ADMINISTRATION & FINANCE COMMITTEE Thursday, April 15, 2021 12:00 PM *TELECONFERENCE AND VIDEO CONFERENCE MEETING ONLY* Until further notice and pursuant to California Governor Gavin Newsom’s Executive Order N-29-20, the VTA Administration & Finance Committee will convene a teleconference and video conference meeting only. Zoom Meeting Link: https://us02web.zoom.us/j/81620027433 Smart Phone dial in: US+12133388477,,81620027433# or +16692192599,,81620027433# Telephone dial: US+1 669 900 9128 or +1 669 219 2599 Webinar ID: 816 2002 7433 Technology limitations may limit the ability to receive verbal public comments during the meeting. We request the public to submit their comments by 5:00 p.m. on April 14, 2021, to [email protected]. Instructions for participating in the teleconference will be posted on VTA’s website: https://bit.ly/vta-af-agendas. AGENDA CALL TO ORDER 1. ROLL CALL 2. PUBLIC COMMENT: This portion of the agenda is reserved for persons desiring to address the Committee on any matter not on the agenda. Speakers are limited to 2 minutes. The law does not permit Committee action or extended discussion on any item not on the agenda except under special circumstances. If Committee action is requested, the matter can be placed on a subsequent agenda. All statements that require a response will be referred to staff for reply in writing. 3. ORDERS OF THE DAY CONSENT AGENDA 4. ACTION ITEM - Approve the Regular Meeting Minutes of March 18, 2021. 5. ACTION ITEM -Recommend that the VTA Board of Directors: 1) Approve the selling of Low Carbon Fuel Standard (LCFS) credits using a Request for Quotes (RFQ) process; 2) Delegate authority to the General Manager/Chief Executive Officer (CEO) or designee to enter into purchasing and selling agreements with buyers of LCFS credits; 3) Delegate authority to the Chief Financial Officer (CFO) or designee to approve the sale of LCFS credits based on a specified price range; and 4) Delegate authority to the General Manager/CEO or designee to competitively procure Renewable Energy Certificates (RECs) for the purpose of increasing the number of LCFS credits earned. updated 4/13/21 2 pm
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ADMINISTRATION & FINANCE COMMITTEE
Thursday, April 15, 2021
12:00 PM
*TELECONFERENCE AND VIDEO CONFERENCE MEETING ONLY*
Until further notice and pursuant to California Governor Gavin Newsom’s Executive Order
N-29-20, the VTA Administration & Finance Committee will convene a teleconference and
SUBJECT: I-680 Soundwall - Vehicle Registration Fee Transfer
Policy-Related Action: No Government Code Section 84308 Applies: No
ACTION ITEM
RECOMMENDATION:
Recommend that the VTA Board of Directors approve the transfer of $800,000 of Vehicle
Registration Fee (VRF) funds from the I-680 Soundwall Project in San Jose from Capitol
Expressway to Mueller Avenue to the I-280 Soundwall Project in San Jose from SR 87 to Los
Gatos Creek.
EXECUTIVE SUMMARY:
• The purpose of this request is to recommend the transfer of VRF funds from the I-680
Soundwall Project to the I-280 Soundwall Project.
• Transferring the VRF funds would allow the completion of the environmental phase of the I-
280 Soundwall project without affecting the I-680 project completion.
• The I-680 and I-280 Soundwall Projects promote the Santa Clara Valley Transportation
Authority's (VTA’s) Business Line #2 - Delivering Projects and Programs.
STRATEGIC PLAN/GOALS:
Transferring the VRF funds would provide funding to complete the environmental phase of the I-
280 Soundwall Project, consistent with several core values in the VTA Strategic Plan. These core
values and possible project benefits include a) Safety - improving the health and safety of the
public; b) Quality - improving the corridor; and c) Sustainability - operate services and design
projects to minimize negative impacts on the environment.
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FISCAL IMPACT:
This action would transfer existing $800,000 of VRF funds from the I-680 Soundwall Project to
the I-280 Soundwall Project. There is sufficient appropriation for these expenditures in the FY21
Adopted VTP Highway Improvement Program Fund Capital Budget.
BACKGROUND:
VTA, Caltrans and the City of San Jose are coordinating the development of two soundwall
projects in the City of San Jose. The I-680 Soundwall Project would construct new soundwalls
on I-680 from Capitol Expressway to Mueller Avenue. The I-280 Soundwall Project would
construct new soundwalls on I-280 from Los Gatos Creek to State Route 87. Due to noise
deficiencies based on Section 215.5 of the California Streets and Highways Code, these
soundwalls would provide effective noise abatement to sensitive receptors along these corridors.
The projects were initiated in 1992 with a Noise Barrier Scope Summary Report that served as
the project initiation document. The I-680 Soundwall Project completed the project approval and
environmental document (PA/ED) phase in 2019 and is currently in the design phase. The I-280
Soundwall Project is currently in the PA/ED phase.
On June 3, 2010, the VTA Board adopted a resolution placing 2010 Santa Clara Measure B
before the voters of Santa Clara County to authorize a $10 increase in the fees of motor vehicle
registration for transportation-related projects and programs. The VTA Board also adopted an
expenditure plan allocating the revenue to transportation-related programs and projects that have
a relationship or benefit to the persons who pay the fee. On November 2, 2010, the voters of
Santa Clara County approved Measure B by majority vote.
The expenditure plan dedicates 15% of the VRF revenue collected via the 2010 Santa Clara
Measure B to a Countywide Program that includes a provision for using the funds to match
federal/state/regional transportation grants applied to any roadway transportation project
included in the adopted Valley Transportation Plan.
At its November 2015 and May 2017 meetings, the VTA Board approved $502,000 and
$500,000, respectively, of VRF matching funds for the I-680 Soundwall project for the
environmental documentation phase.
At its May 2018 and February 6, 2020 meetings, the VTA Board approved $173,000 and $2
million, respectively, of VRF matching funds for the I-680 Soundwall project for the design and
construction phases.
At the June 2019 California Transportation Commission (CTC) meeting, the I-280 Soundwall
Project received $833,000 of State Transportation Improvement Program (STIP) funds for the
environmental documentation phase. The project is expected to complete the environmental
documentation phase by the end of this year but is experiencing a shortfall in funding.
DISCUSSION:
The I-280 Soundwall Project environmental phase is underfunded due to additional studies and
investigations required for the project. Additional costs are also attributable to project schedule
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delays due COVID-19 impacts resulting in highway traffic volumes not representative for noise
modeling purposes.
According to CTC staff, additional STIP funding for the I-280 Soundwall Project environmental
phase is not available since funds have already been allocated to the environmental phase. This
is the reason for seeking funding to complete the environmental phase from other sources. The
$800,000 in VRF funds that are requested to be moved to the I-280 Soundwall Project is
currently intended for the construction phase of the I-680 Soundwall Project. However, the
$800,000 would be covered by requesting the full cost of construction for the I-680 Soundwall
Project from the STIP. As a result, full funding for the I-680 Soundwall Project would remain
intact while full funding for the I-280 Soundwall Project environmental phase would be
achieved. Any remaining funds from the environmental phase would go toward the design phase
for the I-280 Soundwall Project.
To maintain the existing schedule and not further delay the project it is recommended that these
VRF funds be transferred to the I-280 Soundwall Project. These funds would fully fund the
PA/ED phase and also help with the design phase of project development.
ALTERNATIVES:
The Board could decline to transfer the VRF funds which would further delay the completion of
the I-280 Soundwall Project.
The Board could make alternative programming changes to the VRF funds.
CLIMATE IMPACT:
The I-680 Soundwall and I-280 Soundwall Projects would not change the daily greenhouse gas
emissions when comparing before and after project conditions. Emissions related to construction
activities would temporarily increase emissions during construction.
Prepared by: Jason Nesdahl - Project Manager
Memo No. 7766
ATTACHMENTS:
• Attachment A - I-680 Soundwall Project Fact Sheet (PDF)
• Attachment B - I-280 Soundwall Project Fact Sheet (PDF)
6
FACT SHEET: Highways I 680 Soundwalls Project
Overview
The Santa Clara Valley Transportation Authority (VTA), in cooperation with the City of San Jose
and the Department of Transportation (Caltrans), proposes to construct soundwalls along I-680
between Capitol Expressway and Mueller Avenue.
Objective
The purpose of this project is to reduce noise by constructing soundwalls as an effective
noise abatement measure.
Project Features
The proposed improvements include:
• Construct new soundwalls along northbound I-680 between Capitol Expressway and Muirfield Drive
• Construct new soundwalls along northbound I-680 between Gebhart Avenue and Mueller Avenue
• Construct new soundwalls along southbound I-680 between Alum Roack Avenue and Foss Avenue
Project Cost Estimate The total project cost is estimated at $9.6 million. Project Schedule
Environmental Approval: 8/2016 - 5/2019
Design Completion: 6/2019 – Fall 2021
Project Construction: Winter 2022 – Winter 2023 How to Reach Us
If you have any questions about I680 Soundwalls Project, please call VTA’s Community Outreach Department at (408) 321-7575, (TTY) for the hearing-impaired (408) 321-2330. You may
also visit us on the web at www.vta.org or email us at [email protected].
The Santa Clara Valley Transportation Authority (VTA), in cooperation with the City of San Jose
and the Department of Transportation (Caltrans), proposes to construct soundwalls along I-280
between State Route 87 and Los Gatos Creek.
Objective
The purpose of this project is to reduce noise by constructing soundwalls as an effective
abatement measure.
Project Features
The potential improvements, subject to meeting noise abatement criteria, may include but are not limited to the following:
• Construct new soundwalls along northbound I-280 between the Caltrain tracks and the Los Gatos Creek Bridge
• Construct new soundwalls along southbound I-280 between the Los Gatos Creek Bridge and the Caltrain tracks
• Construct new soundwalls along southbound I-280 between the Caltrain tracks and Bird Avenue
• Construct new soundwalls along southbound I-280 between Bird Avenue and State Route 87
Project Cost Estimate
The total project cost is estimated at $12 million.
Project Schedule
Environmental Clearance Phase: May 2020 - Fall 2021 Design Phase: Winter 2022 – Fall 2022 Construction Phase: Winter 2023 – Fall 2024
Continued
How to Reach Us
If you have any questions about I680 Soundwalls Project, please call VTA’s Community Outreach Department at (408) 321-7575, (TTY) for the hearing-impaired (408) 321-2330. You may also visit us
SUBJECT: Amendment to SR 17 Corridor Congestion Relief Project
Policy-Related Action: No Government Code Section 84308 Applies: Yes
ACTION ITEM
RECOMMENDATION:
Recommend that the VTA Board of Directors authorize the General Manager/CEO to execute a
contract amendment with Jacobs Engineering Group, Inc. (Jacobs) for Project
Approval/Environmental Document (PA/ED) services for the SR 17 Corridor Congestion Relief
Project (Project) in the amount of $2,930,000 for a new total contract amount of $3,474,436.
EXECUTIVE SUMMARY:
• The Santa Clara Valley Transportation Authority (VTA) executed a contract with Jacobs on
April 7, 2020 for fieldwork, investigations, and studies required to complete an Alternative
Analysis and Project Initiation Document (PID).
• Staff proposes to amend the contract to include the additional professional services required
for the Project Approval/Environmental Documents (PA/ED) phase for the Project.
• Approving this item would allow for the proposed project alternatives to be evaluated for
their potential benefits to improve traffic operations along SR 17 from Lark Avenue to SR 9,
improve bicycle-pedestrian connectivity across SR 17 and reduce cut through traffic in the
Town of Los Gatos.
• This item aligns with Business Line #2 - Delivering Projects and Programs.
STRATEGIC PLAN/GOALS:
The project improvements that are identified in the preliminary planning documents provide for
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improved mobility and new active transportation infrastructure to encourage growth in non-
motorized travel demand. These improvements are consistent with VTA's core values of safety,
quality and sustainability.
FISCAL IMPACT:
This action would authorize up to $2,930,000 for the completion of the deliverables required to
complete the PA/ED services. Sufficient funds were included in the FY20/21 VTP Highway
Improvement Program Capital Budget to fund this expenditure. The fund sources for this work
include the 2016 VTA Measure B and Town of Los Gatos local funds.
BACKGROUND:
On November 6, 2019, VTA issued a Request For Proposals (RFP) to provide engineering
services and to complete a PID for the Project in the Town of Los Gatos. Two proposals were
received in response to the RFP and Jacobs was selected through a competitive selection process.
The review panel consisted of members from VTA, Caltrans and the Town of Los Gatos.
After the selection process and the contract negotiations were completed, the VTA Board took
action at its March 5, 2020 meeting authorizing the General Manager to enter into a contract for
$544,436 with Jacobs for the PID phase work with the ability to return to the Board for
amendments for subsequent phases.
The Project would construct auxiliary lanes on SR 17 to connect the on-ramps and off-ramps
between Lark Avenue and Los Gatos-Saratoga Road (SR 9). The Project would also remove the
existing full cloverleaf interchange configuration at SR17/SR9 and replace it with a more
modern spread diamond or partial cloverleaf configuration. The new interchange configuration
would be developed with extra emphasis placed on a design that is much more user friendly to
active transportation travel modes (bicycle and pedestrian). Specific bicycle and pedestrian
elements will be critical components of the new design. The Project would also improve
mainline SR 17 traffic operations to help discourage cut through traffic in the Town of Los
Gatos.
DISCUSSION:
The original scope of work in the contract with Jacobs covered the PID project development
phase and contemplated potential amendments for follow-on work. The contract was
subsequently amended (Amendment #1) to add labor classifications that are needed to complete
the scope of services that were not listed in the original contract; the contract value was not
changed.
The action requested in this memorandum would grant authority for the Interim General
Manager/CEO to execute contract amendment #2 with Jacobs for the completion of the activities
required for the PA/ED phase of the Project.
VTA staff would return to the VTA Board for the award of contract amendments for the
subsequent Final Design, Right-of-Way, and Design Services During Construction phases as the
Project proceeds. VTA staff may also recommend that a new procurement be completed if the
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contractor’s performance for the PA/ED phase does not meet the standards set by the VTA
Board and management.
CONTRACT SUMMARY:
Vendor Name: Jacobs Engineering Group Original Contract Amount: $ 544,436
Contract Number: S19203 Prior Modifications: $ 0
Contract Term(s): June 30, 2023 Amount Requested: $ 2,930,000
Procurement Type: Cost Plus Fixed Fee Total Amount Including Request: $ 3,474,436
Small Business Enterprise Goal: 4.65% % of Request to Current Amount: 538%
Funding Source(s): 2016 VTA Measure B
and Town of Los Gatos
% Modifications including request
to original contract:
538%
ALTERNATIVES:
The VTA Board could elect not to authorize amending this contract. However, such an action
would delay implementation of the Project, potentially result in the loss of the funding
contributions from the Town, and delay providing operational and active transportation facility
improvements for motorists, bicyclists and pedestrians.
CLIMATE IMPACT:
The effects on greenhouse gas emission would be determined in the PA/ED phase of the Project.
Providing traffic operational improvements could lead to an increase in Vehicle Miles Traveled
(VMT). The active transportation improvements proposed as part of the Project could help to
offset VMT increases by reducing travel demand for trips by motor vehicles.
BUSINESS DIVERSITY REQUIREMENTS:
Based on identifiable subcontracting opportunities to perform the scope of services, a Small
Business Enterprise (SBE) goal of 4.65% was established for this contract. Jacobs has committed
to a 22.33% SBE goal. This amendment does not change the SBE requirements for this project.
Jacobs has committed to continuing to utilize SBE firms to an extent that exceeds the SBE goal
for this Project.
Prepared by: Chris Lillie, Project Manager
Memo No. 7625
ATTACHMENTS:
• Attachment A - Project Locations Map (PDF)
• Attachment B - List of Consultants (PDF)
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Attachment A
Project Location Map
7.a
Page 5 of 5
Attachment B
Consultant List
Firm Name Contact Name Role Location
Jacobs Engineering Group Darrell Vice Project Manager San Jose, CAAssociate Right of Way Services Jim Richards Associate Pleasant Hill, CADKS Associates Terry Klim Principal San Jose, CAEarthview Science MariaElena Conserva Principal Oakland, CAHMH Engineering Jon Cacciotti Principal San Jose, CAParikh Consultants Gary Parikh President Milpitas, CAWRECO Han-Bin Liang President San Jose, CA
7.b
Date: March 31, 2021
Current Meeting: April 15, 2021
Board Meeting: N/A
BOARD MEMORANDUM
TO: Santa Clara Valley Transportation Authority
Administration & Finance Committee
THROUGH: Evelynn Tran, General Counsel and Interim General Manager/CEO
FROM: Interim Chief Financial Officer, Kathleen Kelly
SUBJECT: Monthly Investment Report - February 2021
FOR INFORMATION ONLY
EXECUTIVE SUMMARY:
• This report provides an update on the status of investment funds managed by the VTA.
• Enterprise funds reported negative returns for the month of February 2021.
• Defined benefit funds reported positive returns for the month of February 2021.
STRATEGIC PLAN/GOALS:
The VTA provides for the management and oversight of operating funds used to run the
Authority and to complete transit projects. These funds are prudently invested to preserve capital
and provide necessary liquidity, while maximizing earnings and conforming to state and local
statutes governing the investment of public funds.
The VTA also maintains strong employee benefits to provide employees with healthcare
coverage and a pension in retirement. All VTA defined benefit plans seek to achieve the best risk
adjusted returns over time. This is achieved through a highly diversified asset allocation.
BACKGROUND:
The investment activities of the Santa Clara Valley Transportation Authority are in compliance
with the Investment of Non-Trust Held Funds Investment Policy, the VTA Retirees’ Other Post-
Employment Benefits Trust Investment Policy and the ATU, Local 265 Pension Plan’s
Investment Policy.
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DISCUSSION:
Economic Watch
Real gross domestic product (GDP) increased at an annual rate of 4.3 % in the fourth quarter of
2020, according to the "third" estimate released by the Bureau of Economic Analysis. The
increase in real GDP reflected increases in exports, nonresidential fixed investment, personal
consumption expenditures (PCE), residential fixed investment, and private inventory investment,
that were partly offset by decreases in state and local government spending as well as federal
government spending. In the third quarter, real GDP increased 38.3 %.
Headline consumer prices, as measured by the consumer price index (CPI), rose 1.7% year over
year as of February 2021. Core CPI, which excludes volatile food and energy prices increased at
a rate of 1.3% year over year as of February 2021. The Federal Reserve continues to target an
average inflation rate of 2.00%.
The unemployment rate in the San Jose-Sunnyvale-Santa Clara MSA was 5.4 % in February
2021, down from a revised 5.8 % in January 2021, and above the year-ago estimate of 2.6 %.
This compares with an unadjusted unemployment rate of 8.4 % for California and 6.6 % for the
nation during the same period. The unemployment rate was 8.5 % in San Benito County, and 5.3
% in Santa Clara County.
Market Watch
The Standard & Poor’s 500 index returned 2.76% in February. Large cap stocks returned 2.90%
and small cap stocks returned 6.23%. Large cap value stocks outperformed large cap growth
stocks returning 6.04% and -0.02% respectively.
The Barclays Aggregate index returned -1.44% in February. The investment grade corporate
sector returned -1.74% and the agency MBS sector returned -0.67% for the month. High yield
corporate credit returned 0.35% and Sr. floating rate corporate credit returned 2.71%.
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VTA Enterprise Funds
VTA Enterprise Funds are invested in portfolios managed by Payden & Rygel, the State of
California Local Agency Investment Fund (LAIF) and an interest-bearing checking account.
Investment performance for the Payden & Rygel managed accounts are included below.
The Payden & Rygel weighted average composite portfolio outperformed its policy benchmark
in February 2021 by 0.01%. The current yield for the composite portfolio is 1.13% and the
effective duration is 1.82 years.
At month-end the current yield for funds invested in LAIF was 0.41% and the VTA’s checking
accounts was 0.01%.
Market performance for each Payden & Rygel account is summarized in the following table:
Investment Performance
Asset Class Fund Manager FEB 3 Mo Y-T-D 1 Yr 3 Yr 5 Yr 10 Yr I-T-D
1 Funded April 1, 2009. Prior manager was Brandywine with the same benchmark. 2 Funded December 14, 2007. Prior managers were Putnam and Fidelity with MSCI EAFE as their benchmark. 3 Initially funded June 30, 2016 4 Initially funded July 1, 2010. UBS Realty Investors LLC with NCREIF NFI-ODCE as their benchmark. Report 45 days after quarter ended. 5 Funded January 28, 2016
6 Investment performances by prior managers are included in composite returns and historical policy benchmark returns.
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BOSTON PARTNERS - The Domestic Large Cap Value Equity manager outperformed its
policy benchmark in February 2021 by 1.79%. Stock selection in the information technology,
consumer discretionary and the finance sectors all contributed to relative performance.
WEDGE - The Domestic Small Cap Value Equity manager outperformed its policy benchmark
in February 2021 by 1.25%. Stock selection in the retail, finance and consumer goods sectors all
contributed to relative performance for the month.
MFS - The International Equity manager outperformed its policy benchmark in February 2021
by 0.89%. Stock selection in the consumer staples and the consumer discretionary sectors both
contributed to relative performance.
DFA - The International Small Cap Equity manager outperformed its policy benchmark in
February 2021 by 0.61%. The portfolio’s overweight allocation to microcaps and the value factor
both contributed to relative performance for the month.
PRINCIPAL GROUP - The Diversified Real Asset Manager underperformed its policy
benchmark by 0.37% in February 2021. Global infrastructure, REITs and inflation linked bonds
all detracted from relative performance for the month.
DODGE & COX - DODGE & COX - The Fixed Income portfolio manager outperformed its
benchmark in February 2021 by 0.39%. The primary contributor to relative performance was the
portfolios’ shorter relative duration and security selection within the corporate bond sector.
LIGHTHOUSE - The Absolute Return manager outperformed its benchmark in February 2021
by 0.76%. Relative value strategies in convertible debt, SPACs and structured credit all
contributed to relative performance for the month.
SKYBRIDGE - The Absolute Return manager outperformed its policy benchmark in February
2021 by 3.08%. Structured credit, distressed credit, bitcoin and the Reddit / Robinhood short
squeeze on GME all contributed to relative outperformance for the month.
A 7.00% rate of return assumption is used in the annual actuarial analysis for the ATU Pension
Plan. The results of the actuarial analysis determine VTA’s annual contribution rates. The
annual returns for the ATU Pension Plan portfolio have been equivalent to or exceeded the
7.00% assumed rate of return 10 out of 15 years.
Historic Portfolio Performance (calendar year) for the last fifteen calendar years:
Year Performance Year Performance Year Performance
2006 14.5% 2011 1.7% 2016 9.20%
2007 5.8% 2012 14.5% 2017 14.65%
2008 -19.7% 2013 16.5% 2018 -4.56%
2009 25.7% 2014 7.2% 2019 17.12%
2010 14.0% 2015 0.5% 2020 7.42%
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ATU Spousal Medical Trust Fund, Dental, and Vision Plan
Asset allocation for the ATU Spousal Medical Trust Fund (including funds for dental and vision
plans) is provided for in the SCVTA-ATU Pension Plan Investment Policy.
Asset Allocation Actual Target Target Range
Domestic Fixed Income 33% 38% 30 - 50%
Domestic Large Cap Equities 66% 60% 50 - 70%
Cash 1% 2% 0 - 5%
The ATU Spousal Medical Trust Fund composite portfolio outperformed its policy benchmark in
the current month by 0.38%. The current yield for the fixed income portfolio is 3.08% and the
current effective duration is 5.14 years.
Market performance for each money manager is summarized in the following table:
Investment Performance
Asset Class Fund Manager FEB 3 Mo Y-T-D 1 Yr 3 Yr 5 Yr 10 Yr I-T-D
Large-Cap Index State Street 2.77% 5.64% 1.73% 31.21% 14.11% 16.77% 13.39% 10.03%
• Comply with the language of the ballot measure (including any amendments approved pursuant to the ballot language)
• Invest in all nine program categories throughout the 10-year period, as long as funding remains available in the program category, with the understanding that there may not be allocations in all categories annually.
• Apply ballot-established ratios to Formula-based programs on an annual basis
• Apply Board-approved project readiness selection criteria to Need/Capacity-based programs for projects to be included in the 10-year Program and Biennial Budget, and apply specific project prioritization processes for each program consistent with the 25% cap of Program Tax Revenues on the BART Phase II program categoryand all ratios applicable to each category
• Use financing tools, subject to approval by the VTA Board of Directors, to make funding available when projects are ready, subject to available financing capacity
• Explicitly and transparently consider opportunities from external funders, subject to the constraints of the other principles
12.b
3
Formula-based Program
• Local Streets & Roads
• Bicycle & Pedestrian
• Transit Operations
Need/Capacity-based
• BART Phase II
• Caltrain Grade Separations
• Caltrain Corridor Capacity
• SR 85 Corridor
• County Expressways
• Highway Interchanges
12.b
4
FY2022 FY2023
Projected Revenue $236.38 M $251.63M
Administrative Costs allocation ($1.00 M) ($1.00 M)
Projected Program Tax Revenue $235.38 M $250.63 M
Ballot-established Ratios*
Local Streets & Roads 19.05% $44.83 M $47.74 M
Bicycle/Pedestrian 3.97% $9.34 M $9.95 M
Transit Operations 7.94% $18.68 M $19.89 M
*May not add due to rounding
12.b
5
Ratio share of
Program Tax
Revenue
True up
amount
Total FY2022
allocation request
Local Streets & Roads $44.83 M $8.13 M $52.96 M
Bicycle & Pedestrian $9.34 M $3.79 M $13.13 M
Transit Operations $18.68 M $7.60 M $26.28 M
12.b
6
Proposed FY2022 & FY2023 2016 Measure B Budget($ Millions)
FY2022 FY2023
Administrative Costs 1.00 1.00Formula-based Program Category
Local Streets & Roads $52.96 $47.74
Transit Operations
Enhance Core Network* $19.65 $14.52
Expand Mobility & Affordable Fares* $3.94 $2.98
Innovative Transit Models $1.60 $1.59
Improve Amenities $1.90
Bicycle & Pedestrian
Education/Encouragement $1.97 $1.49
Capital Projects $18.45
Planning Projects $1.16
TOTAL $171.95
*Total is included in the VTA Transit Fund Operating budget for the FY2022 & FY2023 Biennial Budget
12.b
7
June 2021: Allocations included in the adoption of the overall VTA FY2022 & FY2023 Biennial Budget
May 2021: Board considers for approval proposed FY2022 & FY2023 Biennial Budget allocations
12.b
8
August 2021: Board considers proposed Need/Capacity-based Program FY2022 & FY2023 Biennial Budget allocations for
approval
May 2021: Board considers criteria & prioritization processes for approval
12.b
9
Adopt the fiscal years 2022 and 2023 Biennial Budget allocations for the 2016 Measure B Formula-based program categories (Local Streets and Roads, Bicycle & Pedestrian, and Transit Operations) and for the 2016 Measure B Program Administrative Cost category.
12.b
Date:
Current Meeting:
Board Meeting:
April 7, 2021
April 15, 2021
May 6, 2021
BOARD MEMORANDUM
TO: Santa Clara Valley Transportation Authority
Administration & Finance Committee
THROUGH: General Counsel and Interim General Manager/CEO, Evelynn Tran
FROM: Interim Chief Financial Officer, Kathleen Kelly
SUBJECT: 2016 Measure B Project Readiness Criteria & Prioritization Methodologies
Policy-Related Action: No Government Code Section 84308 Applies: No
ACTION ITEM
RECOMMENDATION:
Recommend that the VTA Board of Directors:
1. Approve the existing prioritization processes for five Need/Capacity-based program
categories: BART Phase II, Caltrain Grade Separations, Caltrain Corridor Capacity, County
Expressways and SR 85 Corridor.
2. Direct staff to develop a Prioritization and Project Selection Process for the Highway
Interchanges program category.
3. Approve the proposed Project Readiness Criteria for all Need/Capacity-based 2016 Measure
B Program categories; and
4. Upon approval, use the Project Selection and Prioritization Processes as well as the Project
Readiness Criteria to develop biennial budget recommendations and a draft 2016 Measure B
10-year Program (FY 2022-2031) for Board review and approval.
EXECUTIVE SUMMARY:
• This action item recommends that the Board of Directors (Board) approve a process for
evaluating projects submitted for 2016 Measure B funding under the Need/Capacity-based
program categories.
• Five of the six Need/Capacity-based program categories are comprised of projects that have
only one project sponsor, or already have an existing process in place to prioritize projects;
the only exception is the Highway Interchange program.
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• The Highway Interchange program does not have an existing project prioritization process.
At the Board’s direction staff will recommend to the Board a project selection process that
includes evaluation criteria specifically tailored to the Highway Interchange program.
• Staff proposes three Project Readiness criteria to be applied to all projects seeking 2016
Measure B funding for all Need/Capacity-based program categories. Upon approval of the
Project Readiness criteria, staff will request project sponsors to submit allocation requests for
the Biennial Budget and 10-Year Program and will apply the approved readiness criteria.
These will be used to develop a recommended Biennial Budget and 10-Year Program for the
Need/Capacity Based Programs.
STRATEGIC PLAN/GOALS:
The 2016 Measure B Program aligns directly with the goals of VTA’s Strategic Plan Business
Line 2: Delivering Projects and Programs. 2016 Measure B provides funding for nine
transportation categories that assist in addressing “the current and evolving multimodal needs of
Silicon Valley” as stated in the Strategic Plan.
FISCAL IMPACT:
While there is no specific impact from the approval of the recommended actions in this memo,
the readiness criteria and prioritization methodologies will impact how 2016 Measure B
programs are funded in future Biennial Budgets. The financial impact will be clearly defined in
each budget document.
BACKGROUND:
At its April 1, 2021 meeting, the VTA Board of Directors approved 2016 Measure B Program
and Biennial Budget Principles, which can be found in Attachment A. One of the principles
states:
Apply Board-approved project readiness selection criteria to Need/Capacity-based programs for
projects to be included in the 10-year Program and Biennial Budget, and apply specific project
prioritization processes for each program consistent with the 25% cap of Program Tax Revenues
on the BART Phase II program category and all ratios applicable to each category.
The six Need/Capacity-based program categories, are:
1) BART Phase II;
2) Caltrain Grade Separations;
3) Caltrain Corridor Capacity;
4) Highway Interchanges;
5) County Expressways; and
6) SR 85 Corridor.
Five of these categories have either a sole project sponsor (BART Phase II, Caltrain Corridor
Capacity, and SR 85 Corridor), or a prioritization process in place to select projects (Caltrain
Grade Separations and County Expressways). Only the Highway interchange category lacks a
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Page 3 of 6
process to prioritize projects. During discussions with the Advisory Committees and Board
concerning the evaluation of all projects using criteria developed for the 2016 Measure B
process, it was unclear whether the new Project Selection Criteria should replace the existing
prioritization processes or should all the projects be subject to additional evaluation.
Since all, except Highway Interchanges, have either a single project or established selection
criteria, approval of this action by the Board will establish the existing criteria as the method for
project evaluation. Staff will next develop criteria for the Highway Interchanges program for
Board approval.
Also, in discussions with the committees and the Board, staff recommended three Project
Readiness criteria, which can be applied to all Need/Capacity-based programs and are discussed
in detail below.
DISCUSSION:
The current Prioritization Process which the Board is asked to approve is outlined below:
Program Category Prioritization Process Current Status
BART Phase II Single project. Scope and schedule
already approved by the VTA Board of
Directors.
In design. Expedited Delivery
Program (EPD) application
pending.
SR 85 Corridor Scope developed by VTA SR 85 Policy
Advisory Board and approved by VTA
Board Directors.
Phase 1 feasibility study complete.
Phase 2 Alternatives Analysis
funded and beginning 2021.
County
Expressways
Projects selected and prioritized by the
County Expressway Policy Advisory
Board, through the countywide
expressway planning process
Current prioritization list provided
to VTA staff January 2021.
Caltrain Corridor
Capacity
Improvements
Caltrain Board of Directors via Caltrain
Business Plan and other Caltrain long
range planning processes.
Caltrain Business Plan completed
in 2020; 10-year priority list,
including additional South County
service, provided to VTA staff in
December 2020.
Caltrain Grade
Separation
VTA Grade Separation Implementation
Plan, developed collaboratively with the
cities of Mountain View, Palo Alto and
Sunnyvale.
VTA Grade Separation
Implementation Plan is in process.
Agreement on funding and
scheduling is expected by October
2021.
Highway
Interchanges
To be developed. To date, VTA staff advanced
projects in response to member
agency requests and provision of
outside resources on a first come
first serve basis.
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Page 4 of 6
Years of outreach and effort were expended and significant commitments made through the five
existing prioritization processes. The processes for the County Expressways, SR 85 Corridor
and Caltrain programs were explicitly included in the guidelines that the VTA Board of Directors
adopted for these programs in 2017. For reference, the guidelines are available at
• Comply with the language of the ballot measure (including any amendments approved pursuant to the ballot language)
• Invest in all nine program categories throughout the 10-year period, as long as funding remains available in the program category, with the understanding that there may not be allocations in all categories annually.
• Apply ballot-established ratios to Formula-based programs on an annual basis
• Apply Board-approved project readiness selection criteria to Need/Capacity-based programs for projects to be included in the 10-year Program and Biennial Budget, and apply specific project prioritization processes for each program consistent with the 25% cap of Program Tax Revenues on the BART Phase II program category and all ratios applicable to each category
• Use financing tools, subject to approval by the VTA Board of Directors, to make funding available when projects are ready, subject to available financing capacity
• Explicitly and transparently consider opportunities from external funders, subject to the constraints of the other principles
13.b
3
Formula-based Program
• Local Streets & Roads
• Bicycle & Pedestrian
• Transit Operations
Need/Capacity-based
• BART Phase II
• Caltrain Grade Separations
• Caltrain Corridor Capacity
• SR 85 Corridor
• County Expressways
• Highway Interchanges
13.b
4
Existing Process
• BART Phase II
• Caltrain Corridor Capacity
• SR 85 Corridor
• County Expressways
• Caltrain Grade Separations*
No Existing Formal Process
• Highway Interchanges
*In development via Implementation Plan
13.b
5
Criterion #1: Project delivery status
Allocations for projects in the 10-year Program will be based on project delivery phases and completion of each phase. Projects must complete prior delivery phase(s) as a prerequisite for allocation of funds in a Biennial Budget for the next phase.
Criterion #2: Funding status
Project must have non-2016 Measure B match funds identified for inclusion in the 10-year Program and secured for a Biennial Budget allocation.
Criterion #3: Partner agency/community support
Partner agencies must be identified for inclusion in the 10-year Program. Community, permitting agency and partner agency support must be demonstrated for a Biennial Budget allocation.
13.b
6
VTA Board considers for approval the Highway Interchanges program prioritization methodology
Board considers for approval the FY2022 to FY2031 10-year Program for the four Need/Capacity-based programs above and for all of the Formula-based programs
Board considers for approval the FY2022/FY2023 allocations for BART Phase II, SR 85 Corridor, Caltrain Corridor Capacity Improvements and County Expressways
13.b
7
December 2021 – VTA Board considers for approval an amendment to FY2022/FY2023 Biennial Budget and 10-year Program that adds
October 2021 – Reach consensus on implementation strategy for the Caltrain Grade Separation program with the cities of Palo Alto,
Mountain View and Sunnyvale
13.b
8
1. Approve the existing prioritization processes for five Need/Capacity-based program categories: BART Phase II, Caltrain Grade Separations, Caltrain Corridor Capacity, County Expressways and SR 85 Corridor.
2. Direct staff to develop a Prioritization and Project Selection Process for the Highway Interchanges program category.
3. Approve the proposed Project Readiness Criteria for all Need/Capacity-based 2016 Measure B Program categories; and
4. Upon approval, use the Project Selection and Prioritization Processes as well as the Project Readiness Criteria to develop biennial budget recommendations and a draft 2016 Measure B 10-year Program (FY 2022-2031) for Board review and approval.
13.b
Date: April 2, 2021
Current Meeting: April 15, 2021
Board Meeting: N/A
BOARD MEMORANDUM
TO: Santa Clara Valley Transportation Authority
Administration & Finance Committee
THROUGH: Evelynn Tran, General Counsel and Interim General Manager/CEO
FROM: Chief of Planning and Programming, Deborah Dagang
SUBJECT: 2021 Service Planning Program
FOR INFORMATION ONLY
EXECUTIVE SUMMARY:
VTA’s Service Planning department has a diverse portfolio of programs and projects planned for
2021.
• Service Planning’s current efforts can be categorized into four areas: Service Planning &
Scheduling, Bus Stop Programs, Fast Transit Efforts, and Partnership Programs.
• Service Planning’s 2021 work plan is committed to improving transportation solutions for
our historically underserved riders in the transit network.
• Running frequent, reliable service along transit-supportive land uses and corridors is a transit
recipe both VTA and its member agencies must strive for to maximize transportation
opportunities for the community.
STRATEGIC PLAN/GOALS:
The efforts in this program address two core business lines in VTA’s Strategic Plan. Most of the
Service Planning work plan primarily addresses the business line of creating a fast, frequent, and
reliable transit network for the people of Santa Clara County. Efforts under the Partnership
Program area address VTA’s second business line of delivering a full suite of projects and
programs - providing a comprehensive line of services and mobility solutions to the public and
our member agencies.
BACKGROUND:
This memo briefly summarizes the work carried out by VTA’s Service Planning department in
context of the programs it has in store for 2021. Service Planning is one of many departments
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under VTA’s Planning & Programming Division, which collectively also oversees congestion
management program activities, transit capital projects, land use and transportation integration,
and programming and grants management.
Fully recognizing the division’s wide array of responsibilities and the myriad of unknowns
related to post-pandemic transit service recovery, staff wish to (1) shed light on the scope and
extent of Service Planning’s work plan for 2021, and (2) engage with committees on any service
planning topics of interest for discussion later in 2021.
DISCUSSION:
The Service Planning Department is responsible for planning, scheduling, and monitoring VTA’s
bus routes and light rail service. The department ensures the service is responsive to changing
travel conditions and new service markets, and also maintains service coordination with
neighboring services such as BART, Caltrain, SamTrans, and AC Transit. The department also
manages VTA’s passenger facilities and amenities across 3,700 bus stops and responds to bus
stop-related issues from passengers, operators, and property owners.
In close collaboration with other departments under the Planning & Programming Division,
Service Planning also implements transit services and programs that foster partnerships with
cities and other organizations who are eager to help put sustainable, equitable transportation
solutions first in Silicon Valley.
Service Planning’s current efforts can be categorized into four areas:
• Service Planning & Scheduling
• Bus Stop Programs
• Fast Transit Efforts
• Partnership Programs
2021 Service Planning Programs
Service Planning & Scheduling
The coordinated process of working with the Operations team to implement major and minor
service changes periodically throughout the year, as well as the development of annual transit
service plans, remain at the core of service planning and scheduling activities. In a typical year,
major service changes are made in February, while minor adjustments occur in June and
October. The annual transit service planning process informs the major service changes that are
implemented every February, inviting the community to weigh in on new routes, route
alignments, stop locations, and service frequencies. Staff then revise the plan to reflect public
feedback where possible and bring forward a recommendation to the VTA Board for adoption.
As we prepare to transition the community into a post-pandemic world, staff plan to return to the
VTA Board and committees with recommendations for VTA’s service recovery roadmap. These
recommendations will establish a framework to restore transit service through the end of 2021
and into 2022.
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Understanding the performance of the network qualitatively and quantitatively is key to
providing service that meets the needs of our riders. Staff regularly monitor service and customer
feedback at the route level, but also analyze ridership trends at the systemwide level. The metrics
analyzed under the Transit Performance Monitoring Program are guided by VTA’s Board-
adopted Transit Service Guidelines. Staff are developing dashboards that ingest historic ridership
data, on-board survey data, and demographic Census data. Developing this “one-stop shop” for
transit performance information will also help identify routes in need of comprehensive route
evaluations. The goal will be to evaluate 3-5 routes each year.
Bus Stop Programs
Service Planning also determines the location of bus stops and works with other VTA
departments and city partners on installing, removing, relocating, and fixing amenities at bus
stops and other passenger facilities. Last summer, staff carried out an extensive Bus Stop Survey
to update current inventory and assess the state of our bus stop amenities. This helped identify
the first round of bus stops eligible for new amenities such as bus shelters, solar lighting, seating,
and trash receptacles covered by the bi-annual Better Bus Stops Program funded through the
2016 Measure B Program.
Fast Transit Efforts
The Fast Transit Program is an agencywide policy, planning, and project implementation effort
aimed at improving transit speed and reliability. While the Fast Transit program is a toolkit of
solutions that must all be implemented to succeed, Service Planning has been able to jumpstart
two aspects of the program this year. The first iteration of the Bus Stop Balancing effort was
completed in February for three bus routes and takes a “right-sizing approach” to optimize the
number of bus stops along a route, as one of many ways travel times can be improved on a route.
Staff will continue to implement bus stop balancing and explore its impact on a corridor level,
selecting segments of routes that travel along key corridors with planned transit signal priority
improvements.
Faster Fares is the second Fast Transit effort that will begin this summer that aims to expedite
passenger boarding. Encouraging more widespread Clipper Card use, particularly through
increasing accessibility to Clipper Card for people of color and income constrained riders, would
lead to faster service and more equitable outcomes. Breaking down the barriers to Clipper Card
use could close the equity gap for VTA’s historically underserved riders, who would be able to
take advantage of features such as free transfers, day passes, and other fare discount programs by
using Clipper Card instead of paying with cash. Staff will also explore other strategies peer
agencies have successfully implemented to reduce boarding delay, such as all-door boarding and
fare policy changes.
Partnership Programs
Incorporating a partnership model in the transit services and amenities we offer has paved the
way for new opportunities to move riders throughout the county. The Express Bus Partnership
Program was the start of this in Service Planning and was first adopted in 2020 to invite
corporations, government agencies, and other third parties to partner with VTA in operating and
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subsidizing Express bus routes. VTA’s Express routes provide weekday, peak period,
unidirectional bus service that typically travel longer distances and serve major employment
areas in the county. Express bus routes are the costliest routes to operate in the entire network,
and the program so far has been effective in offsetting these high costs and freeing up resources
to explore other solutions for the commute market.
Investing in vanpools is one such commute solution VTA will be exploring later in the summer
through the pilot Vanpool Subsidy Program. This program will supplement MTC’s vanpool
subsidy program for 12 months and offer an additional subsidy for MTC vanpools whose origin
and destination are both within Santa Clara County.
Lastly, the City of San Jose and the County of Santa Clara have become our newest partners in
other endeavors. Staff look forward to designing and installing wayfinding and totem sign
maps with the City throughout the downtown San Jose transit mall later this year. Plans to
launch a pilot first/last-mile rail shuttle serving the Santa Clara Valley Medical Center and
Diridon Station in June are underway with the County.
VTA’s (pre-COVID) Transit Network and Ridership Profile
To understand who our riders are is to understand how our fixed-route transit service and
supporting programs can be shaped to best serve them. VTA’s latest On-Board Survey conducted
in 2017 notes that over 75% of our riders are BIPOC, and 30% live below their household’s
poverty threshold. Additionally, over a quarter of our riders do not have access to a vehicle, and
about one in ten of our riders have limited English proficiency. While it will take more than just
numbers to truly know our riders’ intersectionality and lived experiences, this is a simple
snapshot of who most prevalently depends on transit.
Of the three light rail lines and 47 bus routes VTA offers, 84% of the system’s ridership is
carried by the 21 routes operating 15-minute frequencies or better. Furthermore, routes with high
proportions of Black, Indigenous, and people of color (BIPOC) and income-constrained riders - a
mix of both frequent and local routes - carry 60% of our ridership.
Although ridership is not the only metric that indicates the success of transit service, this
perspective emphasizes the importance of running frequent, reliable service along transit-
supportive land uses and corridors, as this recipe maximizes our riders’ opportunities to move
throughout the county. Other less frequent route classes such as Local and Express bus service
generate lower ridership and are generally less productive, though the value of these routes lies
in their purpose of extending access to as many essential civic destinations and community
services such as schools, grocery markets, libraries, and employment centers as possible. Transit
service must provide mobility and accessibility, and for transit to reach its full potential in both
these objectives, it becomes increasingly important for cities to prioritize dense, transit-
supportive land uses and pedestrian-centric street design.
Next Steps
As our team pursues this portfolio of programs and projects this year, we are committed to
advancing equity in every step of our work. This begins with acknowledging the discriminatory
policies that have led us to the transportation inequities we see today, and owning up to
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opportunities to listen, reflect the values of, and build trust among the community we serve.
Some key questions Service Planning wishes to address in its work include: Who benefits from
our service network? Who carries the burdens of the network? How can service planning
decisions better connect with the lived experiences of our historically underserved riders? Do
the goals, measures, and tradeoffs made in transit service align with the values of our riders?
Staff are also committed to discussions with committees and the Board on key service planning
topics slated for this year. Staff will return to committees later this year to discuss the following
efforts:
• 2021-22 Transit Service Recovery Roadmap (late spring)
• Express Bus Partnership Program Update (fall)
• Pilot Vanpool Subsidy Program Update (fall)
• Better Bus Stops Program Update (late fall)
CLIMATE IMPACT:
This is an informational report on Service Planning’s programs and projects for 2021. While the
aforementioned efforts would each have their own implications, this item itself has no associated
action that would have a climate impact.
Prepared By: Janice Soriano-Ramos
Memo No. 7648
14
2021 Service Planning Program
VTA Committees
April 2021
14.a
Overview of 2021 Transit Service Planning Activities
2
VTA’s Riders & Transit Network Profile
Key Equity Questions in Service Planning
Fast Transit
Planning & Scheduling
Partnership Programs
Bus Stop Programs
1 2 3 4
5
6
14.a
Annual Transit Service Plan
1. Transit Service Planning & Scheduling
Scheduling
Draft plan Engage community + revise Board adoption
Summer FallSpring
PerformanceMonitoring
February service period June service period October service period
Scheduling
3
14.a
2. Bus Stop Programs: Staff surveyed conditions at all bus stops
4
14.a
2021 Better Bus Stops: Installing new amenities at 53 stops
5
14.a
24 simme seats 32 trash cans
6 new benches
23 bike racks
34 shelters with LED lighting
Additional bus stop amenities being installed this year
6
14.a
Additional bus stop amenities being installed this year
7
3,600+ Braille pole signs
50 solar-powered lights
14.a
3. Fast Transit
Bus Stop Balancing “right sizes” the number of bus stops along a route to speed up buses
✓ Routes 56, 66, 68 – implemented Feb 2021
➢ Next corridors – late 2021
Faster Fares aims to speed up boarding times and make Clipper Cards more accessible for people of color and income-constrained riders
8
14.a
9
Installing Wayfinding in Downtown San Jose
Launching a First/Last-Mile Shuttle Partnership
Pilot VMC Shuttle:Valley Medical Center at Bascom
-- Diridon Station
Totem Sign Prototypes for DTSJ
Custom Shelters at VMC
4. Partnership Programs & Projects14.a
Express Bus Program
Financially supported by employers and partners
Vanpool Subsidy Program
Matches MTC’s regionwide monthly subsidy for Santa Clara County vanpools
4. Partnership Programs & Projects
101 102 104103 121
10
14.a
5. VTA’s Riders and Transit Network Profile
➢VTA’s Riders
➢VTA’s Ridership Profile
➢Title VI Routes in VTA’s Network
11
14.a
Santa Clara County,California
1.93 million people
68%non-white or
Hispanic/Latino
19%below
poverty level
20%Limited English
Proficiency
13%seniors
5%car-free
households
15 municipalities
1.06 million jobs
1.18 million people (61% of the County)
Within ¼ mile of a stop, VTA’s network serves
622,000 jobs (59% of the County)
76%non-white or
Hispanic/Latino
30%below
poverty level
5%seniors
27%car-free
households
11%Limited English
Proficiency
VTA RidersOn-Board Survey, 2017
12
14.a
13
50routes
VTA’s Ridership Profile
112,600weekday boardings
84%boardings
21frequent
routes
Light Rail
Rapid
Frequent
Local
Express
(15-minute or better headways)
Mostfrequentservice
14.a
14
50routes
112,600weekday boardings
84%boardings
21frequent
routes
60%boardings
Light Rail
Rapid
Frequent
Local
Express
22Title VI Routes
Mostfrequentservice
VTA’s Ridership Profile14.a
15
of VTA’s systemwide ridership
60%These 22 Title VI Routes are
14.a
6. Key Equity Questions in Service Planning
• Who benefits from our service network? Who carries the burdens of the network?
• How can service planning decisions better connect with the lived experiences of our historically underserved riders?
• Do the goals, measures and tradeoffs made in transit service align with the values of our riders?
16
14.a
Fast Transit
17
Planning & Scheduling
❑ Annual Transit Service Plan
❑ Major & minor signups (service changes)
❑ Transit Performance Monitoring Program
❑ Route Evaluations
Partnership Programs
❑ Bus Stop Surveys
❑ Better Bus Stops
❑ Passenger facilities & amenities
❑ Bus Stop Balancing
❑ Faster Fares
❑ Express Bus Partnership
❑ Pilot Vanpool Subsidy
❑ Transit Service Partnerships
Bus Stop Programs
Summary of 2021 Service Planning Activities
1 2 3 4
14.a
Doc ID Origin Short TitleA&F
4/15
BOD
4/16
BOD
5/6
A&F
5/20
BOD
6/3
BOD
6/18
BOD
8/5
A&F
8/19
BOD
9/2
A&F
9/16
BOD
9/17
BOD
10/7
A&F
10/21
7787 Dept - Technology / Richard Bertalan Large-Volume Record Scanning Project A A
7601 Dept – Environmental Programs / Ann Calnan Low Carbon Fuel Standard Credits A A
7625Dept - Highway Capital Program / Gene
Gonzalo
Contract Amendment to SR 17 Corridor
Congestion Relief ProjectA A
7766Dept - Highway Capital Program / Gene
Gonzalo
I-680 Soundwall - Vehicle Registration Fee
TransferA A
7774
Dept - Grants and Fund Allocations / Jane
Shinn
2016 Measure B Formula- based Program
Categories FY22/FY23 Biennial Budget
Allocation
A A
7775Dept - Grants and Fund Allocations / Jane
Shinn
2016 MB Project Readiness Criteria &
Prioritization MethodologiesA A
7786Dept - Enterprise Risk Management / Judith
Harteau
Transit Operations Insurance Program
Renewal for Fiscal Year 2022A A
7641 Dept - Finance / Sean Bill Monthly Investment Report - February 2021 I
7648Dept - Transportation Planning / Janice
Soriano
2021 Service Planning ProgramI
7768 Dept - Procurement & Contracts / John White Monthly Purchasing Report February 2021 I
7166Dept - Highway Capital Program / Gene
Gonzalo
Double Lane SB US 101 Off-Ramp to SB SR
87 and US 101/Story Road On-rampA A
7473Dept – Environmental Programs / Ann Calnan Tamien Transit-Oriented Development Project -
Archaeological Support Services RFPA A
7762
Dept - Highway Capital Program / Gene
Gonzalo
Silicon Valley Express Lanes Program Phase 4
- HNTB Corporation Contract Amendment #8 A A
7763Dept – Environmental Programs / Ann Calnan Cerone and North Energy Storage System
ContractsA A
7764Dept - Highway Capital Program / Gene
Gonzalo
US 101/De La Cruz Boulevard/Trimble Road
Interchange ImprovementsA A
7448Dept - Accounting & Budget Administration /
Franklin P. Wong
Revenues & Expenses Report 3Q FY21A A
7457 Dept - Real Estate / Ron Golem VTA Block RFQ A A
7532 Dept - Real Estate / Ron Golem TOD On-Call A A
7691Dept - Accounting & Budget Administration /
Franklin P. Wong
FY2022 and FY2023 Biennial BudgetA A
7536Division - Operations / David Hill Agreement with (TBD) Grade Crossing Control
EquipmentA A
7707Dept - Transportation Planning / Janice
Soriano
Transit Service RestorationA A
7563 Dept - Real Estate / Ron Golem Gilroy Authorization for RFO A A
7047 Dept - Transit Engineering / Ken Ronsse Pedestrian Swing Gate Replacement Ph2 A A
Administration & Finance Committee Work Plan
April - October 2021
4/1/2021 1 of 2
16
Doc ID Origin Short TitleA&F
4/15
BOD
4/16
BOD
5/6
A&F
5/20
BOD
6/3
BOD
6/18
BOD
8/5
A&F
8/19
BOD
9/2
A&F
9/16
BOD
9/17
BOD
10/7
A&F
10/21
Administration & Finance Committee Work Plan
April - October 2021
7642 Dept - Finance / Sean Bill Monthly Investment Report - March 2021 I
6584 Dept - Transit Engineering / Ken Ronsse Pavement Management - North Yard A A
7049Dept - Transit Engineering / Ken Ronsse Cerone Div. Boiler & Propane Tank
ReplacementA A
7604Dept – Environmental Programs / Christina
Jaworski
San Jose Traction Power Substations
Electricity SourceA A
7643 Dept - Finance / Sean Bill Monthly Investment Report - April 2021 I
7660Dept - Technical Services / Dennis O. Ratcliffe Measure A Semi-Annual Report ending June
30, 2021I I
7644 Dept - Finance / Sean Bill Monthly Investment Report - May 2021 I
7649 Dept - Transportation Planning / Jay Tyree VTA School Service I
7651 Dept - Transportation Planning / Jay Tyree 2021 Better Bus Stops Program Update I
7652 Dept - Transportation Planning / Jay Tyree VTA Vanpool Subsidy Program Update I
7343 Dept - Real Estate / Ron Golem Branham RFO A
7449Dept - Accounting & Budget Administration /
Franklin P. Wong
Revenues & Expenses Report FY21A
7645 Dept - Investment Services / Sean Bill Monthly Investment Report - June 2021 I