July 2017 Short Range Transit Plan and Capital Improvement Program Federal transportation statutes require that the Metropolitan Transportation Commission (MTC), in partnership with state and local agencies, develop and periodically update a long‐range Regional Transportation Plan (RTP) and a Transportation Improvement Program (TIP) that implements the RTP by programming federal funds to transportation projects contained in the RTP. To effectively execute these planning and programming responsibilities, MTC requires that each transit operator in its region that receives federal funding through the TIP prepare, adopt, and submit to MTC a Short Range Transit Plan (SRTP) that includes a Capital Improvement Program (CIP). Schedule, cost, and performance data used to generate this SRTP/CIP were based upon the most current information available as of June 2017. Table of Contents Page 1 Introduction .................................................................................................................. 1‐1 2 Overview of the BART System ....................................................................................... 2‐1 2.1 Governance ............................................................................................................... 2‐2 2.2 Organizational Structure ........................................................................................... 2‐2 2.3 Services Provided and Areas Served ......................................................................... 2‐5 2.4 Fares .......................................................................................................................... 2‐8 2.5 Customer Information ............................................................................................. 2‐13 2.6 Physical Infrastructure and Capital Assets .............................................................. 2‐13 3 BART Goal Areas, Objectives, and Performance Evaluation ........................................... 3‐1 3.1 Performance Measures for Four Strategic Plan Goal Areas ...................................... 3‐4 3.2 Ten‐Year Retrospective of BART System Performance ............................................. 3‐8 3.3 Compliance .............................................................................................................. 3‐16 4 Operating Service Plan and Financial Plan ..................................................................... 4‐1 4.1 Long‐term Operating Financial Outlook .................................................................... 4‐1 4.2 Operating Service Plan .............................................................................................. 4‐3 4.3 Operating Financial Plan ............................................................................................ 4‐8 5 Capital Improvement Program ...................................................................................... 5‐1 5.1 Capital Financial Outlook ........................................................................................... 5‐2 5.2 Capital Needs ............................................................................................................. 5‐8 5.3 Capital Funding ........................................................................................................ 5‐30 Appendix A: Acronym List ..................................................................................................... A‐1 Table of Figures Page Figure 2‐1 Milestones in BART History .................................................................................... 2‐1 Figure 2‐2 BART Board of Directors ........................................................................................ 2‐2 Figure 2‐3 Union Membership ................................................................................................ 2‐2 Figure 2‐4 BART Organizational Chart ..................................................................................... 2‐4 Figure 2‐5 BART Routes and Hours of Service ......................................................................... 2‐5 Figure 2‐6 BART Headways ..................................................................................................... 2‐5 Figure 2‐7 BART System Map .................................................................................................. 2‐6 Figure 2‐8 BART Fare Components and Ticket Prices (effective January 1, 2016)................ 2‐10 Figure 2‐9 BART Station‐to‐Station Fare Table (effective January 1, 2016) .......................... 2‐12 Figure 2‐10 BART Rail Vehicle Inventory ................................................................................. 2‐15 Figure 2‐11 BART Fare Collection Assets ................................................................................. 2‐20 Figure 2‐12 BART Access Hierarchy ......................................................................................... 2‐21 Figure 2‐13 BART Weekday Access Mode Shares ................................................................... 2‐22 Figure 2‐14 BART Bike Parking Supply .................................................................................... 2‐24 Figure 2‐15 BART Automobile Parking at Stations .................................................................. 2‐25 Figure 3‐1 BART Strategic Plan Framework............................................................................. 3‐3 Figure 3‐2 BART Strategic Plan Goal Area Performance ......................................................... 3‐6 Figure 3‐3 BART Ridership ....................................................................................................... 3‐9 Figure 3‐4 BART Annual Ridership (FY07‐FY16) ...................................................................... 3‐9 Figure 3‐5 BART Top 10 Ridership Days ................................................................................ 3‐10 Figure 3‐6 BART Average Weekday Trips by Market Area .................................................... 3‐10 Figure 3‐7 BART Revenue Service Hours and Miles .............................................................. 3‐13 Figure 3‐8 BART Operating Financial History ........................................................................ 3‐14 Figure 3‐9 FTA Triennial Review Findings ............................................................................. 3‐18 Figure 4‐1 BART Ridership Forecast ........................................................................................ 4‐4 Figure 4‐2 BART Rail Service Forecast ..................................................................................... 4‐7 Figure 4‐3 ADA Paratransit Projected Passengers and Productivity ....................................... 4‐8 Figure 4‐4 BART Operating Financial Forecast ...................................................................... 4‐10 Figure 5‐1 Capital Financial Outlook: Total Identified Need vs. Total Identified Funding ...... 5‐7 Figure 5‐2 Capital Needs by Type .......................................................................................... 5‐10 Figure 5‐3 CIP Investment Needs .......................................................................................... 5‐11 Figure 5‐4 Capital Funding Sources ....................................................................................... 5‐31 Figure 5‐5 Measure RR System Renewal Plan ‐ Summary of Investments ........................... 5‐34 1 INTRODUCTION This Fiscal Year 2017 Short Range Transit Plan/Capital Improvement Program (covering FY17‐FY26 for the SRTP and FY17‐FY31 for the CIP) forecasts BART’s operating and capital needs, including reinvestment and upgrades to its aging system and new investments to modernize and expand the system. This SRTP/CIP is presented in compliance with the requirements of the Metropolitan Transportation Commission (MTC). The purpose of the SRTP/CIP is to: Serve as a management and policy document for BART. Provide the Federal Transit Administration (FTA) and MTC with required information to meet regional fund programming and planning criteria. Describe and validate BART’s capital and operating budgets. Inform requests for federal, state, and regional funds. Assess BART’s financial capacity to carry out proposed levels of service and the associated capital improvement program. Provide MTC with regular information on projects and programs of regional significance. Articulate goals, objectives, and standards by which BART assesses the system’s performance (also part of the MTC Triennial Performance Audit of the operator). BART is increasingly transforming its management practices to correspond with its Strategic Plan Framework, as adopted by the Board of Directors in October 2015. Per Board direction, the agency has committed to advancing the Vision statement: “BART supports a sustainable and prosperous Bay Area by connecting communities with seamless mobility.” The programs and projects described in this SRTP/CIP reflect the Strategic Plan Framework’s Mission Statement, goals and strategies. Specifically, over the next two years, BART will integrate the annual budget process, strategy‐based four‐year work plans, enhanced performance management, and an annual report under the umbrella of the Strategic Plan Framework. The SRTP/CIP is a forecasting tool that allows BART to identify potential financial challenges to its future operating budgets and capital project portfolio. BART’s financial capacity to carry out proposed levels of service and the associated capital improvement