 10:00 PM X ‐ Consolidate to become a branch of Route 64; extend into Almaden Valley X Route 64 (McKee & White ‐‐ Almaden & Camden) ‐ Change southern end to serve Purple Line rail stations X Route 65 (San Jose State – Kooser & Blossom Hill) 1 ‐ Discontinue route XX Route 71 (Milpitas BART – Capitol Station) ‐ Start Saturday service at 7:00 AM instead of 6:30 AM XX Route 72 (Downtown San Jose – Senter & Monterey via McLaughlin) ‐ Reduce weekday frequency to every 30 minutes from every 20 between 8:00 PM and 9:00 PM X ‐ Reduce Saturday frequency to every 30 minutes from every 20 between 7:00 PM and 9:00 PM X ‐ Reduce Sunday frequency to every 60 minutes from every 30 between 8:00 PM and 9:00 PM X Route 73 (Downtown San Jose – Senter & Monterey via Senter) ‐ Reduce weekday frequency to every 30 minutes from every 20 between 8:00 PM and 9:00 PM X ‐ Reduce Saturday frequency to every 30 minutes from every 20 between 7:00 PM and 9:00 PM X

page 1 of 2 Attachment E: List of All Changes from Next Network Plan 9.e (items in bold represent change from the draft plan)

Municipalities Impacted by Change Change from Next Network Plan Cam Cup Gil LA LAH LG Mil MS MH MV PA SJ SC Sar Sun

Route 77 (Milpitas BART – Eastridge) ‐ End weekday service at 11:00 PM instead of 12:00 midnight XX ‐ End Saturday service at 11:00 PM instead of 12:00 midnight XX ‐ End Sunday service at 10:00 PM instead of 11:00 PM XX Route 83 (Ohlone/Chynoweth Station – Almaden & McKean) 1 ‐ No change from Next Network plan (maintain service) X Route 251 (St. Francis High School – Mountain View Transit Center) ‐ Discontinue route X Route 255 (Fremont High School – Lawrence & Tasman) ‐ Discontinue route (regular Route 55 trips would remain) X Route 266 (Santa Teresa High School – Bernal & Via Serena) BUS REDUCTIONS (cont.) ‐ Discontinue route X Express Bus Routes 101, 102, 103, 121, 122, 168, 182, 185 ‐ Maintain current service until transition to private partnership program in early 2020

Rapid 500 (Berryessa BART – Diridon Station) 1 ‐ Improve weekday frequency to every 7.5 minutes all day (average) from every 10‐15 min X Route 23 (De Anza College – Alum Rock Station) 1 ‐ Improve weekday and weekend service frequency between 7:00 PM and 11:00 PM XXX Route 26 (West Valley College – Eastridge) ‐ Improve weekday frequency between Curtner Station and Westgate to every 15 minutes from 30, 1 XXX extending the all‐day Frequent segment of the route west beyond Curtner Station 1 ‐ Improve weekend frequency between Curtner Station and Westgate to every 20 from 30 XXX Route 66 (North Milpitas ‐‐ Kaiser San Jose) 1 ‐ Improve weekday midday service in Milpitas to every 15 minutes X Route 68 (San Jose Diridon Station – Gilroy Transit Center) BUS IMPROVEMENTS ‐ Improve weekday midday service frequency between Santa Teresa Station and Gilroy to every 15 1 XXX minutes from 30, which would make the entire route from San Jose to Gilroy frequent all day Rapid 522 (Palo Alto – Eastridge) 1 ‐ No change from Next Network plan X XXXX X

page 2 of 2 9.f

Attachment F: Discussion of Route 65 and Blue Line

DISCUSSION OF ROUTE 65 AND LIGHT RAIL BLUE LINE

Feedback on the draft plan overwhelmingly concerned the five proposed changes listed below. This attachment provides additional detail on the two changes, #2 and #5, that were ultimately not included in the final plan: 1. The proposed discontinuation of Route 22 trips between 1 and 4 am 2. The proposed discontinuation of Route 65 (Leigh Avenue 3. The proposed discontinuation of Route 83 in Almaden Valley 4. The proposed reduction in service across VTA’s Express Bus network 5. The proposed shortening of the Blue Line from Alum Rock to Baypointe Station

ROUTE 65 (DOWNTOWN SAN JOSE – LEIGH AVENUE) Route 65 provides service between Kooser & Blossom Hill and Downtown San Jose via Leigh Avenue on weekdays. The route has low ridership and does not meet VTA’s minimum productivity standard (boardings per hour). After proposing to discontinue the route in the Next Network draft plan and receiving community support to retain the route, the Next Network final plan included Route 65 service but at a reduced service level (by discontinuing service north of San Fernando and reducing frequency from every 45 minutes to every 60 minutes). Due to the need to make additional coverage (low ridership routes) reductions in the 2019 New Transit Service Plan, the draft plan proposed to discontinue the route due to very low ridership and productivity. Although staff again received many comments from community members and San Jose State University students concerned about the loss of Route 65 service, the final plan does not include Route 65 service. As shown below, Route 65 service does not currently have sufficient ridership to meet VTA’s minimum standard for productivity. Staff projected ridership on the Next Network proposed service on the route to determine whether the revised route would meet VTA’s standard. As shown, ridership would decline due to the reduction in service. Again, the projected service would not have sufficient ridership to meet VTA’s minimum productivity standard. Staff are aware of future developments slated for the corridor and will monitor their progress, with the hope that someday the corridor will develop to a sufficient density to support transit service.

Route 65 Service Current Service Next Network Service

Kooser & Blossom Hill – Downtown San Jose Kooser & Blossom Hill – Downtown San Jose (13th & Hedding) via Leigh (6th & San Fernando) via Leigh

Daily Boardings: Daily Boardings: 535 339

Daily Service Hours: Daily Service Hours: 41 28

Boardings per Hour: Boardings per Hour: 13.1 12.3 (VTA minimum 15) (VTA minimum 15)

Annual Operating Cost: Annual Operating Cost: $1.25 million (FY19 marginal) $830,000 (FY19 marginal)

Page 1 9.f

Attachment F: Discussion of Route 65 and Blue Line

LIGHT RAIL BLUE LINE The Blue Line light rail service currently operates between Alum Rock and Santa Teresa stations daily. The Next Network plan included Blue Line service with no major changes from today, however the draft 2019 New Transit Service Plan includes a cost reduction strategy to shorten the route to end at Baypointe Station instead of Alum Rock Station. Staff received many community comments objecting to the plan to shorten the line, however the final plan maintains this cost reduction strategy due to insufficient resources to restore the original plan. Annual Operating Savings by Shortening Blue Line to Baypointe: $3.2 million (FY19 marginal) The source of concern for many community members is the loss of one light rail line of service at the Milpitas Transit Center for BART connections. Previous plans have included both Blue and Orange lines of service as BART connections, each operating at every 15 minutes each direction, for a net light rail service frequency of every 7.5 minutes each direction. The final plan would only offer the Orange Line of service every 15 minutes each direction. However, due to a lack of track infrastructure (switches, pocket tracks for train storage, etc.), it is not possible to use any station between Milpitas and Alum Rock as an endpoint. Therefore, the only options are to use Alum Rock or Baypointe as the Blue Line’s northern endpoint. Riders traveling between BART Milpitas and areas south of Tasman on light rail would have to transfer to/from the Blue Line at Baypointe. Staff will make every possible effort to schedule trains so that this transfer is timed and as seamless as possible. Fortunately, Baypointe Station was designed as a transfer station and has ample capacity.

Page 2 9.g

Title VI Service Equity Analysis

2019 New Transit Service Plan

Transit Service Planning March 2019

9.g Title VI Service Equity Analysis of VTA’s 2019 New Transit Service Plan

TABLE OF CONTENTS

1 Introduction ...... 2 2 Background ...... 2 3 Title VI Policies ...... 4 4 Adverse Effects ...... 5 5 Methodology and Data ...... 5 6 Findings ...... 6

Appendix A: VTA Title VI Policy and Adoption Record

Appendix B: Matrix of People-Trips by Route

Appendix C: Map of Low-income Population and Change in People-Trips

Appendix D: Map of Minority Population and Change in People-Trips

1 9.g Title VI Service Equity Analysis of VTA’s 2019 New Transit Service Plan

1 INTRODUCTION

Title VI (codified at 42 U.S.C. §2000 et seq.) was enacted as part of the landmark Civil Rights Act of 1964. It prohibits discrimination on the basis of race, color, and national origin in programs and activities receiving federal financial assistance.

In order to comply with Federal Transit Administration’s (FTA) Title VI Circular 4702.1B and Environmental Justice Circular 4703.1 requirements, VTA is required to perform a Service Equity Analysis to evaluate the impacts of all major service changes on minority and low- income passengers. The Service Equity Analysis must be conducted in accordance with the VTA Major Service Change, Disparate Impact, and Disproportionate Burden policies, which were adopted by the VTA Board of Directors on November 7, 2013 (see Appendix A).

After completing a Service Equity Analysis for the proposed 2019 New Transit Service Plan, VTA staff concludes that this service plan would not impose a disparate impact on minority passengers or a disproportionate burden on low-income passengers.

2 BACKGROUND

Following an intense two-year planning effort in collaboration with Jarrett Walker + Associates, the community and transit stakeholders, the VTA Board of Directors adopted the Next Network transit service plan in May 2017. The plan was to be implemented with the start of BART service to Milpitas and Berryessa. As adopted, the Next Network plan comprised 1,601,000 annual bus hours and 192,000 annual rail hours of service, with an 83% ridership and 17% coverage mix. Since adoption, VTA's existing service network (in place and largely unchanged since 2008) remains in effect until the introduction of BART service.

To help address VTA's structural deficit and improve its long-term financial stability, in December 2018 the Board of Directors adopted the Ad Hoc Financial Stability Committee's recommendations. Included in these recommendations was direction to develop a 2019 New Transit Service Plan that would replace the original Next Network plan at approximately the same service level as FY2018, but with a higher ridership focus, in order to achieve a $14.7M annual operating cost savings.

Per VTA's Transit Service Guidelines and the Title VI Major Service Change policy, any major service change must be developed as part of a comprehensive service plan development process, which must include outreach/engagement with the community, an analysis of ADA paratransit impacts, a CEQA environmental analysis, and a Title VI service equity analysis. Accordingly, staff embarked on a comprehensive and community-oriented process to develop the proposed transit service plan. As a first step, staff developed a draft service plan that was presented to the Board and discussed with the community throughout January and February 2019. The development of the draft plan also involved analyses by staff to identify areas of significant low-income and minority populations, and service changes were proposed with an effort to minimize service reductions in these areas.

2 9.g Title VI Service Equity Analysis of VTA’s 2019 New Transit Service Plan

Community engagement included several meetings targeted at low-income and minority populations to ensure these groups had ample input and involvement in the development of the service plan. The extensive community engagement effort included:

. Six VTA-hosted community meetings . YouTube live virtual meeting, subsequently available as a recorded webinar . Presentations at 26 community-hosted public and organization meetings . vta.org blog posts on hot topics, each with commentary discussion . Email blasts to transit subscribers . Multilingual flyers onboard buses and trains . Multilingual advertisements in local publications (Viet Nam Daily, Philippines Today, Sing Tao, Korea 24 News Media, El Observador, San Jose Mercury News) . A multilingual dedicated website for details on the plan and for feedback submission

The engagement effort was a big success as staff were able to engage with thousands of riders and residents to hear their concerns and ideas. Staff received 1,520 comments and suggestions via email and from direct in-person conversations, 6,400 engagements on Twitter, 1,500 engagements on Facebook, 50 engagements on LinkedIn, 130 engagements on Nextdoor, 1,200 engagements on Instagram, and several thousand views of vta.org features on the plan. In addition, VTA received official letters from the Cambrian Community Council, the Cupertino Union School District, the Fremont Unified School District, the City of Los Altos, the City of Morgan Hill, the City of Palo Alto, the Town of Los Gatos, and the City of Saratoga & West Valley College. The feedback was helpful to staff to better understand the community’s concerns.

The feedback spanned a range of topics related to the proposed changes, but as expected was comprised overwhelmingly of objections to proposed cuts on some routes. In addition, a preliminary service equity analysis was calculated on the draft plan in order to make sure it would not have a disproportionate burden or disparate impact, so that any issues could be identified early in the process. The feedback and further analysis was used to revise the draft plan to create the final plan that is the subject of this analysis.

Following adoption by the Board of Directors, the new service plan is scheduled to be implemented coincident with the start of BART service at Milpitas and Berryessa in late 2019.

Consideration of potential impacts on low-income and minority communities was an integrated part of the entire planning process. Building on that integration to the planning process, this Service Equity Analysis is an additional key component of the plan, as it determines whether the service plan will result in negative impacts to minority and/or low- income communities. As described in this report, the 2019 New Transit Service Plan will not disproportionately burden low-income communities or have a disparate impact on minority communities. This analysis was conducted per VTA’s Title VI policies.

3 9.g Title VI Service Equity Analysis of VTA’s 2019 New Transit Service Plan

3 TITLE VI POLICIES

DISPARATE IMPACT POLICY The Disparate Impact Policy establishes a threshold for determining if a given service or fare change would result in a fair distribution of positive and negative effects on minority passengers. VTA’s Disparate Impact Policy states:

For Service or Fare Equity Analyses conducted by VTA, a disparate impact threshold of 10 percent shall be used to determine if minority riders are more negatively affected – or less positively affected – by the proposed change(s) than VTA riders as a whole. The 10 percent threshold applies to the difference between the aggregate impacts of the proposed change(s) on minority passengers and the aggregate impacts of the proposed change(s) on overall VTA ridership. Analysis shall be based on the most recent VTA passenger survey data, but may also use census data if survey data is inadequate or unavailable.

DISPROPORTIONATE BURDEN POLICY The Disproportionate Burden Policy establishes a threshold for determining if a given service or fare change would result in a fair distribution of positive and negative effects on low- income passengers. VTA’s Disproportionate Burden Policy states:

For Service or Fare Equity Analyses conducted by VTA, a disproportionate burden threshold of 10 percent shall be used to determine if low-income riders are more negatively affected – or less positively affected – by the proposed change(s) than VTA riders as a whole. The 10 percent threshold applies to the difference between the aggregate impacts of the proposed change(s) on low-income passengers and the aggregate impacts of the proposed change(s) on overall VTA ridership. Analysis shall be based on the most recent VTA passenger survey data, but may also use census data if survey data is inadequate or unavailable.

MAJOR SERVICE CHANGE POLICY All major service changes – both improvements and reductions – are subject to a Title VI Service Equity Analysis. As approved by the VTA Board of Directors on November 7, 2013, VTA defines “major” service changes as those which meet any of the following criteria:

. The establishment of a new transit line or service; . The elimination of a transit line or service; . A route change that impacts 25 percent or more of a line’s route miles; . Span of service or frequency changes affecting 25 percent or more of a line’s revenue vehicle hours; . A series of changes on a single route which are included in the two-year Transit Service Plan and cumulatively meet any of the above criteria; . Proposed changes that are anticipated to be controversial with a particular community or interested parties based on public feedback; and . A systemwide change concurrently affecting 5 percent or more of the total system revenue hours.

4 9.g Title VI Service Equity Analysis of VTA’s 2019 New Transit Service Plan

Based on the systemwide change affecting 5% or more and potentially controversial changes criteria, the 2019 New Transit Service Plan is considered a major service change. As such, this service equity analysis accompanies the service plan in order to describe the impacts on Title VI communities. This analysis uses the adopted thresholds for determining Disproportionate Burden and Disparate Impacts.

4 ADVERSE EFFECTS

The 2019 New Transit Service Plan is a comprehensive redesign of VTA’s transit network and involves changes to most of VTA’s service. As such, many riders may be impacted, both positively and negatively:

Potential Positive Impacts

. Shorter travel times . Increased reliability . Better connections . Increased off-peak and weekend service . Better regional mobility

Potential Negative Impacts

. Reduced access to transit in outlying, low-density, and other areas not transit-supportive . Longer walk times

5 METHODOLOGY AND DATA

The methodology used to conduct this analysis is based on VTA Title VI policies and designed per the Federal Transit Administration’s October 2012 4702.1B Circular Appendix K (Title VI Requirements and Guidelines for Federal Transit Administration Recipients).

In many service change cases, VTA uses passenger survey data as the basis of assessing the impact of service changes. However, in other cases where the service changes are comprehensive, complex, and affect a large number of routes (changes in route alignment, frequency, span, additions, and eliminations), it is more effective to use Census data to determine impacts because passenger survey data would not yield accurate results. Accordingly, this Service Equity Analysis uses Census demographic data:

Demographic Data: US American Community Survey 2012—2016 Block Group data

Low-Income Status: 200% of the U.S. poverty level (consistent with VTA’s definition as adopted in the VTA Title VI program)

Minority Status: [Total Population] minus [White Non-Hispanic Population]

5 9.g Title VI Service Equity Analysis of VTA’s 2019 New Transit Service Plan

Staff used Remix, a software service used across the transit planning industry, to calculate the impacts associated with the proposed service plan on a systemwide basis. Remix software has a nationally-accepted automated geospatial analysis process that calculates a service proposal’s impacts on low-income and minority populations, per Title VI regulations.

The methodology to calculate impacts by population groups was to:

. Program both VTA’s current transit network (March 2019) and the proposed network into Remix, including route alignments, service spans, service frequencies, and days of service. . Determine the population living within ¼-mile of a route’s bus stops, including its low- income and minority percentage. . Determine the amount of service on the route by calculating the number of annual trips. . Determine each route’s “people-trips,” a measurement of the number of residents served by a route and the amount of service it provides, by multiplying the route’s population by the route’s annual trip count (service level).1 . Determine the net impact of the proposal, positive or negative, by comparing the number of people-trips in each network and calculate as a percent change from the existing network to the proposed network. Calculate for the total population, for minority populations, and for low-income populations. . Calculate the difference between the net impact percentage for minority populations with the net impact percentage of the total population, as a percent change. Repeat for low-income populations. This percentage indicates . Use the comparison of each population’s impact to the total population to determine if a disparate impact or disproportionate burden exists, based on the established threshold.

The findings indicate how the proposed transit service plan’s aggregate impacts for the total population would compare to the aggregate impacts for low-income and minority populations. If the impacts borne by low-income communities were 10% higher (or more) than the general population, a Disproportionate Burden would exist. Similarly, if the impacts borne by minority communities were 10% higher (or more) than the general population, a Disparate Impact would exist.

6 FINDINGS

Using the impact thresholds established under the VTA Title VI and Environmental Justice policies and based on a service equity analysis performed on the proposed 2019 New Transit Service Plan, the network changes would not impose a disparate impact on minority populations or a disproportionate burden on low-income populations.

1 Note “people-trips” is not an estimate of the number of transit trips taken by the population in question.

6 9.g Title VI Service Equity Analysis of VTA’s 2019 New Transit Service Plan

DETAILED RESULTS The proposed service plan will result in an increase of approximately 2.7 trillion annual people- trips, as shown in Table 1. This represents an increase of 4.8% for the total population, which serves as the baseline change that the minority and low-income impacts were compared to.

As shown, minority populations will also benefit from the new service plan over the existing network, with a net increase of 1.9 trillion people-trips, a 4.5% increase. While minority populations will benefit from a 4.5% increase in people-trips, that increase is 5.7% lower than the 4.8% increase for the total population. The 5.7% lower positive impact is within the 10% established threshold, which indicates no disparate impact to minority populations.

Similar to minority populations, low-income populations will also benefit from the new service plan over the existing network, with a net increase of 770 million people-trips, a 4.7% increase. While minority populations will benefit from a 4.7% increase in people-trips, that increase is 2.1% lower than the 4.8% increase for the total population. The 2.1% lower positive impact is within the 10% established threshold, which indicates no disproportionate burden to low- income populations.

TABLE 1 – DISPARATE IMPACT AND DISPROPORTIONATE BURDEN ANALYSIS Percent Comparison to Exceed -10% People-trips Net Impact Change Total Impacts Threshold

Total Population Existing Network 56,950,365,330 Proposed Network 59,666,431,553 + 2,716,066,223 + 4.8%

Minority Population Existing Network 41,749,420,110 Proposed Network 43,626,306,613 + 1,876,886,503 + 4.5% - 5.7% NO

Low-Income Population Existing Network 16,494,923,823 Proposed Network 17,265,343,521 + 770,419,698 + 4.7% - 2.1% NO

For additional detail and corroboration of the previous findings, Appendix B presents a matrix showing the route-by-route and cumulative impacts of the proposed plan. This matrix provides the source figures for the calculations in Table 1, but the figures can also be used to provide an additional check to ensure the proposed network would have no disparate impact or disproportionate burden.

Each row in Appendix B represents a unique pattern for all VTA transit routes, either in the current network and/or in the proposed network. The green columns reflect current service levels (measured in annual bus trips), the total population living within ¼-mile of each route’s bus stops, the percent of that population reported as low-income, and the percent of that population reported as minority. The blue columns report the same information for the routes in the proposed plan. The light gray columns show the impact on people-trips (population x service level) for the total population and for the low-income and minority populations. The

7 9.g Title VI Service Equity Analysis of VTA’s 2019 New Transit Service Plan

final dark gray and red columns show the percentage change in impacted people-trips borne by low-income and minority populations (positive values indicate an improvement in people- trips and negative values indicate a reduction in people-trips). The cells are gray when the impact is more beneficial than the total population, while the cells are red when the impact is less beneficial than the total population. The cumulative impacts of the systemwide changes are calculated at the bottom and are also shown in Table 2.

TABLE 2 – CHANGES BORNE BY LOW-INCOME AND MINORITY COMMUNITIES

Low-Income Minority

Changes Borne By 28.4% 69.1% Area Average 21.7% 66.8% Difference 6.7% 2.3%

The cumulative impacts indicate that low-income populations will receive 28.4% of the benefits in service improvements, which is 6.7% higher than the percentage of low-income population across the entire service area. This means that the service improvements will be more than proportionally distributed to the low-income population. Similarly, minority populations will receive 69.1% of the benefits in service improvements, which is 2.3% higher than the percentage of minority population across the entire service area. This means that the service improvements will be more than proportionally distributed to the minority population. Taken together, these results provide additional detail that corroborates the findings from Table 1 indicating no disproportionate burden or disparate impact, and further indicate that low-income and minority populations will receive a greater than proportional share of the benefits of the proposed plan.

Appendices C and D are maps showing the percentage of low-income and minority populations as compared to the area average, as well as the percentage change in people- trips.

8 Appendix A: VTA Title VI Policy 9.g

Resolution for Board Adoption of Major Service Change, Disparate Impact, and Disporportionate Burden Policies

VTA Title VI Program November 2016 Appendix A: VTA Title VI Policy 9.g

From: Baltao, Elaine To: Board.Secretary; Subject: November 7, 2013 Board of Directors Meeting Date: Friday, November 08, 2013 1:06:27 PM

The VTA Board of Directors met last night and took the following actions:

Removed from agenda: Item #3.4 – TAEA labor contract

Approved all remaining items on the Consent and Regular Agenda.

The Board of Directors adjourned the meeting in memory of VTA Employee, Anita Jacobson.

Office of the Board Secretary Santa Clara Valley Transportation Authority 3331 N. First Street San Jose, CA 95134 408.321.5680 [email protected]

Appendix A: VTA Title VI Policy 9.g

BOARD OF DIRECTORS MEETING

Thursday, November 7, 2013

5:30 PM

Board of Supervisors’ Chambers County Government Center 70 West Hedding Street San Jose, CA 95110

**REVISED AGENDA** To help you better understand, follow, and participate in the meeting, the following information is provided:

Persons wishing to address the Board of Directors on any item on the agenda or not on the agenda should complete a blue card located at the public information table and hand it to the Board Secretary staff prior to the meeting or before the item is heard.

Speakers will be called to address the Board when their agenda item(s) arise during the meeting and are asked to limit their comments to 2 minutes. The amount of time allocated to speakers may vary at the Chairperson's discretion depending on the number of speakers and length of the agenda. If presenting handout materials, please provide 25 copies to the Board Secretary for distribution to the Board of Directors.

The Consent Agenda items may be voted on in one motion at the beginning of the meeting under Orders of the Day. If you wish to discuss any of these items, please request the item be removed from the Consent Agenda by completing a blue card at the public information table and handing it to the Board Secretary staff prior to Orders of the Day, Agenda Item #1.2.

**Changes from previous version: - Agenda Item #7.7- 2014 STIP Program Adoption requires 2/3 vote - Agenda language updated for Agenda Item #8.2 –Santa Clara Alum Rock Bus Rapid Transit Project- Civil and Station Improvements Contract, to reflect the recommended contractor and contract amount.

3331 North First Street ∙ San Jose, CA 95134-1927 ∙ Administration 408.321.5555 ∙ Customer Service 408.321.2300 Appendix A: VTA Title VI Policy 9.g AGENDA VTA Board of Directors Thursday, November 7, 2013 Disclosure of Campaign Contributions to Board Members (Government Code Section 84308) In accordance with Government Code Section 84308, no VTA Board Member shall accept, solicit, or direct a contribution of more than $250 from any party, or his or her agent, or from any participant, or his or her agent, while a proceeding involving a license, permit, or other entitlement for use is pending before the agency. Any Board Member who has received a contribution within the preceding 12 months in an amount of more than $250 from a party or from any agent or participant shall disclose that fact on the record of the proceeding and shall not make, participate in making, or in any way attempt to use his or her official position to influence the decision.

A party to a proceeding before VTA shall disclose on the record of the proceeding any contribution in an amount of more than $250 made within the preceding 12 months by the party, or his or her agent, to any Board Member. No party, or his or her agent, shall make a contribution of more than $250 to any Board Member during the proceeding and for three months following the date a final decision is rendered by the agency in the proceeding. The foregoing statements are limited in their entirety by the provisions of Section 84308 and parties are urged to consult with their own legal counsel regarding the requirements of the law.

All reports for items on the open meeting agenda are available for review in the Board Secretary’s Office, 3331 North First Street, San Jose, California, (408) 321-5680, the Monday, Tuesday, and Wednesday prior to the meeting. This information is available on our website, www.vta.org, and also at the meeting. Any document distributed less than 72-hours prior to the meeting will also be made available to the public at the time of distribution. Copies of items provided by members of the public at the meeting will be made available following the meeting upon request. In accordance with the Americans with Disabilities Act (ADA) and Title VI of the Civil Rights Act of 1964, VTA will make reasonable arrangements to ensure meaningful access to its meetings for persons who have disabilities and for persons with limited English proficiency who need translation and interpretation services. Individuals requiring ADA accommodations should notify the Board Secretary’s Office at least 48-hours prior to the meeting. Individuals requiring language assistance should notify the Board Secretary’s Office at least 72-hours prior to the meeting. The Board Secretary may be contacted at (408) 321-5680 or : [email protected] or  (408) 321-2330 (TTY only). VTA’s home page is on the web at: www.vta.org or visit us on Facebook at: www.facebook.com/scvta. (408) 321-2300: 中文 / Español / 日本語 / 한국어 / tiếng Việt / Tagalog.

NOTE: THE BOARD OF DIRECTORS MAY ACCEPT, REJECT OR MODIFY ANY ACTION RECOMMENDED ON THIS AGENDA.

70 West Hedding St., San Jose, California is served by bus lines *61, 62, 66, 181, and Light Rail. (*61 Southbound last trip is at 8:55 pm for this location.)

For trip planning information, contact our Customer Service Department at (408) 321-2300 between the hours of 6:00 a.m. to 7:00 p.m. Monday through Friday and 7:30 a.m. to 4:00 p.m. on Saturday. Schedule information is also available on our website, www.vta.org.

Page 2 of 6 Appendix A: VTA Title VI Policy 9.g AGENDA VTA Board of Directors Thursday, November 7, 2013

1. CALL TO ORDER AND ROLL CALL

1.1. ROLL CALL

1.2. Orders of the Day - approve Consent Agenda (Item #7)

2. AWARDS AND COMMENDATION

2.1. INFORMATION ITEM -Recognize Maria Luisa Sanchez-Ku, Human Resources Analyst, River Oaks Administration; Ronald Langston, Coach Operator, Chaboya Division; and Jose Hernandez, Senior Track Worker, Guadalupe Division, as Employees of the Month for November 2013. 3. CLOSED SESSION

3.1. Recess to Closed Session A. Existing Litigation - Conference with Legal Counsel [Government Code Section 54956.9(a)]

Name of Case: Santa Clara Valley Transportation Authority v. Eastridge Shopping Center (Eminent Domain) (Santa Clara Superior Court Case No.: 1-11-CV-209524)

B. Existing Litigation - Conference with Legal Counsel [Government Code Section 54956.9(a)]

Name of Case: Truck Rail Handling, Inc., et al. v. Santa Clara Valley Transportation Authority, et al. (Alameda County Superior Court Case No.: RG12628077)

C. Anticipated Litigation - Conference with Legal Counsel Initiation of litigation pursuant to Government Code Section 54956.9(c).

Number of potential cases: 1 Name of potential opposing party: Union Pacific

D. Anticipated Litigation - Conference with Legal Counsel Significant exposure to litigation pursuant to Government Code Section 54956.9(b).

Number of potential cases: 1

E. Conference with Labor Negotiators [Government Code Section 54957.6]

VTA Designated Representatives Bill Lopez, Chief Administrative Officer Robert L. Escobar, Deputy Director, Administrative Services Joseph Smith, Chief Financial Officer

Page 3 of 6 Appendix A: VTA Title VI Policy 9.g AGENDA VTA Board of Directors Thursday, November 7, 2013

Employee Organizations Transportation Authority Engineers and Architects Association (TAEA), IFPTE, Local 21

3.2. Reconvene to Open Session

3.3. Closed Session Report

3.4. ACTION ITEM - Approve and authorize the General Manager to execute the amended successor labor agreement negotiated between the Santa Clara Valley Transportation Authority (VTA) and Transportation Authority Engineers and Architects Association (TAEA), IFPTE, Local 21. 4. PUBLIC COMMENT

This portion of the meeting is reserved for persons desiring to address the Board of Directors on any item within the Board's jurisdiction. Speakers are limited to 2 minutes. The law does not permit Board action or extended discussion of any item not on the agenda except under special circumstances. If Board action is requested, the matter can be placed on a subsequent agenda. All statements that require a response will be referred to staff for reply in writing. 5. PUBLIC HEARINGS

There are no public hearings. 6. REPORTS

6.1. Citizens Advisory Committee (CAC) Chairperson's Report. (Verbal Report) (Brownley)

6.2. Policy Advisory Committee (PAC) Chairperson's Report. (Verbal Report) (Price)

6.3. General Manager Report. (Verbal Report)

6.3.A. INFORMATION ITEM -Receive Silicon Valley Rapid Transit (SVRT) Program Update.

6.3.B. Receive updates regarding Metropolitan Transportation Commission (MTC) and California Transportation Commission (CTC) activities.

6.4. Chairperson's Report. (Verbal Report)

7. CONSENT AGENDA 7.1. Approve the Board of Directors Workshop Meeting Minutes of September 27, 2013.

Page 4 of 6 Appendix A: VTA Title VI Policy 9.g AGENDA VTA Board of Directors Thursday, November 7, 2013 7.2. Approve the Board of Directors Regular Meeting Minutes of October 3, 2013.

7.3. ACTION ITEM -Review and accept the Fiscal Year 2013 Quarterly Statement of Revenues and Expenses for the period ending June 30, 2013.

7.4. ACTION ITEM -Revise the VTA Permit Policy to authorize the General Manager to waive fees for parties making transit improvements for VTA and adopt a resolution amending the VTA Permit Fee Schedule, adjusting fees to be collected for Construction Access Permits and Restricted Access Permits to be consistent with the revision of VTA allocated rates.

7.5. ACTION ITEM -Adopt the 2013 VTA Congestion Management Program (CMP).

7.6. ACTION ITEM -Approve the allocation of $5,460,000 of Local Program Reserve (LPR) to: SR 680 Corridor Study $250,000 I-280 Corridor Study $250,000 I-280/Winchester Blvd Off-Ramp $250,000 US 101 Auxiliary Lanes Project $260,000 and SR 237, SR 85 and US 101 Express Lanes $4,450,000

7.7. ACTION ITEM -Adopt a resolution to program 2014 State Transportation Improvement Program (STIP) capacity to projects; approve a funding exchange of $14.5 million in STIP funds for $14.5 million in Measure A funds; increase the 2000 Measure A Transit Improvement Program Fund Capital Budget by $14.5 million; and authorize the General Manager to execute appropriate funding agreements to receive STIP funds. Note: Motion must be approved by at least 2/3 of the Board (8 members).

7.8. ACTION ITEM -Authorize the General Manager to execute a contract with GECMS Inc. dba Gyeron Construction, the second lowest responsible bidder, in the amount of $337,400 for the construction of Pedestrian Swing Gates Replacement, and relieve the low bidder of its obligation to perform the contract.

7.9. ACTION ITEM -Review and receive the Auditor General's internal audit report on Investment Program Controls. 7.10. ACTION ITEM -Approve the following Internal Audit Work Plans developed and recommended by the VTA Auditor General:

1. Fiscal Year (FY) 2014 for a maximum amount of $358,800. This item replaces the Interim FY 2014 Internal Audit Work Plan approved by the Board on June 6, 2013 for a maximum amount of $290,500.

2. FY 2015 for a maximum amount of $364,500. 7.11. ACTION ITEM -Review and receive the Auditor General's report on the Silicon Valley Rapid Transit Program Project Delivery Method and Project Execution Assessment.

Page 5 of 6 Appendix A: VTA Title VI Policy 9.g AGENDA VTA Board of Directors Thursday, November 7, 2013 7.12. ACTION ITEM -Review and receive the Auditor General's report on the Sheriff's Office Contract Compliance Internal Audit.

7.13. INFORMATION ITEM -Review the Monthly Legislative History Matrix.

7.14. INFORMATION ITEM -Review VTA's adopted Sound Barrier Program.

7.15. INFORMATION ITEM -Receive a status update on implementation of the VTA Integrity Helpline. 8. REGULAR AGENDA

8.1. ACTION ITEM -Adopt the proposed Major Service Change, Disparate Impact and Disproportionate Burden Policies and the System-wide Service Standards & Policies as mandated by Federal Transit Administration (FTA) Title VI guidelines.

8.2. ACTION ITEM -Authorize the General Manager to execute a contract with Goodfellow Top Grade, the lowest responsible bidder, in the amount of $54,163,685 for the construction of the Santa Clara Alum Rock Bus Rapid Transit Project - Civil and Station Improvements. 9. OTHER ITEMS 9.1. ITEMS OF CONCERN AND REFERRAL TO ADMINISTRATION

9.2. Reports from VTA Committees, Joint Powers Boards (JPB), and Regional Commissions 9.2.A. VTA Standing Committees 9.2.B. VTA Advisory Committees 9.2.C. VTA Policy Advisory Boards (PAB) 9.2.D. Joint Powers Boards and Regional Commissions 9.3. Announcements 10. ADJOURN in memory of Anita Jacobson, former VTA Employee.

Page 6 of 6 Appendix A: VTA Title VI Policy 9.g Appendix A: VTA Title VI Policy 9.g Appendix A: VTA Title VI Policy 9.g Appendix A: VTA Title VI Policy 9.g Appendix A: VTA Title VI Policy 9.g Appendix A: VTA Title VI Policy 9.g Appendix A: VTA Title VI Policy 9.g Appendix A: VTA Title VI Policy 9.g Appendix A: VTA Title VI Policy 9.g Appendix A: VTA Title VI Policy 9.g Appendix A: VTA Title VI Policy 9.g Appendix A: VTA Title VI Policy 9.g Appendix A: VTA Title VI Policy 9.g Appendix B: Matrix of People‐Trips by Route

Current Service 2019 New Transit Service Plan (2019 NTSP) Change from Current Service to 2019 NTSP

Inbound Trips Outbound Trips Inbound Trips Outbound Trips People‐Trips

Change Borne by Demographics of Population Served (within 0.25 Amount of Demographics of Population Served (within 0.25 Amount of Demographics of Population Served (within 0.25 Amount of Demographics of Population Served (within 0.25 Amount of (population x trips) Title VI Communities mi) Service mi) Service mi) Service mi) Service (red: less beneficial than average) Bus Trips Bus Trips Bus Trips Bus Trips Total Low Income Minority Change Borne By Change Borne by Population Low Income Minority Population Low Income Minority Population Low Income Minority Population Low Income Minority Route | New Comparable Route (Annual) (Annual) (Annual) (Annual) People‐Trips People‐Trips People‐Trips Low Income Minorities 10 Santa Clara Transit‐ Metro Airport 2,775 33.0% 68.2% 20,280 3,758 35.0% 63.8% 19,915 ‐131,117,570 ‐44,736,038 ‐86,086,100 34.1% 65.7% 12 San Jose Civic Center ‐ Eastridge 42,097 39.9% 92.0% 1,870 38,090 39.7% 93.1% 1,870 ‐149,949,690 ‐59,732,421 ‐138,679,200 39.8% 92.5% 13 Almaden & Mckean‐ Ohlone / Chynwth 12,625 16.4% 51.1% 3,060 16,982 14.3% 53.1% 3,315 ‐94,927,830 ‐14,349,179 ‐49,617,900 15.1% 52.3% 14 Gilroy Trans Ctr ‐ St. Louise Hosp 3,663 57.1% 88.6% 4,195 3,230 56.0% 88.0% 4,450 ‐29,739,785 ‐16,834,354 ‐26,268,065 56.6% 88.3% 16 | 87 M. H. Civic Ctr ‐ Burnett Ave (A) 6,665 20.6% 53.2% 1,785 6,512 21.2% 53.5% 1,785 6,835 21.1% 53.4% 2,040 6,747 21.8% 53.8% 2,040 4,186,335 1,029,346 2,301,885 24.6% 55.0% 16 | 287 school M. H. Civic Ctr ‐ Burnett Ave (B) 6,912 25.7% 53.9% 255 6,833 25.1% 53.3% 255 ‐20,145 ‐15,180 ‐22,185 75.4% 110.1% 16 M. H. Civic Ctr ‐ Burnett Ave (C) 4,517 25.3% 55.5% 255 ‐1,151,835 ‐291,212 ‐639,285 25.3% 55.5% 17 Gilroy Trans Ctr ‐ St. Louise Hosp (A) 5,914 57.6% 90.4% 880 5,945 57.6% 90.3% 880 ‐10,435,920 ‐6,012,999 ‐9,426,560 57.6% 90.3% 17 Gilroy Trans Ctr ‐ St. Louise Hosp (B) 6,736 56.5% 90.6% 3,570 6,770 56.5% 90.5% 3,315 ‐46,490,070 ‐26,271,491 ‐42,101,775 56.5% 90.6% 18 | 86 Gilroy Trans Ctr ‐ Gavilan College 5,280 46.7% 79.5% 5,355 5,175 46.3% 79.1% 5,355 6,197 46.0% 79.3% 6,885 5,610 45.6% 78.9% 6,885 25,304,670 11,186,368 19,907,595 44.2% 78.7% 19 Gilroy Trans Ctr ‐ Wren & Mantelli (A) 9,141 42.6% 71.2% 5,435 12,809 39.4% 71.5% 5,015 ‐113,918,470 ‐46,473,767 ‐81,305,045 40.8% 71.4% 19 Gilroy Trans Ctr ‐ Wren & Mantelli (B) 6,229 35.9% 72.5% 475 ‐2,958,775 ‐1,060,756 ‐2,143,675 35.9% 72.5% 19 Gilroy Trans Ctr ‐ Wren & Mantelli (C) 12,162 39.9% 71.2% 765 ‐9,303,930 ‐3,714,511 ‐6,627,960 39.9% 71.2% 20 Milpitas BART ‐ Sunnyvale TC 21,057 14.8% 76.1% 10,455 19,295 15.2% 75.8% 10,455 421,880,160 63,286,628 320,435,295 15.0% 76.0% 21 Stanford Shopping Center ‐ Santa Clara TC 84,377 20.7% 59.5% 9,230 83,343 20.7% 59.9% 9,230 1,548,055,600 319,966,965 924,624,480 20.7% 59.7% 22 Palo Alto ‐ Eastridge (A) 118,507 27.7% 68.8% 24,875 116,882 27.9% 68.9% 24,835 119,030 27.7% 69.0% 27,508 116,849 27.9% 68.8% 27,508 637,933,437 177,140,701 442,577,601 27.8% 69.4% 22 Palo Alto ‐ Eastridge (B) 118,507 27.7% 68.8% 1,150 116,882 27.9% 68.9% 2,155 ‐388,163,760 ‐108,100,002 ‐267,211,730 27.8% 68.8% 22 Palo Alto ‐ Eastridge (C) 102,537 29.0% 71.9% 1,020 ‐104,587,740 ‐30,321,300 ‐75,152,580 29.0% 71.9% 22 Palo Alto ‐ Eastridge (D) 82,815 20.4% 60.3% 55 ‐4,554,825 ‐930,529 ‐2,746,095 20.4% 60.3% 23 De Anza Col ‐ Alum Rock Trans Ctr (A) 65,788 31.7% 75.4% 25,230 65,361 31.8% 75.2% 25,395 64,436 31.9% 75.7% 24,270 63,640 32.0% 75.6% 24,270 ‐211,269,315 ‐60,554,875 ‐147,184,605 28.7% 69.7% 23 De Anza Col ‐ Alum Rock Trans Ctr (B) 65,788 31.7% 75.4% 1,515 ‐99,668,820 ‐31,632,222 ‐75,107,640 31.7% 75.4% 23 De Anza Col ‐ Alum Rock Trans Ctr (C) 50,371 37.4% 74.8% 110 ‐5,540,810 ‐2,074,493 ‐4,141,940 37.4% 74.8% 23 De Anza Col ‐ Alum Rock Trans Ctr (D) 11,325 16.7% 76.1% 255 ‐2,887,875 ‐483,104 ‐2,197,845 16.7% 76.1% 23 De Anza Col ‐ Alum Rock Trans Ctr (E) 41,255 23.6% 70.0% 255 ‐10,520,025 ‐2,483,627 ‐7,359,555 23.6% 70.0% 25 De Anza Col ‐ Alum Rock Trans Ctr (A) 58,624 40.4% 82.0% 14,170 56,096 40.0% 81.8% 13,350 59,725 40.7% 82.4% 25,563 58,497 40.6% 82.2% 25,563 1,442,525,306 593,557,443 1,193,610,439 41.1% 82.7% 25 De Anza Col ‐ Alum Rock Trans Ctr (B) 87,483 32.6% 77.7% 11,490 84,048 32.2% 77.4% 11,545 ‐1,975,513,830 ‐639,554,363 ‐1,532,301,030 32.4% 77.6% 25 De Anza Col ‐ Alum Rock Trans Ctr (C) 56,096 40.0% 81.8% 1,440 ‐80,778,240 ‐32,317,964 ‐66,048,480 40.0% 81.8% 25 De Anza Col ‐ Alum Rock Trans Ctr (D) 72,714 37.2% 78.3% 365 69,861 36.9% 78.0% 110 ‐34,225,320 ‐12,717,033 ‐26,768,345 37.2% 78.2% 25L De Anza College ‐ Valley Med 28,529 17.0% 67.6% 11,964 30,032 16.8% 68.5% 11,964 700,623,804 118,411,461 476,861,112 16.9% 68.1% 26 Sunnyvale / Lockheed ‐ Eastridge (A) 82,209 21.5% 66.3% 9,670 80,470 21.2% 65.4% 9,670 42,493 25.1% 62.7% 21,113 40,450 24.5% 60.8% 21,113 178,069,629 97,750,450 45,326,511 54.9% 25.5% 26 Sunnyvale / Lockheed ‐ Eastridge (B) 82,028 21.5% 66.4% 1,095 80,179 21.2% 65.5% 1,715 ‐227,327,645 ‐48,485,125 ‐149,627,295 21.3% 65.8% 26 Sunnyvale / Lockheed ‐ Eastridge (C) 23,053 24.4% 70.9% 765 24,355 24.0% 70.3% 765 ‐36,267,120 ‐8,760,202 ‐25,610,670 24.2% 70.6% 26L Westgate to WVC 4,839 9.5% 49.9% 7,650 5,016 10.3% 51.1% 7,650 75,390,750 7,467,157 38,074,050 9.9% 50.5% 27 Good Sam Hosp ‐ Kaiser San Jose 40,272 19.5% 55.5% 7,020 41,103 19.7% 55.4% 7,020 63,004 17.3% 47.0% 8,824 62,473 17.2% 47.0% 8,824 535,956,548 79,476,414 203,562,564 14.8% 38.0% 31 Evergreen Valley Col ‐ Eastridge (A) 19,830 26.1% 90.9% 8,695 21,071 26.2% 90.9% 8,805 16,569 25.6% 88.9% 7,967 15,837 25.7% 89.4% 7,967 ‐99,773,403 ‐27,425,285 ‐95,229,063 27.5% 95.4% 31 Evergreen Valley Col ‐ Eastridge (B) 15,772 29.8% 95.3% 310 ‐4,889,320 ‐1,458,875 ‐4,661,470 29.8% 95.3% 32 Sn Antonio Shop Ctr ‐ Sta Clara Tc 56,699 19.8% 63.4% 7,380 57,496 20.0% 64.2% 7,380 ‐842,759,100 ‐167,566,767 ‐537,603,480 19.9% 63.8% 34 Sn Antonio Shop Ctr ‐ Downtown Mv 28,923 26.6% 59.7% 1,530 19,535 28.7% 58.6% 1,530 ‐74,140,740 ‐20,341,335 ‐43,912,530 27.4% 59.2% 35 Dntn Mtn View ‐ Stanford Shop Ctr (A) 39,056 20.3% 51.6% 8,260 38,752 20.4% 51.8% 7,440 ‐610,917,440 ‐124,320,680 ‐315,718,440 20.3% 51.7% 35 Dntn Mtn View ‐ Stanford Shop Ctr (B) 38,207 20.4% 52.0% 620 37,826 20.6% 52.2% 1,695 ‐87,803,410 ‐18,039,208 ‐45,815,245 20.5% 52.2% 37 West Valley College ‐ Capitol Lrt (A) 31,639 17.0% 48.5% 4,590 31,749 17.4% 49.0% 4,845 34,783 17.4% 48.8% 3,315 34,373 17.2% 48.3% 3,315 ‐69,794,775 ‐11,844,028 ‐34,564,485 17.0% 49.5% 37 West Valley College ‐ Capitol Lrt (B) 10,279 11.4% 36.2% 2,550 10,765 12.6% 38.0% 2,295 ‐50,917,125 ‐6,098,481 ‐18,873,570 12.0% 37.1% 37 West Valley College ‐ Capitol Lrt (C) 23,182 19.5% 53.6% 255 ‐5,911,410 ‐1,152,528 ‐3,168,885 19.5% 53.6% 39 The Villages ‐ Eastridge 19,154 16.3% 85.6% 5,945 18,671 16.5% 85.7% 6,200 18,821 16.6% 85.6% 4,415 19,654 16.6% 85.6% 4,415 ‐59,763,605 ‐9,423,496 ‐51,307,140 15.8% 85.9% 40 Foothill Col ‐ La Avenida & Shor (A) 21,548 22.8% 54.1% 8,165 21,462 23.0% 54.2% 8,165 27,912 21.9% 53.9% 8,175 28,067 22.1% 54.0% 8,175 106,451,675 20,267,941 56,550,565 19.0% 53.1% 40 Foothill Col ‐ La Avenida & Shor (B) 20,007 23.9% 56.1% 495 20,149 24.0% 56.0% 495 ‐19,877,220 ‐4,760,558 ‐11,137,995 23.9% 56.0% 40 Foothill Col ‐ La Avenida & Shor (C) 20,410 22.6% 53.3% 765 ‐15,613,650 ‐3,531,458 ‐8,323,965 22.6% 53.3% 40 Foothill Col ‐ La Avenida & Shor (D) 18,153 25.7% 58.2% 510 ‐9,258,030 ‐2,377,608 ‐5,391,210 25.7% 58.2% 40 Foothill Col ‐ La Avenida & Shor (E) 21,358 22.9% 54.1% 255 ‐5,446,290 ‐1,244,749 ‐2,946,015 22.9% 54.1% 40 Sunday 25,735 22.5% 54.7% 696 26,722 22.9% 55.5% 696 36,510,072 8,300,715 20,133,888 22.7% 55.1% 42 Kaiser Sj ‐ Evergreen Valley Col (A) 43,818 31.3% 82.8% 3,825 40,882 31.8% 82.7% 3,825 40,404 32.9% 84.8% 3,315 39,683 33.5% 84.9% 3,315 ‐58,489,095 ‐13,902,137 ‐42,739,785 23.8% 73.1% 42 Kaiser Sj ‐ Evergreen Valley Col (B) 26,483 31.3% 79.1% 495 24,280 32.5% 78.8% 495 ‐25,127,685 ‐8,007,758 ‐19,844,055 31.9% 79.0% 42 Kaiser Sj ‐ Evergreen Valley Col (C) 29,027 30.7% 78.3% 510 ‐14,803,770 ‐4,550,559 ‐11,586,180 30.7% 78.3% 42 Kaiser Sj ‐ Evergreen Valley Col (D) 37,318 33.3% 83.1% 510 ‐19,032,180 ‐6,343,378 ‐15,814,590 33.3% 83.1% 44 7,535 22.7% 87.0% 8,772 7,032 22.9% 87.1% 8,772 127,781,724 29,147,608 111,228,960 22.8% 87.0% 45 Alum Rock Tc ‐ Penitencia Ck Tc 25,449 28.0% 83.9% 3,315 25,418 28.0% 84.0% 3,315 ‐168,624,105 ‐47,177,751 ‐141,533,925 28.0% 83.9% 46 Great Mall ‐ Milpitas High School (A) 24,975 18.0% 85.9% 5,595 23,222 18.7% 86.0% 5,340 ‐263,740,605 ‐48,341,100 ‐226,698,585 18.3% 86.0% 46 Great Mall ‐ Milpitas High School (B) 19,727 18.6% 85.8% 1,020 ‐20,121,540 ‐3,745,541 ‐17,259,420 18.6% 85.8% 46 Great Mall ‐ Milpitas High School (C) 8,631 17.2% 87.5% 255 8,637 17.5% 87.8% 510 ‐6,605,775 ‐1,150,717 ‐5,791,815 17.4% 87.7% 9.g

page 1 of 4 Appendix B: Matrix of People‐Trips by Route

Current Service 2019 New Transit Service Plan (2019 NTSP) Change from Current Service to 2019 NTSP

Inbound Trips Outbound Trips Inbound Trips Outbound Trips People‐Trips

Change Borne by Demographics of Population Served (within 0.25 Amount of Demographics of Population Served (within 0.25 Amount of Demographics of Population Served (within 0.25 Amount of Demographics of Population Served (within 0.25 Amount of (population x trips) Title VI Communities mi) Service mi) Service mi) Service mi) Service (red: less beneficial than average) Bus Trips Bus Trips Bus Trips Bus Trips Total Low Income Minority Change Borne By Change Borne by Population Low Income Minority Population Low Income Minority Population Low Income Minority Population Low Income Minority Route | New Comparable Route (Annual) (Annual) (Annual) (Annual) People‐Trips People‐Trips People‐Trips Low Income Minorities 46 Great Mall ‐ Milpitas High School (D) 18,630 18.1% 85.4% 255 18,607 18.4% 85.4% 510 ‐14,240,220 ‐2,608,483 ‐12,163,500 18.3% 85.4% 47 Great Mall ‐ Mccarthy Ranch (A) 14,964 23.2% 89.0% 8,555 16,075 23.3% 89.2% 8,555 16,479 22.5% 88.3% 8,772 16,549 22.5% 88.5% 8,772 24,182,971 3,667,579 19,466,806 15.2% 80.5% 47 Great Mall ‐ Mccarthy Ranch (B) 13,780 23.9% 89.5% 365 14,957 23.9% 89.8% 565 ‐13,480,405 ‐3,217,674 ‐12,085,975 23.9% 89.7% 47 Great Mall ‐ Mccarthy Ranch (C) 9,289 24.8% 88.3% 255 9,385 24.6% 88.4% 510 ‐7,155,045 ‐1,762,456 ‐6,324,255 24.6% 88.4% 47 Great Mall ‐ Mccarthy Ranch (D) 12,227 24.3% 89.6% 310 ‐3,790,370 ‐919,592 ‐3,395,430 24.3% 89.6% 47 Great Mall ‐ Mccarthy Ranch (E) 11,565 24.0% 89.3% 255 ‐2,949,075 ‐706,706 ‐2,634,915 24.0% 89.3% 48 Los Gatos ‐ Winchester Lrt (A) 14,525 13.9% 31.9% 5,235 15,345 14.6% 33.2% 5,125 ‐154,681,500 ‐22,016,776 ‐50,402,165 14.2% 32.6% 48 Los Gatos ‐ Winchester Lrt (B) 7,100 13.5% 38.6% 55 ‐390,500 ‐52,781 ‐150,700 13.5% 38.6% 49 Los Gatos ‐ Winchester Lrt (A) 12,458 13.5% 33.7% 990 12,834 13.6% 34.0% 1,100 ‐26,450,820 ‐3,579,464 ‐8,964,560 13.5% 33.9% 49 Los Gatos ‐ Winchester Lrt (B) 15,309 12.9% 33.8% 4,080 15,790 13.0% 34.0% 4,080 ‐126,883,920 ‐16,398,508 ‐43,015,440 12.9% 33.9% 51 25,743 10.0% 52.6% 5,355 25,840 9.8% 51.2% 5,355 276,226,965 27,332,986 143,422,965 9.9% 51.9% 51L 16,635 11.2% 73.4% 3,315 19,758 14.2% 69.5% 3,315 120,642,795 15,491,810 85,994,415 12.8% 71.3% 52 Foothill College ‐ Dwntown Mtn View (A) 12,756 12.1% 41.5% 6,885 12,473 11.8% 41.6% 6,375 12,986 12.0% 41.4% 6,630 12,625 11.7% 41.5% 6,630 2,460,495 108,940 795,345 4.4% 32.3% 52 Foothill College ‐ Dwntown Mtn View (B) 9,928 10.6% 40.7% 255 ‐2,531,640 ‐268,905 ‐1,029,945 10.6% 40.7% 52 Foothill College ‐ Dwntown Mtn View (C) 12,612 11.8% 41.6% 255 ‐3,216,060 ‐378,300 ‐1,336,455 11.8% 41.6% 53 Wv College‐ Sunnyvale Trans Ctr (A) 43,424 12.2% 67.1% 3,060 43,310 12.0% 67.0% 3,060 50,857 15.6% 61.9% 6,630 51,013 15.5% 61.8% 6,630 409,992,060 72,832,420 239,882,580 17.8% 58.5% 53 Wv College‐ Sunnyvale Trans Ctr (B) 28,949 12.6% 64.3% 255 28,916 12.4% 64.3% 1,530 ‐51,623,475 ‐6,426,045 ‐33,196,920 12.4% 64.3% 53 Wv College‐ Sunnyvale Trans Ctr (C) 23,266 12.2% 60.8% 765 ‐17,798,490 ‐2,164,930 ‐10,816,335 12.2% 60.8% 53 Wv College‐ Sunnyvale Trans Ctr (D) 19,901 13.2% 62.1% 255 ‐5,074,755 ‐668,048 ‐3,149,505 13.2% 62.1% 54 De Anza College ‐ Lockheed (A) 25,415 13.6% 70.0% 8,680 24,916 13.4% 69.9% 7,345 ‐403,610,220 ‐54,422,864 ‐282,356,415 13.5% 70.0% 54 De Anza College ‐ Lockheed (B) 25,028 13.4% 69.9% 1,280 ‐32,035,840 ‐4,281,110 ‐22,392,320 13.4% 69.9% 55 De Anza College ‐ Great America (A) 49,198 17.7% 73.0% 8,465 46,497 18.2% 72.7% 10,050 45,161 16.3% 71.5% 10,226 44,879 18.0% 70.6% 10,226 36,993,120 ‐693,352 10,187,900 ‐1.9% 27.5% 55 De Anza College ‐ Great America (B) 37,504 19.0% 70.3% 2,550 36,668 19.3% 71.4% 2,805 ‐198,488,940 ‐38,013,837 ‐140,686,815 19.2% 70.9% 55 De Anza College ‐ Great America (C) 36,552 19.0% 70.5% 1,530 ‐55,924,560 ‐10,629,589 ‐39,399,030 19.0% 70.5% 55 De Anza College ‐ Great America (D) 29,214 19.9% 69.8% 1,530 ‐44,697,420 ‐8,887,179 ‐31,193,640 19.9% 69.8% 55 De Anza College ‐ Great America (E) 50,392 17.3% 72.0% 1,530 ‐77,099,760 ‐13,354,352 ‐55,490,040 17.3% 72.0% 55 De Anza College ‐ Great America (F) 27,333 20.6% 71.5% 1,530 ‐41,819,490 ‐8,596,835 ‐29,913,030 20.6% 71.5% 55 De Anza College ‐ Great America (G) 34,982 19.5% 71.9% 765 ‐26,761,230 ‐5,221,778 ‐19,252,755 19.5% 71.9% 55 De Anza College ‐ Great America (H) 27,134 19.7% 73.9% 510 ‐13,838,340 ‐2,728,492 ‐10,221,420 19.7% 73.9% 57 West Valley Coll ‐ Great America (A) 33,264 16.9% 64.8% 8,185 33,753 16.8% 65.3% 8,295 34,436 16.9% 65.4% 19,618 34,304 16.7% 65.5% 19,618 796,294,345 133,814,314 523,467,701 16.8% 65.7% 57 West Valley Coll ‐ Great America (B) 33,134 16.9% 64.8% 1,100 33,661 16.8% 65.3% 1,100 ‐73,474,500 ‐12,382,183 ‐47,784,000 16.9% 65.0% 57 West Valley Coll ‐ Great America (C) 27,960 17.8% 67.8% 620 28,494 17.7% 68.3% 110 ‐20,469,540 ‐3,639,822 ‐13,897,190 17.8% 67.9% 57 West Valley Coll ‐ Great America (D) 27,831 17.8% 67.8% 55 28,401 17.7% 68.3% 55 ‐3,092,760 ‐549,254 ‐2,104,080 17.8% 68.0% 57 West Valley Coll ‐ Great America (E) 28,494 17.7% 68.3% 255 ‐7,265,970 ‐1,284,343 ‐4,964,085 17.7% 68.3% 57 West Valley Coll ‐ Great America (F) 33,264 16.9% 64.8% 255 ‐8,482,320 ‐1,432,696 ‐5,498,055 16.9% 64.8% 58 West Valley College ‐ Alviso (A) 44,825 17.3% 68.5% 3,060 46,423 17.0% 68.8% 2,550 ‐255,543,150 ‐43,883,427 ‐175,386,450 17.2% 68.6% 58 West Valley College ‐ Alviso (B) 19,572 18.9% 72.8% 1,275 20,757 18.4% 72.8% 1,530 ‐56,712,510 ‐10,557,636 ‐41,302,095 18.6% 72.8% 58 West Valley College ‐ Alviso (C) 40,847 18.3% 70.2% 510 42,427 17.9% 70.6% 765 ‐53,288,625 ‐9,604,650 ‐37,536,765 18.0% 70.4% 59 28,086 28.7% 63.8% 7,395 26,652 28.7% 63.7% 7,395 404,787,510 116,195,260 257,959,785 28.7% 63.7% 59 weekend 17,446 25.9% 70.7% 1,314 16,818 25.6% 70.6% 1,314 45,022,896 11,605,250 31,797,486 25.8% 70.6% 60 Winchester Tc ‐ Gt America (A) 36,014 29.6% 60.1% 9,335 35,854 29.5% 60.1% 9,335 38,457 27.1% 64.8% 22,585 37,398 27.1% 65.0% 22,585 1,042,297,395 265,687,206 708,021,115 25.5% 67.9% 60 Winchester Tc ‐ Gt America (B) 35,886 29.7% 60.0% 1,320 35,734 29.6% 60.0% 1,265 ‐92,573,030 ‐27,443,648 ‐55,560,560 29.6% 60.0% 60 Winchester Tc ‐ Gt America (C) 27,682 29.6% 56.7% 2,805 27,667 29.3% 56.7% 2,040 ‐134,088,690 ‐39,564,649 ‐76,023,660 29.5% 56.7% 61 Good Sam Hosp ‐ Sierra & Piedmont (A) 55,265 25.7% 68.9% 8,625 55,207 25.4% 68.9% 8,680 35,018 27.9% 66.2% 20,395 35,202 28.2% 66.7% 20,395 476,279,515 157,308,913 292,604,430 33.0% 61.4% 61 Good Sam Hosp ‐ Sierra & Piedmont (B) 15,799 29.3% 72.7% 255 ‐4,028,745 ‐1,178,442 ‐2,928,675 29.3% 72.7% 61 Good Sam Hosp ‐ Sierra & Piedmont (C) 51,026 26.6% 71.4% 255 ‐13,011,630 ‐3,459,873 ‐9,285,825 26.6% 71.4% 61 Good Sam Hosp ‐ Sierra & Piedmont (D) 47,667 26.6% 66.1% 255 ‐12,155,085 ‐3,230,311 ‐8,039,130 26.6% 66.1% 61L 13,671 18.1% 85.2% 10,406 14,042 18.2% 85.8% 10,406 288,381,478 52,317,434 246,580,576 18.1% 85.5% 61T 14,573 14.5% 40.2% 10,464 14,446 14.4% 40.1% 10,464 303,654,816 43,984,061 121,863,744 14.5% 40.1% 62 Good Sam Hosp ‐ Sierra & Piedmont (A) 51,263 23.5% 66.0% 9,300 53,424 23.0% 66.1% 9,190 ‐967,712,460 ‐225,101,927 ‐639,366,250 23.3% 66.1% 62 Good Sam Hosp ‐ Sierra & Piedmont (B) 18,576 25.2% 83.3% 1,100 ‐20,433,600 ‐5,153,279 ‐17,028,000 25.2% 83.3% 62 Good Sam Hosp ‐ Sierra & Piedmont (C) 19,655 24.7% 83.7% 990 ‐19,458,450 ‐4,812,813 ‐16,280,550 24.7% 83.7% 62 Good Sam Hosp ‐ Sierra & Piedmont (D) 41,020 26.1% 72.4% 55 ‐2,256,100 ‐588,319 ‐1,634,380 26.1% 72.4% 62 Good Sam Hosp ‐ Sierra & Piedmont (E) 49,396 23.3% 64.7% 255 ‐12,595,980 ‐2,934,249 ‐8,145,720 23.3% 64.7% 63 Almaden Expy ‐ San Jose State 42,817 20.0% 49.5% 6,455 42,728 20.5% 49.9% 7,220 ‐584,879,895 ‐118,342,780 ‐290,993,335 20.2% 49.8% 64 Almaden Lrt ‐ Mckee & White (A) 55,810 33.1% 68.0% 10,200 54,587 33.3% 67.0% 10,310 32,352 43.1% 83.4% 18,959 35,831 41.5% 83.4% 18,959 160,627,527 171,024,399 314,072,843 106.5% 195.5% 64 Almaden Lrt ‐ Mckee & White (B) 34,458 41.6% 82.0% 5,865 32,193 43.3% 82.0% 5,865 ‐390,908,115 ‐165,913,872 ‐320,580,900 42.4% 82.0% 64 Almaden Lrt ‐ Mckee & White (C) 55,659 33.1% 68.1% 930 54,587 33.3% 67.0% 675 ‐88,609,095 ‐29,399,297 ‐59,918,490 33.2% 67.6% 64a 30,777 20.0% 48.1% 12,277 30,529 20.3% 48.5% 12,277 752,653,762 151,588,046 363,521,970 20.1% 48.3% 9.g

page 2 of 4 Appendix B: Matrix of People‐Trips by Route

Current Service 2019 New Transit Service Plan (2019 NTSP) Change from Current Service to 2019 NTSP

Inbound Trips Outbound Trips Inbound Trips Outbound Trips People‐Trips

Change Borne by Demographics of Population Served (within 0.25 Amount of Demographics of Population Served (within 0.25 Amount of Demographics of Population Served (within 0.25 Amount of Demographics of Population Served (within 0.25 Amount of (population x trips) Title VI Communities mi) Service mi) Service mi) Service mi) Service (red: less beneficial than average) Bus Trips Bus Trips Bus Trips Bus Trips Total Low Income Minority Change Borne By Change Borne by Population Low Income Minority Population Low Income Minority Population Low Income Minority Population Low Income Minority Route | New Comparable Route (Annual) (Annual) (Annual) (Annual) People‐Trips People‐Trips People‐Trips Low Income Minorities 64b 38,374 17.7% 47.6% 8,344 38,688 17.4% 47.3% 8,344 643,005,328 112,889,269 305,106,704 17.6% 47.5% 65 Kooser & Blossom Hill‐ Dntn S. J. 57,278 27.3% 60.7% 4,080 57,433 27.8% 60.8% 4,335 ‐482,666,295 ‐133,009,414 ‐293,264,535 27.6% 60.8% 66 Kaiser San Jose ‐ Milpitas / Dixon (A) 82,820 30.0% 79.3% 15,925 84,201 30.3% 79.4% 16,910 89,215 31.3% 79.8% 22,023 89,848 31.6% 80.0% 22,023 1,200,757,039 413,981,935 975,352,550 34.5% 81.2% 66 Kaiser San Jose ‐ Milpitas / Dixon (B) 82,820 30.0% 79.3% 785 84,201 30.3% 79.4% 930 ‐143,320,630 ‐43,210,333 ‐113,733,515 30.1% 79.4% 66 Kaiser San Jose ‐ Milpitas / Dixon (C) 62,271 34.7% 84.4% 930 ‐57,912,030 ‐20,108,160 ‐48,898,470 34.7% 84.4% 66 Kaiser San Jose ‐ Milpitas / Dixon (D) 8,294 12.2% 57.3% 765 ‐6,344,910 ‐772,531 ‐3,637,575 12.2% 57.3% 66 Kaiser San Jose ‐ Milpitas / Dixon (E) 69,450 32.4% 77.2% 365 ‐25,349,250 ‐8,219,759 ‐19,559,255 32.4% 77.2% 66 Kaiser San Jose ‐ Milpitas / Dixon (F) 12,544 18.4% 89.6% 510 ‐6,397,440 ‐1,177,316 ‐5,732,400 18.4% 89.6% 66 Kaiser San Jose ‐ Milpitas / Dixon (G) 69,450 32.4% 77.2% 55 ‐3,819,750 ‐1,238,594 ‐2,947,285 32.4% 77.2% 66 Kaiser San Jose ‐ Milpitas / Dixon (H) 63,190 33.3% 76.0% 255 ‐16,113,450 ‐5,360,785 ‐12,245,355 33.3% 76.0% 66 Kaiser San Jose ‐ Milpitas / Dixon (I) 48,839 39.0% 83.0% 55 ‐2,686,145 ‐1,047,082 ‐2,229,920 39.0% 83.0% 68 Gilroy Tc ‐ San Jose Diridon (A) 69,600 36.7% 76.1% 17,440 69,136 36.3% 75.4% 18,515 69,325 36.2% 75.3% 22,133 68,619 36.6% 75.8% 22,133 559,237,512 201,954,233 416,802,579 36.1% 74.5% 68 Gilroy Tc ‐ San Jose Diridon (B) 66,335 36.8% 76.2% 730 ‐48,424,550 ‐17,816,691 ‐36,885,440 36.8% 76.2% 68 Gilroy Tc ‐ San Jose Diridon (C) 6,143 14.7% 61.0% 765 ‐4,699,395 ‐692,963 ‐2,867,220 14.7% 61.0% 68 Gilroy Tc ‐ San Jose Diridon (D) 38,401 40.0% 80.9% 510 ‐19,584,510 ‐7,836,770 ‐15,848,250 40.0% 80.9% 70 Capitol Lrt Stn ‐ Great Mall / Main (A) 88,051 31.2% 90.8% 18,825 85,012 31.3% 90.9% 19,025 29,362 37.2% 94.7% 20,945 29,522 37.1% 94.7% 20,945 ‐2,041,587,995 ‐566,408,375 ‐1,807,402,580 27.7% 88.5% 70 Capitol Lrt Stn ‐ Great Mall / Main (B) 80,499 31.6% 93.1% 365 ‐29,382,135 ‐9,297,702 ‐27,346,895 31.6% 93.1% 70 Capitol Lrt Stn ‐ Great Mall / Main (C) 21,303 16.3% 87.8% 510 ‐10,864,530 ‐1,768,157 ‐9,541,080 16.3% 87.8% 70 Capitol Lrt Stn ‐ Great Mall / Main (D) 76,240 33.0% 91.4% 255 ‐19,441,200 ‐6,424,939 ‐17,777,325 33.0% 91.4% 70L 24,059 16.2% 87.8% 10,522 23,528 16.2% 87.8% 10,522 500,710,414 81,091,703 439,745,946 16.2% 87.8% 71 Eastridge‐ Great Mall / Main 48,857 29.0% 90.0% 13,530 47,874 29.0% 90.0% 12,965 85,594 30.5% 89.1% 10,904 85,567 30.4% 89.3% 10,904 584,617,924 196,628,326 511,472,493 33.6% 87.5% 72 Senter / Monterey ‐ Downtown San Jose (A) 59,281 40.7% 87.0% 19,990 67,495 40.0% 85.6% 18,185 59,047 40.8% 87.1% 19,374 67,779 40.0% 85.6% 19,374 44,703,159 17,391,454 37,860,710 38.9% 84.7% 72 Senter / Monterey ‐ Downtown San Jose (B) 64,400 41.0% 86.4% 930 ‐59,892,000 ‐24,555,590 ‐51,759,150 41.0% 86.4% 72 Senter / Monterey ‐ Downtown San Jose (C) 64,384 40.1% 86.5% 55 ‐3,541,120 ‐1,421,501 ‐3,064,655 40.1% 86.5% 73 Snell & Capitol ‐ Downtwn San Jose (A) 51,228 40.5% 79.8% 15,995 48,768 43.8% 81.5% 14,500 43,197 44.5% 81.3% 19,374 49,221 43.0% 81.2% 19,374 263,978,472 140,510,281 224,224,800 53.2% 84.9% 73 Snell & Capitol ‐ Downtwn San Jose (B) 44,005 44.3% 81.2% 3,740 46,097 44.9% 82.1% 4,360 ‐365,561,620 ‐163,091,164 ‐298,663,700 44.6% 81.7% 73 Snell & Capitol ‐ Downtwn San Jose (C) 45,657 44.3% 82.5% 510 ‐23,285,070 ‐10,319,429 ‐19,216,800 44.3% 82.5% 77 Eastridge ‐ Great Mall / Main 42,966 36.5% 94.4% 14,260 42,135 37.2% 94.4% 14,205 43,356 37.0% 94.5% 19,844 44,767 36.7% 94.4% 19,844 537,489,977 198,551,247 507,553,104 36.9% 94.4% 81 Moffett / Ames Ctr ‐ San Jose State (A) 77,944 18.9% 58.7% 5,795 79,668 19.0% 59.0% 3,500 ‐730,523,480 ‐138,468,770 ‐429,624,465 19.0% 58.8% 81 Moffett / Ames Ctr ‐ San Jose State (B) 79,254 18.7% 58.4% 1,530 80,050 18.9% 58.9% 3,060 ‐366,211,620 ‐69,055,375 ‐215,009,370 18.9% 58.7% 81 Moffett / Ames Ctr ‐ San Jose State (C) 14,571 11.5% 45.6% 2,550 ‐37,156,050 ‐4,270,398 ‐16,954,950 11.5% 45.6% 81 Moffett / Ames Ctr ‐ San Jose State (D) 43,171 25.2% 58.6% 255 45,229 24.9% 59.3% 565 ‐36,562,990 ‐9,149,975 ‐21,619,815 25.0% 59.1% 81 Moffett / Ames Ctr ‐ San Jose State (E) 14,807 11.2% 45.3% 765 ‐11,327,355 ‐1,273,358 ‐5,127,795 11.2% 45.3% 81 Moffett / Ames Ctr ‐ San Jose State (F) 36,038 11.4% 59.3% 55 35,605 11.4% 59.2% 310 ‐13,019,640 ‐1,487,305 ‐7,706,170 11.4% 59.2% 81 Moffett / Ames Ctr ‐ San Jose State (G) 14,594 11.5% 46.1% 510 ‐7,442,940 ‐859,333 ‐3,432,300 11.5% 46.1% 81 Moffett / Ames Ctr ‐ San Jose State (H) 8,126 11.3% 44.6% 255 ‐2,072,130 ‐234,359 ‐923,610 11.3% 44.6% 81 Moffett / Ames Ctr ‐ San Jose State (I) 56,924 13.7% 60.1% 255 ‐14,515,620 ‐1,993,505 ‐8,730,180 13.7% 60.1% 81 Moffett / Ames Ctr ‐ San Jose State (J) 12,640 28.6% 57.5% 255 ‐3,223,200 ‐922,670 ‐1,854,615 28.6% 57.5% 81 Moffett / Ames Ctr ‐ San Jose State (K) 13,497 10.6% 43.7% 255 ‐3,441,735 ‐363,663 ‐1,503,735 10.6% 43.7% 82 Westgate ‐ Downtown San Jose (A) | 56 47,190 31.9% 61.6% 8,880 47,754 32.9% 62.4% 8,570 69,103 19.8% 61.5% 10,446 68,939 19.6% 61.5% 10,446 613,687,752 15,626,339 373,240,980 2.5% 60.8% 82 Westgate ‐ Downtown San Jose (B) | 256 school 14,080 35.4% 62.1% 765 14,697 35.3% 61.9% 510 14,799 35.4% 62.0% 510 4,271,760 1,508,987 2,638,485 35.3% 61.8% 82 Westgate ‐ Downtown San Jose (C) 14,768 35.5% 62.2% 510 ‐7,531,680 ‐2,670,142 ‐4,682,820 35.5% 62.2% 82 Westgate ‐ Downtown San Jose (D) 44,344 32.5% 62.0% 55 ‐2,438,920 ‐793,306 ‐1,511,730 32.5% 62.0% 83 19,132 16.1% 52.4% 3,315 14,326 18.6% 53.1% 3,315 110,913,270 19,062,884 58,476,600 17.2% 52.7% 84 4,322 58.5% 90.2% 4,415 4,559 57.4% 89.1% 4,415 39,209,615 22,728,539 35,130,155 58.0% 89.6% 85 17,149 40.8% 74.7% 4,415 16,587 40.7% 74.5% 4,415 148,944,440 60,727,817 111,112,305 40.8% 74.6% 88 Vets Hosp ‐ Middlefield & Colorado (A) | 288 14,727 9.8% 48.9% 3,060 16,411 9.2% 48.8% 3,060 14,774 9.8% 48.9% 510 15,848 9.1% 48.7% 255 ‐83,706,300 ‐7,934,603 ‐40,869,870 9.5% 48.8% 88 Vets Hosp ‐ Middlefield & Colorado (B) | 288L 11,899 13.2% 49.4% 1,020 12,236 13.0% 49.0% 255 13,973 11.6% 51.7% 255 13,760 11.5% 51.6% 255 ‐8,185,245 ‐1,187,650 ‐3,877,275 14.5% 47.4% 88 Vets Hosp ‐ Middlefield & Colorado (C) | 288M 13,822 11.6% 51.7% 1,020 13,593 11.6% 51.6% 255 11,899 13.2% 49.4% 255 11,689 13.3% 49.5% 255 ‐11,549,715 ‐1,243,988 ‐6,094,245 10.8% 52.8% 88 Vets Hosp ‐ Middlefield & Colorado (D) 15,331 9.7% 48.9% 1,020 ‐15,637,620 ‐1,512,297 ‐7,639,800 9.7% 48.9% 89 California Ave Ctrn‐Vets Hospital (A) 4,062 9.9% 39.8% 2,805 4,130 10.0% 40.0% 2,550 4,081 9.9% 39.8% 3,315 4,202 9.9% 39.8% 3,315 5,532,735 539,927 2,175,915 9.8% 39.3% 89 California Ave Ctrn‐Vets Hospital (B) 4,719 9.3% 40.1% 1,530 4,826 9.3% 40.3% 2,295 4,643 9.4% 40.0% 3,570 4,908 9.2% 40.0% 3,570 15,801,330 1,471,454 6,279,885 9.3% 39.7% 101 Camden & Hwy 85 ‐ Palo Alto 18,509 18.5% 56.2% 510 18,117 16.8% 55.6% 510 18,509 18.5% 56.2% 510 18,117 16.8% 55.6% 510 0 0 0 0.0% 0.0% 102 South San Jose ‐ Palo Alto 10,116 14.9% 57.8% 1,785 10,213 15.0% 58.2% 1,785 10,116 14.9% 57.8% 1,785 10,213 15.0% 58.2% 1,785 0 0 0 0.0% 0.0% 103 Eastridge ‐ Palo Alto 8,729 34.1% 77.7% 1,020 8,610 32.0% 77.4% 1,020 8,729 34.1% 77.7% 1,020 8,610 32.0% 77.4% 1,020 0 0 0 0.0% 0.0% 104 Penitencia Trans Ctr ‐ Palo Alto 18,244 18.3% 76.7% 510 18,149 18.4% 77.2% 510 18,244 18.3% 76.7% 510 18,149 18.4% 77.2% 510 0 0 0 0.0% 0.0% 120 Fremont Bart ‐ Lockheed Martin (A) 354 27.4% 55.4% 1,020 285 28.1% 55.8% 1,020 ‐651,780 ‐180,540 ‐362,100 27.7% 55.6% 120 Fremont Bart ‐ Lockheed Martin (B) 767 27.2% 60.2% 510 732 26.0% 57.7% 510 ‐764,490 ‐203,490 ‐450,840 26.6% 59.0% 121 Gilroy Trans Ctr ‐ Lockheed Martin 7,206 32.5% 67.5% 2,295 7,022 32.3% 69.2% 2,295 7,206 32.5% 67.5% 2,295 7,022 32.3% 69.2% 2,295 0 0 0 0.0% 0.0% 9.g

page 3 of 4 Appendix B: Matrix of People‐Trips by Route

Current Service 2019 New Transit Service Plan (2019 NTSP) Change from Current Service to 2019 NTSP

Inbound Trips Outbound Trips Inbound Trips Outbound Trips People‐Trips

Change Borne by Demographics of Population Served (within 0.25 Amount of Demographics of Population Served (within 0.25 Amount of Demographics of Population Served (within 0.25 Amount of Demographics of Population Served (within 0.25 Amount of (population x trips) Title VI Communities mi) Service mi) Service mi) Service mi) Service (red: less beneficial than average) Bus Trips Bus Trips Bus Trips Bus Trips Total Low Income Minority Change Borne By Change Borne by Population Low Income Minority Population Low Income Minority Population Low Income Minority Population Low Income Minority Route | New Comparable Route (Annual) (Annual) (Annual) (Annual) People‐Trips People‐Trips People‐Trips Low Income Minorities 122 South San Jose ‐ Lockheed Martin 22,431 22.9% 71.1% 255 22,739 23.6% 71.4% 255 22,431 22.9% 71.1% 255 22,739 23.6% 71.4% 255 0 0 0 0.0% 0.0% 140 Fremont Bart ‐ M. College & Montague 10,560 18.2% 75.7% 765 10,384 18.4% 75.8% 765 ‐16,022,160 ‐2,933,960 ‐12,138,255 18.3% 75.8% 168 Gilroy Trans Ctr ‐ San Jose Diridon 10,774 33.0% 67.4% 1,785 11,008 34.3% 68.0% 1,785 10,774 33.0% 67.4% 1,785 11,008 34.3% 68.0% 1,785 0 0 0 0.0% 0.0% 180 Great Mall / Main ‐ Warm Springs Bart (A) 956 25.4% 92.1% 2,550 956 25.4% 92.1% 2,295 ‐4,631,820 ‐1,177,335 ‐4,263,600 25.4% 92.1% 180 Great Mall / Main ‐ Warm Springs Bart (B) 9,411 29.5% 94.5% 765 9,608 31.8% 94.5% 765 ‐14,549,535 ‐4,467,708 ‐13,746,285 30.7% 94.5% 181 San Jose Diridon‐Warm Springs Bart (A) 7,953 28.1% 68.2% 5,350 7,847 30.4% 69.5% 4,765 ‐79,939,505 ‐23,330,945 ‐55,017,410 29.2% 68.8% 181 San Jose Diridon‐Warm Springs Bart (B) 6,997 28.5% 65.0% 15,300 6,891 31.1% 66.4% 15,555 ‐214,243,605 ‐63,897,550 ‐140,717,670 29.8% 65.7% 181 San Jose Diridon‐Warm Springs Bart (C) 5,398 34.1% 75.8% 1,095 ‐5,910,810 ‐2,017,588 ‐4,480,740 34.1% 75.8% 182 Palo Alto ‐ Ibm / Bailey Ave 5,166 12.8% 65.7% 255 5,259 12.4% 65.6% 255 5,166 12.8% 65.7% 255 5,259 12.4% 65.6% 255 0 0 0 0.0% 0.0% 185 Gilroy Tc ‐ Mountain View 9,317 26.0% 63.8% 765 9,441 25.8% 64.2% 765 9,317 26.0% 63.8% 765 9,441 25.8% 64.2% 765 0 0 0 0.0% 0.0% 200 Baypointe Lrt ‐ Mountain View Lrt 13,205 18.3% 63.5% 730 20,246 20.4% 71.0% 730 5,139,930 1,257,481 4,370,510 24.5% 85.0% 201 Downtown Area Shuttle (Dash) | Rapid 500 6,360 31.7% 65.1% 17,595 8,296 34.0% 66.6% 17,595 10,238 33.6% 73.0% 35,044 10,051 33.8% 72.3% 35,044 453,135,396 154,334,789 346,527,929 34.1% 76.5% 246 school 17,341 18.3% 85.2% 510 17,599 18.6% 85.4% 1,020 26,794,890 4,961,223 22,866,360 18.5% 85.3% 247 school 16,167 20.3% 87.7% 255 15,393 20.6% 88.2% 255 8,047,800 1,647,172 7,077,015 20.5% 87.9% 270 school 21,370 16.3% 87.8% 255 5,449,350 890,843 4,786,350 16.3% 87.8% 304 S. San Jose ‐ Sunnyvale Trans Ctr 44,316 32.2% 75.6% 1,020 44,781 32.1% 75.8% 1,020 ‐90,878,940 ‐29,242,929 ‐68,803,080 32.2% 75.7% 321 Great Mall / Main ‐ Lockheed Martin 10,894 19.0% 75.0% 255 12,200 18.9% 74.9% 255 ‐5,888,970 ‐1,115,213 ‐4,414,560 18.9% 75.0% 323 De Anza Col ‐ Downtown San Jose (A) | 523 Rapid Berryessa ‐ 24,987 26.0% 70.0% 17,585 24,912 26.7% 70.6% 17,255 50,919 26.7% 74.1% 22,167 51,755 26.9% 75.4% 21,015 1,347,099,843 364,073,882 1,044,615,747 27.0% 77.5% Lockheed Martin (A) 323 De Anza Col ‐ Downtown San Jose (B) | 523 Rapid Berryessa ‐ 21,634 25.1% 71.1% 1,040 47,028 27.6% 72.9% 880 47,095 28.2% 74.3% 2,032 114,582,320 32,752,192 85,286,320 28.6% 74.4% Lockheed Martin (B) 328 Almaden Valley ‐ Lockheed Martin 34,709 15.9% 54.0% 510 34,277 15.2% 53.9% 510 ‐35,182,860 ‐5,472,667 ‐18,972,510 15.6% 53.9% 330 Almaden Valley ‐ Tasman Drive 41,260 16.6% 57.1% 1,020 40,677 15.8% 56.7% 1,020 ‐83,575,740 ‐13,516,153 ‐47,533,020 16.2% 56.9% 522 Palo Alto ‐ Eastridge (A) 52,668 28.8% 72.0% 26,435 54,068 28.2% 72.1% 26,690 52,991 29.0% 72.8% 27,521 53,225 29.0% 73.3% 27,521 87,817,036 40,575,970 93,111,691 46.2% 106.0% 522 Palo Alto ‐ Eastridge (B) 48,291 30.1% 74.3% 620 ‐29,940,420 ‐9,000,154 ‐22,253,660 30.1% 74.3% 522 Palo Alto ‐ Eastridge (C) 32,941 19.1% 61.8% 55 ‐1,811,755 ‐345,433 ‐1,120,515 19.1% 61.8% 900 Ohlone / Chynoweth ‐ Almaden 3,902 27.0% 53.3% 22,735 3,901 27.9% 53.5% 22,735 ‐177,401,205 ‐48,654,719 ‐94,782,215 27.4% 53.4% 901 Alum Rock‐Santa Teresa Via Baypoint (A) 48,688 27.0% 76.4% 20,365 47,878 27.3% 76.0% 20,400 32,232 26.7% 69.7% 23,987 31,718 28.0% 69.7% 23,987 ‐434,273,670 ‐115,794,077 ‐430,985,241 26.7% 99.2% 901 Alum Rock‐Santa Teresa Via Baypoint (B) 48,688 27.0% 76.4% 2,115 47,878 27.3% 76.0% 3,230 ‐257,621,060 ‐70,064,426 ‐196,234,655 27.2% 76.2% 901 Alum Rock‐Santa Teresa Via Baypoint (C) 25,029 30.6% 68.0% 1,570 ‐39,295,530 ‐12,035,280 ‐26,722,970 30.6% 68.0% 901 Alum Rock‐Santa Teresa Via Baypoint (D) 48,688 27.0% 76.4% 550 ‐26,778,400 ‐7,232,030 ‐20,448,450 27.0% 76.4% 901 Alum Rock‐Santa Teresa Via Baypoint (E) 48,688 27.0% 76.4% 1,240 ‐60,373,120 ‐16,304,939 ‐46,101,960 27.0% 76.4% 901 Alum Rock‐Santa Teresa Via Baypoint (F) 32,171 26.6% 69.7% 365 31,718 28.0% 69.7% 220 ‐18,720,375 ‐5,079,104 ‐13,047,420 27.1% 69.7% 901 Alum Rock‐Santa Teresa Via Baypoint (G) 20,577 34.2% 68.8% 365 ‐7,510,605 ‐2,570,724 ‐5,164,750 34.2% 68.8% 901 Alum Rock‐Santa Teresa Via Baypoint (H) 23,810 24.5% 85.2% 110 ‐2,619,100 ‐641,812 ‐2,232,010 24.5% 85.2% 902 Mountain View ‐ Winchester (A) 40,945 23.8% 63.1% 15,395 40,927 24.6% 63.3% 19,805 31,958 25.2% 65.8% 23,037 31,998 26.2% 65.9% 23,037 32,446,862 28,909,865 59,924,712 89.1% 184.7% 902 Mountain View ‐ Winchester (B) 23,007 28.5% 62.1% 2,480 23,561 29.4% 62.5% 1,750 ‐98,289,110 ‐28,410,313 ‐61,201,240 28.9% 62.3% 902 Mountain View ‐ Winchester (C) 40,945 23.8% 63.1% 3,060 ‐125,291,700 ‐29,850,922 ‐79,033,680 23.8% 63.1% 902 Mountain View ‐ Winchester (D) 17,937 17.9% 64.3% 985 ‐17,667,945 ‐3,160,377 ‐11,366,900 17.9% 64.3% 902 Mountain View ‐ Winchester (E) 30,300 25.8% 65.4% 620 ‐18,786,000 ‐4,842,937 ‐12,290,880 25.8% 65.4% 902 Mountain View ‐ Winchester (F) 32,050 26.2% 65.9% 255 ‐8,172,750 ‐2,137,909 ‐5,387,640 26.2% 65.9% 903 Orange Line 30,723 22.3% 75.9% 23,257 30,938 23.3% 76.6% 23,257 1,434,049,877 326,449,529 1,093,497,626 22.8% 76.3% All Changes (both directions) 1,229,451 24.1% 69.2% 1,330,250 1,192,314 24.2% 69.5% 1,415,105 2,716,066,223 770,419,698 1,876,886,503 28.4% 69.1%

Low Income Minority Change Borne By 28.4% 69.1% Area Average 21.7% 66.8% Delta 6.7% 2.3% 9.g

page 4 of 4 UV84 9.g East Percent Change in People-Trips Palo Alto ¨¦§880

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Date: March 6, 2019 Current Meeting: April 11, 2019 Board Meeting: N/A

BOARD MEMORANDUM

TO: Santa Clara Valley Transportation Authority Committee for Transportation Mobility & Accessibility

THROUGH: General Manager, Nuria I. Fernandez

FROM: Director - Planning & Programming, Chris Augenstein

SUBJECT: Transit Speed Policy

FOR INFORMATION ONLY

BACKGROUND:

The average transit speed of VTA’s transit vehicles has declined 20% over the past 30 years. When transit speeds decline, on-time reliability suffers, and transit becomes less appealing to riders. Furthermore, slowing routes become increasingly more expensive to operate since VTA must add more buses and trains to maintain the same frequency of service. This is especially concerning on VTA’s highest ridership routes in the frequent network, which are among the slowest in the system. For example, between July 2014 and January 2019, VTA added 33,000 service hours to the frequent network to compensate for slow transit speeds. This comes at a cost of about $4M per year. However, if the average speed of the frequent network improves by just 1 mile-per-hour, it would reduce annual operating costs by over $15M per year. To address these issues and improve overall system performance, VTA has developed a Transit Speed Policy, provided as Attachment A.

Making Transit Faster

The primary sources of transit delay are increasing congestion, dwell time at stops/stations for passengers to board and alight, and time spent approaching and waiting at traffic signals. For example, VTA’s frequent network buses spend 32% of their time in traffic signal related delay and 25% of their time dwelling at bus stops. The other 43% is spent moving along their routes.

A variety of treatments are necessary to mitigate sources of delay. Some of the treatments are within VTA’s control and ability to improve, while others require close coordination and partnership with local jurisdictions. For example, VTA can improve the boarding process and eliminate bus stops to reduce dwell time but providing the traffic signal priority and right-of-way improvements necessary to move transit faster through intersections and along corridors is generally outside VTA’s purview. Similarly, land use policies that determine the intensity of people and activities close to transit are decisions made by local jurisdictions. Accordingly, fast

and reliable transit is dependent on support from, and coordination with, local jurisdictions.

To increase speed and improve reliability system-wide, in 2018 VTA initiated the Fast Transit Program. A key component of this program is the creation of a transit speed policy that formalizes VTA’s position to prioritize speed and reliability in planning and investment decisions. This policy will support the work of the Fast Transit Program and provide structure and direction to agency-wide efforts that impact transit speed and reliability.

DISCUSSION:

The proposed Transit Speed Policy is VTA’s commitment to improve systemwide transit speeds and reliability, principally, but not exclusively, within the frequent network. It sets forth guiding principles and strategies for implementing improvements aimed at making transit fast, and it provides a framework for advancing these strategies with local jurisdictions. Additionally, the policy provides guidance for local jurisdictions to develop or enhance their own local mobility policies and procedures to support the fast and safe operation of transit in throughout the county. Successful implementation of the policy will result in a significantly more efficient and effective transit system that is attractive to riders and supports the broader mobility goals of the jurisdictions where VTA operates.

The policy fulfills two of VTA’s Business Lines as described in the 2016 adopted Strategic Plan: a network of Fast, Frequent, and Reliable transit service and Delivering Projects and Programs through land use and transportation integration. The principles and strategies outlined in the policy are designed to advance these VTA directives. Additionally, the policy will work hand in hand with other VTA policies including but not limited to the Complete Streets Policy, the Land Use and Development Review Policy, the Commuter Shuttle Policy, the Station Access Policy, and the Transit Service Guidelines. Ultimately, the success of the policy depends on the ongoing cooperation, support, and partnership between VTA and local jurisdictions or other partners.

The policy is divided into the following sections:

Guiding Principles

A set of principles to guide VTA’s efforts to make transit fast and reliable. The principles describe how VTA will work to increase ridership, reduce operating costs, and build effective partnerships.

Strategies

A set of strategies that provide a starting point for VTA to develop and implement specific speed and reliability solutions to fulfill the vision contained in the guiding principles. This includes removing sources of delay within VTA’s control; working with local jurisdictions to reduce delay on streets and at intersections; funding and implementing improvements; and measuring, monitoring, and reporting on the effectiveness of speed and reliability improvements and the performance of the Policy.

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Action The Board of Directors will receive the proposed policy as an action item at the March 7, 2019 Board meeting.

Prepared By: Tamiko Percell Memo No. 6933

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Date: April 1, 2019 Current Meeting: April 11, 2019 Board Meeting: N/A

BOARD MEMORANDUM

TO: Santa Clara Valley Transportation Authority Committee for Transportation Mobility & Accessibility

THROUGH: General Manager, Nuria I. Fernandez

FROM: Deputy GM/Chief Financial Officer, Raj Srinath

SUBJECT: FY2020 and FY2021 2016 Measure B Program Funding

FOR INFORMATION ONLY

BACKGROUND:

On November 8, 2016, the voters of Santa Clara County approved by over a two-thirds vote Measure B, a 30-year, ½ cent sales tax measure supporting transportation projects and services. The 2016 Measure B lists and describes the following nine program categories and corresponding amounts:

Program Category Amount (in 2017 Dollars) Local Streets & Roads $1.2 Billion BART Phase II $1.5 Billion* Bicycle & Pedestrian $250 Million Caltrain Grade Separations $700 Million Caltrain Corridor Capacity Improvements $314 Million Highway Interchanges $750 Million County Expressways $750 Million SR 85 Corridor $350 Million Transit Operations $500 Million *Capped at 25% of Program Tax Revenue

The ½ cent sales tax collection began on April 1, 2017. The validity of the Measure was challenged in court and funds were held in escrow until January 30, 2019, when all appeals were exhausted and the Measure was upheld.

The VTA Board of Directors appropriated 2016 Measure B funds for projects and programs as part of its FY2018 and FY2019 budget adoption on June 1, 2017. These appropriations remain available to the projects and programs and do not expire at the end of the fiscal year.

FY2018 & FY2019 Adopted 2016 Measure B Budget ($ Millions)

FY18 FY19 Administrative Costs 3.30 3.30 Program Area FORMULA Local Streets & Roads 50.00 40.00 BASED Transit Operations Enhance Core Network 13.50 13.50 Innovative Transit Models Expand Mobility & Affordable Fares 2.50 2.50 Improve Amenities 1.30 Bicycle & Pedestrian Education/Encouragement 2.50 Capital Projects 13.33 Planning Projects 0.83

NEED/ BART Phase II 0.00 CAPACITY BASED Caltrain Grade Separation 7.00 Caltrain Corridor Capacity 6.30 SR 85 Corridor 12.00 County Expressways 50.00 Highway Interchanges 87.00 Total 308.86

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DISCUSSION:

VTA staff recommends that the Board of Directors appropriate 2016 Measure B funds for projects and programs in the following 2016 Measure B program categories for FY2020 and FY2021.

Proposed FY2020 & FY2021 2016 Measure B Budget ($ Millions)

FY20 FY21 Administrative Costs 3.30 3.30 Program Category Local Streets & Roads 40.00 40.00 Transit Operations Enhance Core Network 12.00 12.00 Innovative Transit Models 1.50 1.50 Expand Mobility & Affordable Fares 2.50 2.50 Improve Amenities 1.30 Bicycle & Pedestrian Education/Encouragement 2.50 Capital Projects 13.33 Planning Projects 0.83

BART Phase II 150.00 Caltrain Grade Separation 31.00 Caltrain Corridor Capacity 2.50 SR 85 Corridor 2.50 County Expressways 0.00 Highway Interchanges 119.90 Total $442.46

Administration

The VTA Board appropriated a total of $6.6 million in the FY2018 and FY2019 budgets. Of that amount, $1.65 million was reimbursed to the Transit Enterprise fund for the cost of the ballot measure. Approximately $400,000 has been expended on VTA labor for development of the 2016 Measure B program since the election. As the 2016 Measure B Program is in its infancy and to account for unforeseen activities, staff recommends that the VTA Board continue $3.3 million annual appropriations for FY2020 and FY2021 for administration and oversight of the Program.

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Local Streets and Roads

The VTA Board of Directors appropriated $90 million in the FY2018 and FY2019 budget to be distributed to the cities and the County for roadway maintenance, rehabilitation and complete streets activities. $40 million was allocated for each fiscal year, with the remaining $10 million being an estimate for a one-time advance to be distributed to the cities and County based on collections between April 1, 2017 through June 30, 2017. VTA staff recommend continued appropriation of $40 million in FY2020 and in FY2021 for this purpose. This would result in a total Local Streets and Roads appropriation of $170 million for the four-year period.

BART Phase II

No appropriation was requested or made for FY2018 or FY2019. A total of $150 million is requested for pre-construction activities for FY2020 and FY2021.

Bicycle and Pedestrian

The VTA Board appropriated $16.7 million in the FY2018 & FY2019 budget cycle for this program category. VTA staff recommends appropriating an additional $16.7 million for FY2020 and FY2021. If approved, the total four-year appropriation would be $33.3 million.

Caltrain Grade Separations

The VTA Board appropriated $7 million in the FY2018 & FY2019 budget cycle for this program category. VTA staff recommend appropriating an additional $31 million for the FY2020 and FY2021 cycle. This would result in a total appropriation of $38 million. VTA’s Caltrain Grade Separation Implementation Plan will require $1 million. The $37 million balance will be available for cities to advance their project activities.

Caltrain Corridor Capacity Improvements

The VTA Board of Directors approved $6.3 million for FY2018 & FY2019, $2.0 million as part of the FY2018 and FY2019 adoption and an additional $4.3 million in June 2018. Of this allocation, $4.3 million is for the locomotive overhaul capital project led by Caltrain, without which increased service to South County cannot occur. An additional $750,000 will be used to begin a South County Rail Study that will study potential options for enhanced transit service, specifically heavy rail service, down to south county and will include Caltrain, Altamont Corridor Express (ACE), Capital Corridor, the Transportation Agency for Monterey County (TAMC), the California State Transportation Agency (CALSTA), and the cities of Gilroy, Morgan Hill, and San Jose.

The balance of the FY18/FY19 allocation and a staff recommended allocation of $2.5 million for FY2020 & FY2021 for work on the San Jose Diridon Station Plan brings the total appropriation of this program category for FY18 through FY20 to $8.8 million.

Highway Interchanges

The VTA Board appropriated $87 million in the FY2018 & FY2019 budget cycle for this

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program category. VTA staff are recommending an additional $119.9 in appropriation for the FY2020 and FY2021 budget years. Two projects in the FY2020 & FY2021 request, the US 101 Southbound/Trimble Rd./De La Cruz Blvd./Central Expressway Interchange Improvements Project and the Charcot Avenue Overcrossing Project, are not fully funded for construction. VTA will work with the City of San Jose to secure the needed funds to complete construction. Attachment A provides a complete listing of projects, with currently approved and recommended additional appropriation.

County Expressways

The VTA Board appropriated $50 million for Expressways in the FY2018 & FY2019 budget cycle. Implementation priorities for the program category are determined by the County of Santa Clara. County Roads and Airports is currently developing an implementation plan. VTA and County Roads staff agree that the existing appropriation is sufficient for activities likely to occur in the next two years. The County’s priority project listing will be presented to the VTA Board at a future meeting. No additional appropriation is recommended for this budget cycle.

SR 85 Corridor

The VTA Board of Directors appropriated $12 million for this program in the FY2018 & FY2019 budget cycle. VTA staff are conducting a transit alternatives study for the corridor. The cost to complete the study is estimated to be $1.4 million. The remaining $10.6 million is allocated to the implementation of the five noise mitigation pilot projects identified by the SR85 Noise Abatement Study. Once the transit guideway study is complete, initial planning and feasibility analysis for the improvements that may emerge from the transit guideway study will need to be conducted. VTA staff recommends $2.5 million for the 2020 & 2021 fiscal years for these efforts.

Transit Operations

The VTA Board appropriated $33.3 million for this category in the FY2018 & FY2019 budget cycle, and the Board further refined the distribution at its October 2017 meeting. VTA staff recommends appropriating the same amount and continuing with the same distribution for FY2020 and FY2021.

Transit Operations ($ Millions)

Previous New Transit Operations Sub-category FY18 FY19 FY20 FY21 Total FY18 - FY21 Enhance Core Network $12 $12 $12 $12 $48.0 Innovative Transit $1.5 $1.5 $1.5 $1.5 $6.0 Expand Mobility & Affordable Fares $2.5 $2.5 $2.5 $2.5 $10.0 Improve Amenities $1.3 $1.3 $2.6 Totals $33.3 $33.3 $66.6

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ADVISORY COMMITTEE DISCUSSION/RECOMMENDATION The Technical Advisory Committee (TAC) heard this item at their March 13, 2019 meeting. Brief discussion was had on how to access currently available funds for the Local Streets and Roads, Bicycle/Pedestrian Education & Encouragement, and Highway Interchanges Program Categories. A TAC member requested that the Innovative Transit Service Models Competitive Grant Program be retroactive to include expenses beginning July 2019 should a project be awarded funding. Another TAC member requested that reference to the City of Mountain View be removed from the Caltrain Grade Separation Program Category discussion in the memo, as it appeared that other cities were not eligible for the proposed FY20/FY21 allocation $31 million. The TAC unanimously recommended that the Board of Directors approve this item, with an amendment to remove the reference to the City of Mountain View in the Caltrain Grade Separation Program Category discussion in the memo. The Citizens Advisory Committee (CAC) heard this item at their March 13, 2019 meeting. Clarification was provided on the Noise Abatement Program in the Highway Program Category and the noise abatement pilot projects that will be constructed on SR85. A CAC member requested VTA adopt a policy to separate at-grade crossings throughout the county. The CAC unanimously recommended that the Board of Directors approve this item. The Bicycle & Pedestrian Advisory Committee (BPAC) heard this item at their March 13, 2019 meeting. Discussion was had on the following: 1) Coordinate projects as best as possible to be cost effect and cause as minimal disruption as possible; 2) Update on increased Caltrain service to south county; 3) Request VTA to adopt a policy to separate all at-grade crossings; 4) The criteria development and scoring process for the Bicycle/Pedestrian Capital Projects Competitive Grant Program; and 5) Doubling the Bicycle/Pedestrian allocations for the early years. The BPAC, with three no-votes, recommended that the Board of Directors approve this item, with an amendment to emphasize funding for the Education & Encouragement sub-category of the Bicycle/Pedestrian Program Category. The Policy Advisory Committee (PAC) heard this item at their March 14, 2019 meeting. Discussion was had on the following: 1) Why 2016 Measure B funds were being used on Caltrain locomotive overhauls; 2) Schedule for increased Caltrain service to south county; 3) Clarification that the Local Streets & Roads formula would not change; 4) Request that language in the Caltrain Grade Separation Program Category discussion state that funds allocated for FY20/FY21 be available for all three eligible cities. Staff clarified to the committee that the Board of Directors approved the allocation of 2016 Measure B funds in 2018 for the Caltrain locomotive overhaul project. Staff will provide the schedule for increased Caltrain service to south county to the PAC. PAC also requested a roadmap of 2016 Measure B funds, with expected expenditures and funding models for each program categories, for future years. The PAC unanimously recommended that the Board of Directors approve this item with the following amendments: 1) Provide a roadmap of 2016 Measure B funds 2) Clarify the Caltrain Grade Separation program category discussion to state that funds allocated for FY20/FY21 are available for all three eligible cities; and 3) Express the strongest opposition to using $4.3 million

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of 2016 Measure B funds for the Caltrain Locomotive Overhaul project. STANDING COMMITTEE DISCUSSION/RECOMMENDATION: The Congestion Management Programming & Planning (CMPP) Committee heard this item at their March 21, 2019 meeting. Discussion was had on the status and schedule of the five SR 85 Noise Abatement pilot projects. A member requested that the Highway Interchange Program Category be revised to reflect a project in their jurisdiction. Staff stated that the Highway Interchange Program Category would be revised for the Board of Directors meeting, as there are currently moving parts to address. The CMPP unanimously recommended that the Board of Directors approve this item, with the understanding that the Highway Interchange Program Category be revised.

Prepared By: Jane Shinn Memo No. 6953

Page 7 of 7 11.a Proposed 2016 Measure B (MB) Highway Interchanges Program FY20 and FY21 Projects and Allocation

ATTACHMENT A: DETAILED 2016 MEASURE B HIGHWAY PROGRAM BUDGET REQUEST

Total Project MB MB Cost ($M) Implementing FY 18-21 ID Route Project Title Jurisdiction FY 18 - FY 19 FY 20 - FY 21 Agency Total Appropriation Request A SR 17 Southbound/Hamilton Ave. Off-Ramp A17Widening $2.0 Campbell Campbell $1.0000 $0.0000 $1.0000

SR 17/San Tomas Expressway Interim B17Improvements $1.0 Campbell Campbell $1.0000 $0.0000 $1.0000

Hwy. Transportation Operations System/Freeway CAllPerformance Initiative Phase 1 & 2 $54.0 Countywide VTA $1.0000 $0.0000 $1.0000

Noise Abatement Program (Countywide) DAll $50.0 Countywide VTA $4.0000 $0.0000 $4.0000

I-280/Wolfe Rd. Interchange Improvements E 280 $86.0 Cupertino VTA $6.0000 $1.5000 $7.5000

I-280 Northbound: Second Exit Lane to Foothill Cupertino, F 280 Expressway $4.2 VTA $3.5000 $0.0000 $3.5000 Los Altos Highway 17 Corridor Congestion Relief including G17SR 17/SR 9 interchange $50.0 Los Gatos VTA $0.0000 $5.4000 $5.4000 US 101/SR 25 Interchange (ENV/PS&E) H 152 $65.0 Gilroy VTA $2.0000 $8.0000 $10.0000

US 101/Buena Vista Ave. Interchange Improvements I 101 $35.0 Gilroy VTA $1.0000 $0.0000 $1.0000

Calaveras Boulevard Widening - Near-term J 237 improvements $2.0 Milpitas VTA $1.0000 $0.8000 $1.8000

SR 237 Westbound On-Ramp at Middlefield Road K 237 $50.0 Mt View VTA $0.0000 $4.0000 $4.0000

US 101 Interchanges Improvements: San Antonio Palo Alto, Mt L 101 Rd. to Charleston Rd./Rengstorff Ave. $35.0 VTA $1.0000 $1.0000 $2.0000 View US 101 Southbound/Trimble Rd./De La Cruz M 101 Blvd./Central Expwy. Interchange Improvements $60.0 San Jose VTA $4.0000 $35.0000 $39.0000

Double Lane Southbound US 101 off-ramp to N 101 Southbound SR 87 $3.0 San Jose VTA $1.5000 $1.0000 $2.5000

US 101/Mabury Rd./Taylor St. Interchange O 101 Construction $95.0 San Jose San Jose $2.0000 $0.0000 $2.0000

I-280/Winchester Blvd. Interchange Improvements P 280 $90.0 San Jose VTA $3.0000 $6.0000 $9.0000

SR 87 Technology-based Corridor Improvements - Q87(SB 87 Charcot On-ramp HOV Bypass) $3.0 San Jose VTA $1.0000 $1.7000 $2.7000

US 101/Zanker Rd./Skyport Dr./Fourth St. R 101 Interchange Improvements $162.0 San Jose VTA $3.0000 $6.0000 $9.0000

US 101/Old Oakland Rd. Interchange Improvements S 101 $25.0 San Jose San Jose $1.0000 $0.0000 $1.0000

US 101/Blossom Hill Rd. Interchange Improvements T 101 $32.0 San Jose San Jose $4.0000 $24.1000 $28.1000

Charcot Overcrossing U 880 $50.0 San Jose San Jose $12.0000 $25.0000 $37.0000

SR 237/Mathilda Ave. and US 101/Mathilda Ave. V 237 Interchange Improvement + follow-up Landscaping $47.0 Sunnyvale VTA $34.0000 $0.0000 $34.0000

Highway Program Management/Oversight VTA $0.0000 $0.4000 $0.4000

Totals $87.0000 $119.9000 $206.90

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Committee for Transportation Mobility and Accessibility (CTMA) Work Plan April - October 2019

CTMA BOD CTMA BOD CTMA BOD BOD CTMA BOD Doc ID Origin Short Title 4/11 5/2 5/9 6/6 7/11 8/1 9/5 9/12 10/3 6839 Dept - Transportation Planning / 2019 New Transit Service Plan A A Jason Tyree 6894 Dept - Grants and Fund Allocations / FY20/FY21 2016 Measure B Program Funding Proposal A Marcella Rensi 6841 Dept - Transportation Planning / Transit Speed Policy A Tamiko Percell 6765 Division - Operations / Inez Evans Transit Operations Performance Report - Q2 FY 2019 I

6739 Dept - Transportation Planning / Transit Service Changes - April 8, 2019 I Jason Tyree 6933 Division - Planning and Programming / Transit Speed Policy I Tamiko Percell 6740 Dept - Transportation Planning / Transit Service Changes - July 1, 2019 I I Jason Tyree 6766 Division - Operations / Inez Evans Transit Operations Performance Report - Q3 FY 2019 I

6741 Dept - Transportation Planning / Transit Service Changes - October 7, 2019 I I Jason Tyree

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