COMMITTEE FOR TRANSPORTATION MOBILITY & …vtaorgcontent.s3-us-west-1.amazonaws.com/Site_Content/ctma_030… · ÇÑ±¹¾î / tiếng Việt / Tagalog. All reports for items on the

COMMITTEE FOR TRANSPORTATION MOBILITY & ACCESSIBILITY

Thursday, March 8, 2018

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)

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

Santa Clara Valley Transportation Authority Committee for Transportation Mobility & Accessibility March 8, 2018

Page 2

CONSENT AGENDA

7. ACTION ITEM - Approve the Regular Meeting Minutes of January 11, 2018.

8. INFORMATION ITEM - Receive a report on the April 9, 2018 transit service changes.

9. INFORMATION ITEM - Receive the Chief Operating Officer's Report.

10. INFORMATION ITEM - Receive the FY2018 Second Quarter Transit Operations Performance Report.

REGULAR AGENDA

11. ACTION ITEM - Conduct voting to determine the Committee's second vice chairperson for 2018.

12. ACTION ITEM - Recommend that the VTA Board of Directors adopt a new Transit

Service Guidelines policy that establishes a revised framework to objectively monitor and evaluate VTA's transit services, develop service change recommendations, and develop annual service plans that move VTA toward achieving the Strategic Plan's goal of providing fast, frequent, and reliable Transit.

13. INFORMATION ITEM - Receive a presentation from City of San Jose Staff regarding bus boarding island designs.

14. DISCUSSION ITEM - Receive a presentation on Operator Sensitivity Training.

REPORTS

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

OTHER

16. INFORMATION ITEM - Receive workplan update.

17. ANNOUNCEMENTS

18. 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

Santa Clara Valley Transportation Authority Committee for Transportation Mobility & Accessibility March 8, 2018

Page 3

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 /

ÇÑ±¹¾î / tiếng Việt / Tagalog.

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 VTA’s website at http://www.vta.org and also at the meeting.

March 2018 Advisory Committees

Committee Staff Report

Recognition of 2017 Advisory Committee Chairpersons &

Introduction of 2018 Advisory Committee Chairpersons

Left to Right:

Sam Liccardo, VTA Board Chair; Sharon Fredlund, 2018 CAC Chair; Howard Miller, 2017-18 PAC Chair; Matt Morley, 2017-18 TAC Chair; Peter Hertan, 2017-18 BPAC Chair; Herman Wadler 2017 CAC Chair; Nuria Fernandez, VTA GM/CEO

VTA’s BART Silicon Valley Phase I Update

http://www.vta.org/News-and-Media/Connect-with-VTA/Phase-I-of-BART-Silicon-Valley-Update#

http://www.vta.org/News-and-Media/Connect-with-VTA/Phase-I-of-BART-Silicon-Valley-Update

VTA Board of Directors Regular Meeting

March 1, 2018

VTA’s Annual Report Available online!

SR 87 Technology Corridor Study Survey

http://www.vta.org/projects-and-programs/highway/sr-87-corridor-study

Santa Clara Pedestrian UndercrossingACEC’s 2018 Golden State Award Winner

6Photo credit: http://www.vta.org

Ad Hoc Financial Stability CommitteeDate: March 9, 2018Time: 3:00 p.m. Location: VTA River Oaks Auditorium

Committee for Transportation Mobility & Accessibility

Thursday, January 11, 2018

MINUTES

CALL TO ORDER

The Regular Meeting of the Committee for Transportation Mobility and Accessibility (CTMA) was called to order at 10:04 a.m. by First Vice Chairperson Morrow in Conference Room B-106, Santa Clara Valley Transportation Authority (VTA), 3331 North First Street, San José, California.

1. ROLL CALL

Attendee Name Title Status Tricia Kokes Member Present Kathy Bonilla Member Present Sara Court Member Present Jeffery Darling Member Present Rowan Fairgrove Member Absent Christine Fitzgerald Chairperson Absent Troy Hernandez Member Absent Cheryl Hewitt Member Present Melba Holliday Member Present Jeffery Jokinen Second Vice Chairperson Present John Macon Alternate Member N/A Lupe Medrano Member Present Laura Michels Member Present Alexandra Morris Member Present Aaron Morrow First Vice Chairperson Present Dilip Shah Member Absent Chaitanya Vaidya Member Present Lori Williamson Member Present Vacant Rep. Ex-Officio Member Chavez N/A

* Alternates do not serve unless participating as a Member. A quorum was present.

2. INTRODUCTION OF AUDIENCE MEMBERS

Elaine Baltao, Board Secretary; Nuria I. Fernandez, General Manager and CEO; Leslie Garcia, Office Specialist II; Amado Guzman, Consultant for the Regional Transportation Services Department, Lauren Rosiles, Management Analyst; Inez Evans, Chief Operating

7

Committee for Transportation Mobility & Accessibility Minutes Page 2 of 5 January 11, 2018

Officer; Aiko Cuenco, Transportation Planner III; John Courtney, Amalgamated Transit Union (ATU) Local 265; Terry Russell, ATU Local 265; Robert Van Cleef, San Jose Senior Commission; Barbara Holden, Member of the Public; Stephen Flynn, Senior Management Analyst & Advisory Committee Coordinator; and Aaron Vogel, Regional Transportation Services Manager and Staff Liaison.

3. ORDERS OF THE DAY

There was no Orders of the Day. 4. PUBLIC PRESENTATIONS

Mr. Van Cleef expressed concern about the increase in senior fares, and Access Paratransit operators not allowing service animals on their vehicles.

Member Bonilla arrived at the meeting and took her seat at 10:08 a.m. 5. Committee Staff Report

Report from the General Manager

Ms. Fernandez provided a presentation, highlighting the 2017 accomplishments and priorities for 2018. The Committee discussed the following: 1) public safety measures; 2) status of 2016 Measure B funds; 3) Senate Bill 1; 4) future of transportation; 5) budget shortfall; 6) future of paratransit; and 7) proposed Senate Bill that will provide door-to-door service to people with disabilities.Staff referred to the proposed bill and noted that it will be agendized at a future meeting.

Mr. Vogel provided a report, highlighting the following: 1) actions taken at the January 4, 2018, Board of Directors meeting; 2) fare and service changes for 2018; and 3) State Route 85 Corridor study.

6. Chairperson's Report

First Vice Chairperson Morrow requested staff to report back to the Committee regarding the meeting with Chairperson Fitzgerald.

CONSENT AGENDA 7. Regular Meeting Minutes of November 9, 2017

M/S/C (Kokes/Vaidya) to approve the Regular Meeting Minutes of November 9, 2017.

7


8. Chief Operating Officer's Report

M/S/C (Kokes/Vaidya) to receive the Chief Operating Officer’s report.

RESULT: APPROVED [UNANIMOUS] – Consent Agenda Items #7 - #8 MOVER: Tricia Kokes, Member SECONDER: Chaitanya Vaidya, Member AYES: Bonilla, Court, Darling, Hewitt, Holliday, Jokinen, Kokes, Medrano,

Michels, Morris, Morrow, Vaidya, Williamson NOES: None ABSENT: Fairgrove, Fitzgerald, Hernandez, Shah

REGULAR AGENDA 9. 2018 CTMA Leadership Election Process: Conduct Elections

Mr. Flynn provided a brief overview of the election process and reported on the findings of the nominating subcommittee:

Chairperson – candidates are Christine Fitzgerald and Cheryl Hewitt First Vice Chairperson – candidate is Aaron Morrow Second Vice Chairperson – candidates are Jeffery Jokinen and Tricia Kokes

On a vote of 10 ayes to 2 noes and 1 abstention to elect Christine Fitzgerald as Chairperson for 2018.

RESULT: ELECTED 2018 CHAIRPERSON – Agenda Items #9 AYES: Bonilla, Court, Holliday, Kokes, Medrano, Michels, Morris, Morrow,

Vaidya, Williamson NOES: Hewitt, Jokinen ABSTAIN: Darling ABSENT: Fairgrove, Fitzgerald, Hernandez, Shah

On a vote of 13 ayes to 0 noes to elect Aaron Morrow as First Vice Chairperson for 2018.

RESULT: ELECTED 2018 FIRST VICE CHAIRPERSON – Agenda Items #9 AYES: Bonilla, Court, Darling, Hewitt, Holliday, Jokinen, Kokes, Medrano,

Michels, Morris, Morrow, Vaidya, Williamson NOES: None ABSENT: Fairgrove, Fitzgerald, Hernandez, Shah

After two rounds of Roll Call voting, a Second Vice Chairperson has not been selected and the election for Second Vice Chairperson has been deferred to the next meeting.

7


10. Core Connectivity Program Update

Ms. Cuencoprovided a presentation titled “Core Connectivity Program Update.” The Committee’s discussion focused on different transportation services and their performance. Upon inquiry, staff responded that data about Scoop will be provided to the Committee.

On order of First Vice Chairperson Morrow and there being no objection, the Committee received an update on VTA’s Core Connectivity Program and related implementation efforts.

11. Paratransit Service and Technology

Mr. Vogel provided a presentation, highlighting the performance of the paratransit service: 1) total trips and total trips requested; 2) no show, cancels and missed rides; 3) on-time performance goal of 90%; 4) passengers per revenue hour goal of 2; 5) total subs trips; 6) average trip length and trip distance; and 7) my access online and new interactive voice recognition (IVR). The Committee’s discussion focused on the issues encountered with the IVR and training of telephone agents. On order of First Vice Chairperson Morrow and there being no objection, the Committee received an update on Paratransit Service and Technology.

REPORTS 12. Citizens Advisory Committee (CAC)/Citizens Watchdog Committee (CWC) Report

First Vice Chairperson Morrow provided a brief report, highlighting the following: 1) election of Sharon Fredlund as Chairperson and Chris Elias as Vice Chairperson; 2) Silicon Valley Rapid Transit (SVRT) update; 3) use Measure A funds on SVRT; and 4) improvements to the Committee’s membership. He also expressed appreciation for the years of service provided by CAC/CWC Member Powers who will be retiring.

OTHER 13. Workplan Update

Members of the Committee requested adding the following to the work plan: 1) joint meeting between CTMA and BART Accessibility Committee; 2) recertification and operator training for patients with dementia; 3) changes to the paratransit report; 4) improved work plan; 5) create an Ad Hoc Committee for the work plan; and 6) agendize the eligibility process at the May 2018 meeting.

7


14. ANNOUNCEMENTS

There were no announcements. 15. ADJOURNMENT

On order of First Vice Chairperson Morrow and there being no objection, the Committee meeting was adjourned at 11:53 a.m.

Respectfully submitted, Michael Diaresco, Board Assistant VTA Office of the Board Secretary

7

Date: March 1, 2018 Current Meeting: March 8, 2018 Board Meeting: April 5, 2018

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 9, 2018

FOR INFORMATION ONLY

BACKGROUND:

VTA implements transit service changes quarterly in January, April, July, and October. Major changes are typically planned for January and July, while minor changes are implemented in April and October. Proposed “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 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. 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.

8

Page 2 of 2

DISCUSSION:

In June 2017, the VTA Board of Directors approved the FY18-19 Next Network Transit Service Plan, for implementation in 2018 coincident with the introduction of BART service at Milpitas and San Jose / Berryessa stations. In the interim, quarterly transit service changes, such as this one, focus on adjustments to current services to improve schedules and connections.

The following service changes will take effect on Monday, April 9, 2017: Major Service Changes

No major service changes for this quarter.

Minor Service Changes

The following routes will have minor schedule adjustments:

Route 57 West Valley College -- Great America: Buses will no longer operate into Mission College on Sundays. Buses will remain on Great America Parkway and will stop at Mission College Boulevard.

Route 60 Winchester Transit Center -- Great America: Buses will no longer operate into Mission College on Sundays. Buses will remain on Great America Parkway and will stop at Mission College Boulevard.

Express 185 Gilroy -- Mountain View: Due to passenger requests from a rider survey conducted in January, the 7:21 a.m. northbound trip will leave at 7:37 a.m. and the 6:06 p.m. southbound trip will leave at 5:47 p.m.

The following bus routes will have minor schedule adjustments to improve running times, on-time performance, transfers, and operators layovers:

Route 22 Palo Alto Transit Center -- Eastridge Transit Center

Route 32 San Antonio Shopping Center -- Santa Clara Transit Center

Route 35 Downtown Mountain View -- Stanford Shopping Center

Route 48 Los Gatos -- Winchester Transit Center via Winchester

Route 49 Los Gatos -- Winchester Transit Center via Los Gatos Blvd

Route 57 West Valley College -- Great America

Route 60 Winchester Transit Center -- Great America

Route 70 Capitol LRT Station -- Great Mall/Main Transit Center

Prepared By: Jay Tyree Memo No. 6395

8

Date: March 2, 2018

Current Meeting: March 8, 2018

Board Meeting: N/A

BOARD MEMORANDUM

TO: Santa Clara Valley Transportation Authority

Committee for Transportation Mobility & Accessibility


FROM: Chief Operating Officer, Inez Evans

SUBJECT: Chief Operating Officer's Report


BACKGROUND:

The Chief Operating Officer provides the Committee for Transportation Mobility and

Accessibility (CTMA) with an update at each meeting on items of relevance to the Committee.

DISCUSSION:

Eastridge Paratransit Facility

On January 15, 2018, the new Eastridge Paratransit facility had a pipe break which caused

flooding in the front part of the building including the main conference room, several offices,

and the break room. The Facilities Maintenance staff along with the Environmental Health &

Safety staff went to the facility to evaluate the damages and determine the plan of action for

repairs. All repair work is in progress and is anticipated to be completed by late March 2018.

Below are two photos showing the conference room when it was flooded and the progress of the

repairs being made as of today.

9

diaresco_m

Rectangle

Page 2 of 2

Light Rail Track Rehabilitation

VTA had seven slow zones identified for repairs. The Operations Division and Engineering &

Program Delivery Division have been working closely on scheduling these repairs. Major work

was completed in January on six areas that either had a defect or were in a slow zone. On

January 5, 2018, the cutover for the Santa Teresa Interlocking took place where we disconnected

old equipment and connected new equipment. During the 3-day weekend of January 12, 2018,

VTA repaired the Karina OCS Foundations. On January 19, 2018 VTA performed the cutover

on the Woz Way Signal Interlocking. VTA will be conducting more repair work in February.

The San Carlos Diamond Curve replacement took place over the 3-day weekend of February 16,

2018. On February 23, 2018, the damaged OCS pole at Tasman was replaced. VTA is working

towards completing the necessary repair work to help speed up the light rail system and remove

the seven identified slow zones.

Operator Classes

On January 3, 2018, 25 new Bus Operators graduated from Operator training. Currently there

are 18 Operator Trainees in a bus training class that will graduate on March 24, 2018.

In Light Rail, an Operator class began on January 29, 2018 and currently has 10 students. The

anticipated graduation date is April 13, 2018.

Bus Roadeo & Light Rail Rodeo

This year, the Operations Division is holding its first combined Bus Roadeo and Light Rail

Rodeo on Saturday, March 31, 2018 at the Chaboya Bus Division and the Guadalupe Light Rail

Division. During the bus competition, Bus Operators will show off their skills by maneuvering

15-ton “broncs” through obstacle courses. The Maintenance teams will display their skills in a

forklift competition. Qualifying winners will be representing VTA at the 2018 APTA

International Bus Roadeo on May 4-8, 2018 in Tampa, FL. The Light Rail Operators and

Maintenance employees will be participating in exercises that include detection and resolution of

emergency situations, braking, operating procedures, and finding hidden impediments among

other things. Qualifying winners will represent VTA at the 2018 APTA International Light Rail

Rodeo on June 7-10, 2018 in Denver, CO. VTA is hoping to bring home first place trophies in

both international competitions!

Prepared By: Maria Soto

Memo No. 6488

9

diaresco_m

Rectangle

Date: February 22, 2018 Current Meeting: March 8, 2018 Board Meeting N/A



FROM: Chief Operating Officer, Inez Evans SUBJECT: Transit Operations Performance Report - Q2 FY 2018


BACKGROUND:

The FY2018 Second Quarter Transit Operations Performance Report presents the second fiscal quarter's year-to-date (July 2017-December 2017) 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 7 of the report)

Bus ridership through the second quarter of FY2018 totaled 14.3 million, a decrease of 4.2% compared to the same period in FY2017 (July 2016-December 2016). Average weekday ridership was 93,189, down 4.0 % compared to FY2017. This period had one less weekday compared to the previous period.

Light rail recorded 4.3 million boardings through the second quarter of FY2018, a decrease of 9.8% compared to the same period of the prior fiscal year. Average weekday ridership was 27,569, down 10.0% compared to FY2017.

Overall, system ridership (bus and rail) was 18.6 million, down 5.6% compared to last year. Average weekday ridership decreased 5.4%, from 127,703 last year to 120,755 this year.

Special Event Service: A total of 28 stadium events occurred through the second quarter of FY2018: 13 at the Avaya Stadium and 15 at the Levi’s Stadium. Events at Levi’s Stadium included two regular football games, eight 49ers games, the PAC-12 championship game, the Foster Farms Bowl, and a Facebook summer picnic. A total of 146,538 riders took VTA to the Levi’s stadium during the 15 major events, averaging 9,769 riders per event.

10

diaresco_m

Typewritten Text

diaresco_m

Typewritten Text

diaresco_m

Typewritten Text

Page 2 of 3

Levis Stadium events

Year Month Riders Even

ts

Average per event

2017 July 26,694 2 13,347

2017 August 16,630 2 8,315

2017 September 26,622 2 13,311

2017 October 19,786 2 9,893 2017 November 25,826 3 8,609 2017 December 30,980 4 7,745 Totals 146,538 15 9,769

Key Performance Indicators (page 6 of the report)

Service reliability performance for the system (both bus and light rail) in FY2018 was 99.66%, which exceeded the established goal. Bus on-time performance was 85.4%, about the same as last year. Light rail on-time performance was 83.8% through the second quarter of FY2018, slightly lower than last year’s 85.1%.

Bus recorded 12,402 miles between major mechanical schedule losses through the second quarter of FY2018, 17.4% higher than the same period last year. Light rail recorded 30,144 miles between major mechanical schedule losses. Both bus and rail met and exceeded established goals.

Absenteeism goals were met for all except for Operators.

Paratransit (page 22 of the report)

Through the first six months of FY 2018, the total Paratransit ridership was 266,990, down 1.2 % compared to the same period last year. The net operating cost for ADA Paratransit services during the second quarter of FY2018 was $9,674,136 million, a 6.0% increase from the same period last year. The net operating cost per Paratransit passenger trip (including eligibility costs) for the second quarter of FY2018 was $36.23, a 7.3% increase from the $33.78 reported for the same period last year. The new contract structure took place July 2017, increasing some costs due to higher standards. The call center moved to a new permanent location in September 2017. Seven of the 13 performance indicators were met.

Contract Performance Indicators for FY2018

Performance Indicators Goal Q2 2018 Met Goal Passenger's Per Hour [PPH] >=2.0 1.69 No On-Time Performance [OTP] >= 92.0% 87.0% No Net Cost per Passenger <=$38.00 $36.23 Yes OTP First Pick-Up >=95% 98.6% Yes OTP be there By Time >=90.0% 87.5% No Excessively Late Trips <=0.01 0.01% Yes Missed Trips 0 334 No Call Center Telephone Hold Times (Minutes) <=1:30 2:39 No

10

Page 3 of 3

Abandoned Telephone Calls <=3% 11.0% No Complaints per 1,000 Passenger Trips <=1 0.11 Yes Preventable Accidents (Per 100,000 Revenue Miles) <=0.75 0.65 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 6 of the report)

VTA’s Inter-agency partners and contracted services recorded ridership decreases, with the exception of Caltrain and ACE:

Dumbarton Express ridership was 130,403, down 0.4%. Highway 17 Express ridership was 143,776, down 5.7%. Monterey-San Jose Express ridership was 11,515, down 3.6 %. ACE ridership was 673,596, up 3.5%. Caltrain ridership was 9,476,324, up 0.8%. CE shuttle ridership was 206,466, down 0.3%. Paratransit ridership was 266,990, down 1.2%.

Prepared By: Lalitha Konanur Memo No. 6283

10

Transit Operations Performance Report FY2018 Second Quarter Report (July 01, 2017-December 31, 2017)

10.a

10.a

Transit Operations Performance Report

Second Quarter FY 2018 Report (July 1, 2017 – December 31, 2017)

10.a

Santa Clara Valley Transportation AuthorityFY2018 Second Quarter Transit Operations Performance Report(July 01, 2017 - December 31, 2017)

TABLE OF CONTENTS page

Executive Summary

Summary of Performance 1Event Highlights 3

Key Performance Indicators 6

Ridership Summary 7

Route details 8

Route Performance

Boardings Per Revenue Hour (Charts) 9Average Peak Load (Express) 13Route Productivity 14

Paratransit Operating Statistics 22

Glossary

Prepared by: Operations Analysis, Reporting & Systems

10.a

Executive Summary

10.a

SANTA CLARA VALLEY TRANSPORTATION AUTHORITY FY2018 First Quarter Transit Operations Performance Report (July 1, 2017 –December 31, 2017) SUMMARY OF PERFORMANCE

Ridership (page 7 of the report)

Bus ridership through the second quarter of FY2018 totaled 14.3 million, a decrease of 4.2% compared to the same period in FY2017 (July2016-December 2016). Average weekday ridership was 93,189, down 4.0 % compared to FY2017. This period had one less weekday compared to the previous period.

Light rail recorded 4.3 million boardings through the second quarter of FY2018, a decrease of 9.8% compared to the same period of the prior fiscal year. Average weekday ridership was 27,569, down 10.0% compared to FY2017.

Overall, system ridership (bus and rail) was 18.6 million, down 5.6%. Average weekday ridership decreased 5.4%, from 127,703 last year to 120,758 this year.

Special Event Service: A total of 28 stadium events occurred through the second quarter of FY2018 - 13 at the Avaya Stadium and 15 at the Levi’s Stadium. Events at Levi’s Stadium included two regular football games, eight 49ers games, the PAC-12 championship game, the Foster Farms Bowl, and a Facebook summer picnic. A total of 146,538 riders took VTA to the Levi’s stadium during the 15 major events, averaging 9,769 riders per event.

Levis Stadium events Year Month Riders Events Average per event 2017 July 26,694 2 13,347 2017 August 16,630 2 8,315 2017 September 26,622 2 13,311 2017 October 19,786 2 9,893 2017 November 25,826 3 8,609 2017 December 30,980 4 7,745 Totals 146,538 15 9,769

Key Performance Indicators (page 6 of the report)

Service reliability performance for the system (both bus and light rail) in FY2018 was 99.66%, which exceeded the established goal. Bus on-time performance was 85.4%, about the same as last year. Light rail on-time performance was 83.8% in FY2018, slightly lower than last year’s 85.1%.

1

10.a

Bus recorded 12,402 miles between major mechanical schedule losses through the second quarter of FY2018, 17.4% higher than the same period last year. Light rail recorded 30,144 miles between major mechanical schedule losses. Both bus and rail met and exceeded established goals.

Absenteeism goals were met for all except for Operators.

Paratransit (page 22 of the report)

Through the first six months of FY 2018, the total Paratransit ridership was 266,990, down 1.2 % compared to the same period last year. The net operating cost for ADA Paratransit services during the second quarter of FY2018 was $9,674,136 million, a 6.0% increase from the same period last year. The net operating cost per Paratransit passenger trip (including eligibility costs) for the second quarter of FY2018 was $36.23, a 7.3% increase from the $33.78 reported for the same period last year. The new contract structure took place July 2017, increasing some costs due to higher standards. The call center moved to a new permanent location in September 2017. Seven of the 13 performance indicators were met. Contract Performance Indicators for FY2018

Performance Indicators Goal Q2 2018

Met Goal

Passenger's Per Hour [PPH] >=2.0 1.69 No On-Time Performance [OTP] >= 92.0% 87.0% No Net Cost per Passenger <=$38.00 $36.23 Yes OTP First Pick-Up >=95% 98.6% Yes OTP be there By Time >=90.0% 87.5% No Excessively Late Trips <=0.01 0.01% Yes Missed Trips 0 334 No Call Center Telephone Hold Times (Minutes) <=1:30 2:39 No Abandoned Telephone Calls <=3% 11.0% No Complaints per 1,000 Passenger Trips <=1 0.11 Yes Preventable Accidents (Per 100,000 Revenue Miles) <=0.75 0.65 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 7 of the report)

VTA’s Inter-agency partners and contracted services recorded ridership decreases, with the exception of Caltrain and ACE:

Dumbarton Express ridership was 130,403, down 0.4%. Highway 17 Express ridership was 143,776, down 5.7%. Monterey-San Jose Express ridership was 11,515, down 3.6 %. ACE ridership was 673,596, up 3.5%. Caltrain ridership was 9,476,324, up 0.8%. CE shuttle ridership was 206,466, down 0.3%. Paratransit ridership was 266,990, down 1.2%.

2

10.a

SANTA CLARA VALLEY TRANSPORTATION AUTHORITY EVENT HIGHLIGHTS FY 2018 Second Quarter Transit Operations Performance Report (July 1, 2017 to December 31, 2017) This section shows events that can affect normal service operations and system ridership. Ridership historically follows employment trends in the Valley, for example. 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 3, 2017 – Service Changes

July 4, 2017– VTA featured increased light rail service to the downtown Rotary Club fireworks show at Discovery Meadow. 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 10, 2017 – San Jose Earthquakes vs. LA Galaxy at Avaya Stadium July 10 thru 16, 2017 – Construction along the northbound track at the Capitol Light Rail Station. Weeknights and weekends trains are single tracking. July 14, 2017 – San Jose Earthquakes vs. Eintracht Frankfurt at Levis. July 23, 2017 – International Champions Cup, Real Madrid vs. Manchester United at Levis. July 26, 2017 – CONCACAF Gold Cup Final at Levis Stadium.

July 29, 2017 – Reopening of Montague Light Rail Station. July 29 & 30 2017 –Gilroy Garlic Festival. July 2017 – Unleaded fuel averaged $2.94 a gallon.

August 5, 2017 – San Jose Earthquakes vs. Columbus Crew SC at Avaya Stadium.

August 9 thru Sept 22, 2017 – Palo Alto Transit Center closed for City’s Construction. August 14, 2017 – Schools starts to open. August 19, 2017 –SF 49ers vs. Denver Broncos (Pre-Season Football Game). August 18 thru August 25, 2017 –The City of San Jose performed a demonstration project in downtown San Jose. August 31, 2017 –SF 49ers vs. Los Angeles Chargers (Pre-Season Football Game) .August 1, 21, 28 & 31, 2017 – Spare the Air day.

3

10.a

August 2017 – Unleaded fuel averaged $3.00 a gallon.

September 1 thru September 4 2017 –Rail Rehabilitation along First Street. September 2, 2017 – VTA’s General Manager authorized free rides due to excessive heat. September 5, 2017 – 1ST & Reed Construction Impacts Bus Routing. September 10, 2017 – SF 49ers vs. Carolina Panthers (Football Game). September 16, 2017 – San Jose Earthquakes vs. Houston Dynamo at Avaya Stadium. September 21, 2017 – SF 49ers vs. Los Angeles Rams (Football Game). September 27, 2017 – San Jose Earthquakes vs. Chicago Fire at Avaya Stadium September 30, 2017 – San Jose Earthquakes vs. Portland Timbers. September 1, 2, 4 and 27, 2017 –Spare the Air day. September 2017 – Unleaded fuel averaged $3.16 a gallon.

October 4, 2017 –Levis Stadium Coldplay Concert

October 9, 2017 – Service Changes. October 22, 2017 – Avaya Stadium San Jose Earthquakes vs. Minnesota United FC October 22, 2017 – Levis Stadium SF 49ers vs. Dallas Cowboys (Football Game). October 24, 2017 –San Jose has hit the 90-degree mark just once on Oct. 24, according to the National Weather Service in Monterey. On Tuesday, the city cruised past that with a high of 94 degrees, breaking the previous record for the day set back in 1965. October 11-13; 16-19; 27/ 2017 – Multiple days declared as Spare the Air days. October 28 & 29, 2017 – Rail Rehabilitation Along First Street. October 2017 – The Bay Area added 7,600 jobs during October, a welcome counterpoint to the past two months of employment losses, and the region’s jobless rates improved to their best level in nearly two decades. October 2017 – Unleaded fuel averaged $3.04 per gallon. November 5, 2017 – Levis Stadium SF 49ers vs. Arizona Cardinals (Football Game) November 12, 2017 – Levis Stadium SF 49ers vs. New York Giants (Football Game)

4

10.a

November 23, 2017 – Annual Silicon Valley Turkey Trot. November 24 thru December 31, 2017 – Historic Trolley Service. November 26, 2017 – Levis Stadium SF 49ers vs. Seattle Seahawks (Football Game). November 2017 – Unleaded fuel averaged $3.18 per gallon. November 2017 – Bay Area jobless rates improved in November to their best levels in at least 18 years, while the statewide jobless rate hit an all-time low as robust job growth arrived just in time for the holidays. December 1, 2017 – Levis Stadium PAC-12 College Football Championship Game – Stanford Cardinal vs USC Trojans. December 1, 2017 –The Santa Clara Valley Transportation Authority Policy Advisory Board agreed at its Dec. 7 meeting to adopt a policy for a commuter shuttle program that would require the operators of private charter buses that ferry employees to and from the campuses of companies like Google, Apple and Facebook to adhere to a set of rules and regulations in order to access VTA bus stops.

December 17, 2017 – Levis Stadium SF 49ers vs. Tennessee Titans (Football Game) December 24, 2017 – Levis Stadium SF 49ers vs. Jacksonville Jaguars (Football Game) December 27, 2017 – Mission College Bus Stop Opening. December 27, 2017 – Levis Stadium Foster Farms Bowl – Arizona Wildcats vs. Purdue

Boilermakers. December 8; 11-15; 22-24 – Multiple days declared as Spare the Air days. December 31, 2017 – New Year Extended Free Service. December 2017 – Unleaded fuel averaged $3.11 per gallon.

5

10.a

Key Performance

Indicators

10.a

SANTA CLARA VALLEY TRANSPORTATION AUTHORITYKEY PERFORMANCE INDICATORS

FY2018 Second Quarter Transit Operations Performance Report

(July 01, 2017 - December 31, 2017)

FY 2015Annual

FY 2016Annual

FY 2017Annual

FY 2018II Quarter Met Goal? FY 2018 Goals

SYSTEM (Bus & Light Rail)Total Boarding Riders (in millions) 43.94 42.92 38.19 18.64 No 19.31>= Average Weekday Boarding Riders 141,149 137,317 124,002 120,758 No 125,500>= Boardings per Revenue Hour 30.5 29.7 25.5 24.9 YES 24.0>= Percent of Scheduled Service Operated 99.67% 99.64% 99.65% 99.66% YES 99.55%>=

Miles Between Major Mechanical Schedule Loss19,890 10,655 11,303 13,222 YES 8,700>=

Miles Between Chargeable Accidents 78,449 168,454 112,974 96,279 No 111,000>= Passenger Concerns per 100,000 Boardings 18.4 21.0 21.7 19.1 No 10.6<=

BUS OPERATIONSTotal Boarding Riders (in millions) 32.62 32.20 29.06 14.29 No 14.56>= Average Weekday Boarding Riders 106,214 104,009 94,740 93,189 No 95,000>= Boardings per Revenue Hour 25.1 24.7 21.4 21.1 YES 20.1>= Percent of Scheduled Service Operated 99.64% 99.60% 99.62% 99.63% YES 99.50%>=


Miles Between Chargeable Accidents 78,449 153,146 102,623 88,555 No 99,258>= On-time Performance 85.6% 85.8% 86.3% 85.4% No 92.5%>= Operator Personal Time-off 7.2% 7.6% 8.3% 10.6% No 10.0%<= Maintenance Personal Time-off 6.0% 5.5% 6.9% 5.8% YES 8.0%<= Passenger Concerns per 100,000 Boardings 21.3 22.4 23.9 21.1 No 11.8<=

LIGHT RAIL OPERATIONSTotal Boarding Riders (in millions) 11.32 10.72 9.13 4.34 No 4.75>= Average Weekday Boarding Riders 34,935 33,308 29,262 27,569 No 30,500>= Boardings per Revenue Hour 80.4 76.6 65.5 61.9 YES 58.0>= Percent of Scheduled Service Operated 99.96% 99.97% 99.96% 99.96% YES 99.90%>=


Miles Between Chargeable Accidents2558,019 1,117,584 747,792 371,775 No 1,115,324>=

On-time Performance 77.4% 77.5% 84.3% 83.8% No 95.0%>= Operator Personal Time-off 7.3% 7.7% 8.4% 10.3% No 10.0%<= Maintenance Personal Time-off 5.2% 4.1% 4.9% 4.5% YES 8.0%<= Way, Power, & Signal Personal Time-off 8.6% 8.7% 8.5% 4.4% YES 8.0%<= Passenger Concerns per 100,000 Boardings 10.0 16.8 14.7 12.5 No 2.8<= Fare Evasion Rate 3.0% 2.8% 2.1% 2.0% YES 5.0%<=

PARATRANSIT Passengers per Revenue Hour³ 2.60 2.20 1.70 1.69 No 2.00>= Net Cost per Passenger $24.22 $30.24 $39.34 $36.23 YES $38.00<= Ontime Performance 96.5% 90.9% 91.9% 87.0% No 92.0%>=

OTP First Pick-Up398.6% YES 95.0%>=

OTP Be There By Time387.5% No 90.0%>=

Excessively Late Trips 3 0.01% YES 0.01%<=

Missed Trips 3334 No 0<=

Complaints per 1,000 passenger Trips 0.47 0.68 100.0% 0.11 YES 1.0<= Calls Response Time (minutes)³ 1.36 0.97 0.17 2:39 No 1:30<= Abandoned Telephone Calls 3

1.14 1.40 1.03 11.0% No 3.0%<= ADA Eligibility Certification within 21 Days 100.0% 100.0% 1.00 100.0% YES 100.0%= Preventative Maintenance Inspections Ontime 100.0% 100.0% 1.00 100.0% YES 100.0%= Preventable Accidents (per 100,000 Revenue Miles)3

0.65 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

6

10.a

Ridership Summary

10.a

SANTA CLARA VALLEY TRANSPORTATION AUTHORITYRIDERSHIP SUMMARY(Directly Operated, Inter-Agency Partners, and Contracted Services)FY2018 Second Quarter Transit Operations Performance Report

(July 01, 2017 - December 31, 2017)

FY2018 FY2017 % Change

Directly Operated Services

Bus 14,293,528 14,926,282 -4.2% Average Weekday Riders 93,189 97,066 -4.0%

Light Rail 4,343,878 4,816,166 -9.8% Average Weekday Riders 27,569 30,637 -10.0%

Total Directly Operated Services 18,637,406 19,742,448 -5.6% Average Weekday Riders 120,758 127,703 -5.4%

Inter-Agency Partners

Dumbarton Express 130,403 130,919 -0.4% Average Weekday Riders 1,027 1,031 -0.4%

Highway 17 Express 143,776 152,506 -5.7% Average Weekday Riders 893 943 -5.3%

Monterey-San Jose Express 11,515 11,948 -3.6% Average Weekday Riders 49 55 -10.9%Altamont Commuter Express (ACE) 673,596 651,126 3.5% Average Weekday Riders 5,432 5,209 4.3%

Caltrain 9,476,324 9,400,141 0.8% Average Weekday Riders 60,954 59,026 3.3%

Caltrain Shuttles (in Santa Clara County) 914,702 953,190 -4.0% Average Weekday Riders 7,091 7,447 -4.8%Contracted ServicesParatransit* 266,990 270,115 -1.2% Average Weekday Riders 1,885 1,912 -1.4%

ACE Shuttles 206,466 206,994 -0.3% Average Weekday Riders 1,665 1,643 1.3%

Total Contracted / Inter-Agency 5,829,752 5,786,113 0.8%

Combined Total Ridership (in Santa Clara County) 1 24,467,158 25,528,561 -4.2%

1 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.

7

10.a

Route Performance

10.a

Route Destination Route Destination

10Santa Clara Transit Ctr.-San Jose International Airport-Metro/Airport LRT Station

70 Capitol LRT Station-Great Mall/Main Transit Ctr.

12San Jose Civic Ctr.-Eastridge Transit Ctr. via San Jose Flea Market

71Eastridge Transit Ctr.-Great Mall/Main Transit Ctr. via White Rd.

13*Almaden Expwy. & McKean-Ohlone/Chynoweth LRT Station

72 Senter & Monterey-Downtown San Jose

14*Gilroy Transit Ctr. to St. Louise Hospital via Camino Arroyo

73 Snell/Capitol-Downtown San Jose

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

22Palo Alto Transit Ctr.-Eastridge Transit Ctr. via El Camino

89California Ave. Caltrain Station-Palo Alto Veteran's Hospital

23DeAnza College-Alum Rock Transit Ctr. via Stevens Creek

101 Camden & Hwy 85-Palo Alto

25DeAnza College-Alum Rock Transit Ctr. via Valley Medical Ctr.

102 South San Jose-Palo Alto

26Sunnyvale/Lockheed Martin Transit Ctr.-Eastridge Transit Ctr.

103 Eastridge Transit Ctr.-Palo Alto

27 Good Samaritan Hospital-Kaiser San Jose 104 Penitencia Creek Transit Ctr.-Palo Alto31 Evergreen Valley College-Eastridge Transit Ctr. 120 Fremont BART-Lockheed Martin/Moffett Park-Shoreline

32* San Antonio Shopping Ctr.-Santa Clara Transit Ctr. 121 Gilroy Transit Ctr.-Lockheed Martin/Moffett Park 34* San Antonio Shopping Ctr.-Downtown Mountain View 122 South San Jose-Lockheed Martin/Moffett Park35 Downtown Mountain View-Stanford Shopping Ctr. 140 Fremont BART-Mission College & Montague Expwy.

37* West Valley College-Capitol LRT Station 168 Gilroy Transit Ctr.-San Jose Diridon Transit Ctr.

39* The Villages-Eastridge Transit Ctr. 180 Great Mall/Main Transit Ctr/Aborn&White-Fremont BART

40Weekday/Sat-Foothill College-La Avenida & Shoreline Sun-San Antonio & Lyell-La Avenida & Shoreline

181San Jose Diridon Transit Ctr.-Fremont BART via Great Mall/Main Transit Ctr. late evenings & weekends

42*Weekday-Kaiser San Jose-Evergreen Valley College Sat-Santa Teresa LRT-Monterey & Senter

182 Palo Alto-IBM/Bailey Ave.

45* Alum Rock Transit Ctr.-Penitencia Creek Transit Ctr. 185 Gilroy Transit Ctr.-Mountain View46 Great Mall/Main Transit Ctr.-Milpitas High School 200 Tasman & Baypointe-Mountain View Station47 Great Mall/Main Transit Ctr.-McCarthy Ranch 201* DASH SJ Diridon Stn-Downtown SJ LRT Stations

48*Los Gatos Civic Ctr.-Winchester Transit Ctr. via Winchester Blvd.

231 Avaya Stadium-Downtown San Jose (Event Service Only)

49*Los Gatos Civic Ctr.-Winchester Transit Ctr. via Los Gatos Blvd.

251 Fremont BART-Levi's Stadium (Event Service Only)

52 Foothill College-Downtown Mountain View 252 Vallco-Levi's Stadium (Event Service Only)53 West Valley College-Sunnyvale Transit Ctr. 253 Gilroy/Morgan Hill-Levi's Stadium (Event Service Only)

54 De Anza College-Sunnyvale/Lockheed Martin Trans Ctr. 304 South San Jose-Sunnyvale Transit Ctr. via Arques

55 De Anza College-Great America 321 Great Mall/Main Transit Ctr.-Lockheed Martin/Moffett Park

55XFremont High School-Lakewood Village (School Days Only)

323 De Anza College-Downtown San Jose

57 West Valley College-Great America via Quito Rd. 328 Almaden Expy/Via Valiente-Lockheed Martin/Moffett Pk58 West Valley College-Alviso via Fruitvale 330 Almaden Expy. & Via Valiente-Tasman Drive60 Winchester Transit Ctr.-Great America 522 Palo Alto Transit Ctr.-Eastridge Transit Ctr.

61 Good Samaritan Hospital-Sierra & Piedmont via Bascom LRT Line 902 - Mountain View-Winchester

62 Good Samaritan Hospital-Sierra & Piedmont via Union Line 901 - Alum Rock-Santa Teresa

63 Almaden Expy & Camden-San Jose State University Line 900 - Ohlone/Chynoweth-Almaden

64Almaden LRT Station-McKee & White via Downtown San Jose

970Highway 17 Express - Santa Cruz & Scotts Valley-San Jose Diridon Transit Ctr.

65* Kooser & Blossom Hill-13th & Hedding 971 Dumbarton Express - Union City BART-Palo Alto

66Kaiser San Jose-Milpitas/Dixon Rd. via Downtown San Jose

972 Monterey-San Jose Express (MST55)

68 Gilroy Transit Ctr.-San Jose Diridon Transit Ctr.

Route Listing

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

8

10.a

SANTA CLARA VALLEY TRANSPORTATION AUTHORITY

Weekday Boardings per revenue hourFY2018 Second Quarter Transit Operations Performance Report

22.015.7

23.328.7

24.022.723.3

20.926.3

23.317.1

18.419.5

21.222.1

24.228.5

30.3

522

323

77

73

72

71

70

68

66

64

62

61

60

55

26

25

23

22

CoreStandard: 22.9 boardings

per rvenue hour

23.1

22.1

14.9

15.9

13.5

18.7

23.4

25.8

16.5

30.1

19.3

12.4

20.0

15.3

19.1

89

82

81

63

58

57

54

53

52

46

40

35

31

27

10

Local Standard: 19.3 boardings

per revene hour

33.8

7.4

18.1

14.3

11.2

14.6

16.0

14.4

22.2

13.5

11.3

15.9

17.6

16.3

9.9

22.5

12.1

11.7

0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 40.0 45.0 50.0

201

200

88

65

49

48

45

42

39

37

34

32

19

18

17

16

14

13

Community BusStandard: 15.7 boardings

per revenue hour

24.5ACEShuttles

Note: ACE shuttles are not considered in the calculation of the Community Bus standard, which is VTA-based only.

9

10.a


Weekday Boardings per revenue hourFY2018 Second Quarter Transit Operations Performance Report

60.4

75.7

47.2

0 10 20 30 40 50 60 70 80

ExpressStandard: is 60% Maximum Load

Factor

Light RailStandard: 61.1 boardings

per revenue train hour

* 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.

10.8

10.2

10.7

14.3

0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 40.0 45.0 50.0

LimitedStandard 15.0 Boarding Per

Revenue Hour

10

10.a


Saturday Boardings per revenue hourFY2018 Second Quarter Transit Operations Performance Report

47.7

46.6

44.9

0 10 20 30 40 50 60 70 80 90 100

902*

901*

900*Light Rail

Standard: 46.4 boardingsper revenue train hour

15.1

8.7

12.6

15.1

15.7

15.9

12.0

10.5

11.9

11.4

15.1

18.9

22.0

82

81

63

57

54

47

46

40

35

31

27

12

10

8.9

9.8

9.4

10.5

19.5

13.4

17.5

10.4

11.7

0 10 20 30 40 50 60

200

49

48

42

39

32

19

17

14


per revenue hour


per revenue hour

* 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.

18.3

10.5

23.0

23.7

22.9

22.4

22.0

20.0

22.3

17.5

14.6

15.9

17.0

13.7

19.1

23.5

24.4

26.9

522

323

77

73

72

71

70

68

66

64

62

61

60

55

26

25

23

22


per revenue hour

11

10.a


Sunday Boardings per revenue hourFY2018 Second Quarter Transit Operations Performance Report

55.1

44.4

37.4

0 10 20 30 40 50 60 70 80

902*

901*

900*

Light RailStandard 45.6 boardings

per revenue train hour

16.8

9.6

20.3

22.6

22.6

23.4

20.1

18.0

20.2

15.3

12.5

12.3

15.7

15.1

16.6

23.3

21.5

26.2

522

323

77

73

72

71

70

68

66

64

62

61

60

55

26

25

23

22


per revenue hour

15.3

10.4

13.8

12.7

20.4

12.2

14.2

10.4

12.2

19.0

23.7

82

63

57

54

47

40

35

31

27

12

10


per revenue hour

5.5

7.7

8.2

24.2

16.4

10.6

10.5

0 5 10 15 20 25 30 35 40 45 50

200

49

48

39

19

17

14


per revenue hour

* 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

12

10.a

Saturday / Sunday


Express Routes Average Peak Load

FY2018 Second Quarter Transit Operations Performance Report

Weekday

30.8%

53.2%

46.8%

42.4%

34.7%

39.2%

45.3%

35.0%

44.5%

21.6%

42.4%

35.3%

17.9%

25.3%

37.1%

12.9%

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

101

102

103

104

120

121

122

140

168

180

181

182

185

DB

Hwy 17

MST 55

ExpressStandard: 60% Peak Load

Note: HWY 17, MST and DB are not considered in the calculation of the standard which isVTA- based only.

Saturday, 32.6%

Sunday, 20.8%

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

181

181

13

10.a

Boardings per Revenue Hour by Time Period(July 01, 2017 - December 31, 2017)

Core Routes

WEEKDAYROUTE PEAK MIDDAY OFF PEAK TOTAL

22 30.9 33.1 25.6 30.323 27.8 31.5 21.5 28.5 Weekday Service Periods25 23.9 25.1 21.5 24.2 Peak 5:00 AM to 9:00 AM &26 22.8 24.3 14.6 22.1 2:30 PM to 6:30 PM55 21.7 22.9 13.4 21.2 Midday 9:00 AM to 2:30 PM60 19.0 22.4 14.3 19.5 Off Peak 6:30 PM to 5:00 AM61 18.9 19.8 9.9 18.462 17.3 19.3 9.8 17.164 23.3 25.9 13.1 23.366 24.8 30.7 20.1 26.368 20.1 23.0 18.7 20.970 23.0 25.7 16.2 23.371 21.0 28.1 19.0 22.772 23.7 26.1 20.1 24.073 26.2 34.4 20.4 28.777 22.5 26.2 16.0 23.3

323 16.3 16.1 11.8 15.7 Legend:522 23.5 21.4 18.3 22.0 Below standard

Standard 22.6 25.3 16.9 22.9 No Service

14

10.a


Core Routes

SATURDAYROUTE AM BASE Evening Late Night TOTAL

22 31.6 26.7 23.6 24.5 26.923 24.9 25.2 21.1 21.5 24.4 Saturday Service Periods25 25.5 23.8 20.1 17.5 23.5 AM 12:00 AM to 9:00 AM26 23.0 18.3 18.5 0.0 19.1 Base 9:00 AM to 6:00 PM55 15.5 13.6 13.1 0.0 13.7 Evening 6:00 PM to 10:00 PM60 18.3 17.0 15.8 0.0 17.0 Late night 10:00 PM to 12:00 AM61 17.5 17.4 9.5 0.0 15.962 14.8 15.5 9.6 0.0 14.664 17.2 18.3 14.5 8.9 17.566 24.6 22.3 21.3 13.3 22.368 25.7 18.7 20.5 16.7 20.070 25.4 21.7 20.6 13.5 22.071 33.7 21.3 21.6 0.0 22.472 22.8 23.6 19.9 0.0 22.973 25.7 23.9 19.2 0.0 23.777 25.2 23.5 16.9 0.0 23.0

323 10.8 10.8 8.7 0.0 10.5522 19.3 18.6 16.5 0.0 18.3

Standard 22.3 20.0 17.3 16.6 19.9

SUNDAYROUTE AM BASE Evening Late Night TOTAL

22 29.6 24.5 28.9 24.8 26.2 Sunday Service Periods23 24.4 20.5 23.6 15.8 21.5 AM 12:00 AM to 9:00 AM25 22.6 24.9 17.8 15.3 23.3 Base 9:00 AM to 6:00 PM26 18.7 16.0 16.7 9.3 16.6 Evening 6:00 PM to 10:00 PM55 17.4 15.1 12.8 8.5 15.1 Late night 10:00 PM to 12:00 AM60 18.1 15.5 14.8 8.6 15.761 12.4 13.1 7.8 0.0 12.362 13.8 12.7 10.1 0.0 12.564 16.8 15.8 11.8 6.8 15.366 23.4 19.6 19.7 0.0 20.268 20.4 17.1 21.4 13.7 18.070 23.4 20.4 16.8 14.4 20.171 28.9 23.1 20.8 0.0 23.472 24.1 23.2 19.6 0.0 22.673 21.0 23.3 18.6 0.0 22.677 23.2 20.4 16.1 0.0 20.3

323 13.0 9.6 9.4 0.0 9.6 Legend:522 20.7 16.4 19.2 0.0 16.8 Below standard

Standard 20.7 18.4 17.0 15.0 18.5 No Service

15

10.a


Local Routes


10 19.4 19.4 17.7 19.127 14.6 18.3 9.3 15.3 Weekday Service Periods31 19.2 24.3 9.5 20.0 Peak 5:00 AM to 9:00 AM &35 13.0 12.5 9.1 12.4 2:30 PM to 6:30 PM40 19.5 20.6 9.9 19.3 Midday 9:00 AM to 2:30 PM46 32.1 28.3 13.6 30.1 Off Peak 6:30 PM to 5:00 AM47 18.7 22.1 15.2 19.452 15.9 19.0 8.7 16.553 26.7 24.3 0.0 25.854 25.7 22.4 16.6 23.457 17.8 22.6 11.6 18.758 14.6 9.5 11.7 13.563 15.4 18.6 9.9 15.981 15.2 14.7 9.4 14.982 22.1 24.0 14.3 22.1 Legend:89 25.9 16.0 0.0 23.1 Below standard

Standard 19.7 19.8 15.0 19.3 No Service

16

10.a


Local Routes

SATURDAYROUTE AM BASE Evening Late Night TOTAL

10 15.5 25.5 22.0 12.9 22.012 0.0 19.0 10.7 0.0 18.9 Saturday Service Periods31 14.0 11.1 12.7 0.0 11.4 AM 12:00 AM to 9:00 AM35 17.6 11.9 10.3 0.0 11.9 Base 9:00 AM to 6:00 PM40 11.8 10.4 8.1 0.0 10.5 Evening 6:00 PM to 10:00 PM46 0.0 12.0 0.0 0.0 12.0 Late night 10:00 PM to 12:00 AM47 15.5 16.2 14.3 0.0 15.954 16.9 15.9 13.6 0.0 15.757 20.4 14.6 15.0 0.0 15.163 14.6 12.4 10.6 0.0 12.681 0.0 8.7 0.0 0.0 8.782 15.9 15.4 12.8 0.0 15.1

Standard 15.8 15.0 15.0 15.0 15.0

SUNDAYROUTE AM BASE Evening Late Night TOTAL

10 15.5 27.3 23.5 20.4 23.712 0.0 19.0 16.3 0.0 19.027 0.0 12.2 0.0 0.0 12.2 Sunday Service Periods31 15.9 10.4 7.3 0.0 10.4 AM 12:00 AM to 9:00 AM35 18.9 14.1 11.3 0.0 14.2 Base 9:00 AM to 6:00 PM40 16.8 12.0 9.0 0.0 12.2 Evening 6:00 PM to 10:00 PM47 19.5 20.3 21.6 0.0 20.4 Late night 10:00 PM to 12:00 AM54 16.9 12.7 11.3 0.0 12.757 14.6 13.8 11.5 11.2 13.863 13.5 10.0 6.3 0.0 10.4 Legend:82 16.5 15.5 12.1 0.0 15.3 Below standard

Standard 16.5 15.2 15.0 15.8 15.0 No Service

17

10.a


Community Bus


13 11.8 12.0 4.6 11.7 Weekday Service Periods14 10.2 13.8 0.0 12.1 Peak 5:00 AM to 9:00 AM &16 23.8 9.2 0.0 22.5 2:30 PM to 6:30 PM17 10.2 9.7 0.0 9.9 Midday 9:00 AM to 2:30 PM18 16.0 16.7 15.1 16.3 Off Peak 6:30 PM to 5:00 AM19 18.0 18.1 11.9 17.632 16.7 15.6 11.4 15.934 13.3 11.1 0.0 11.337 11.9 16.2 12.2 13.539 18.5 30.6 20.4 22.242 13.6 15.6 6.9 14.445 16.4 15.7 13.4 16.048 14.9 15.1 7.5 14.649 11.6 11.4 8.3 11.265 13.0 16.8 9.0 14.388 21.4 14.2 0.0 18.1200 0.0 0.0 7.4 7.4201 35.4 31.9 29.5 33.8

Standard 16.3 16.1 15.0 15.7

18

10.a


Community Bus

SATURDAYROUTE AM BASE Evening Late Night TOTAL Saturday Service Periods

14 0.0 11.7 0.0 0.0 11.7 AM 12:00 AM to 9:00 AM17 0.0 10.4 0.0 0.0 10.4 Base 9:00 AM to 6:00 PM19 18.8 17.4 0.0 0.0 17.5 Evening 6:00 PM to 10:00 PM32 15.3 13.1 0.0 0.0 13.4 Late night 10:00 PM to 12:00 AM39 20.9 19.4 18.2 0.0 19.542 11.4 10.5 0.0 0.0 10.548 9.1 9.4 10.5 0.0 9.449 16.7 9.4 6.5 0.0 9.8200 0.0 0.0 0.0 8.9 8.9

Standard 15.4 15.0 15.0 15.0 15.0

SUNDAYROUTE AM BASE Evening Late Night TOTAL Sunday Service Periods

14 10.4 10.5 0.0 0.0 10.5 AM 12:00 AM to 9:00 AM17 16.6 10.5 0.0 0.0 10.6 Base 9:00 AM to 6:00 PM19 17.1 16.3 0.0 0.0 16.4 Evening 6:00 PM to 10:00 PM39 18.6 24.5 15.7 0.0 24.2 Late night 10:00 PM to 12:00 AM48 13.1 8.1 4.6 0.0 8.249 13.6 7.6 6.0 0.0 7.7 Legend:

200 0.0 0.0 0.0 5.5 5.5 Below standardStandard 15.0 15.0 15.0 15.0 15.0 No Service

19

10.a


Limited Stop Routes

WEEKDAY Weekday Service PeriodsROUTE PEAK Peak 5:00 AM to 9:00 AM &

304 14.3 2:30 PM to 6:30 PM321 10.7328 10.2 Legend:330 10.8 Below standard

Standard 15.0 No Service

20

10.a


Light Rail

WEEKDAYROUTE PEAK MIDDAY OFF PEAK TOTAL Weekday Service Periods

900* 50.7 48.8 37.9 47.2 Peak 5:00 AM to 9:00 AM &901* 86.4 79.4 45.7 75.7 2:30 PM to 6:30 PM902* 96.1 42.7 28.6 60.4 Midday 9:00 AM to 2:30 PM

Standard 77.7 57.0 37.4 61.1 Off Peak 6:30 PM to 5:00 AM

SATURDAYROUTE AM BASE Evening Late Night TOTAL Saturday Service Periods

900* 25.9 48.4 40.4 0.0 44.9 AM 12:00 AM to 9:00 AM901* 30.7 52.8 50.8 32.0 46.6 Base 9:00 AM to 6:00 PM902* 32.0 53.3 51.0 38.3 47.7 Evening 6:00 PM to 10:00 PM

Standard 29.5 51.5 47.4 35.2 46.4 Late night 10:00 PM to 12:00 AM

SUNDAYROUTE AM BASE Evening Late Night TOTAL Sunday Service Periods

900* 24.3 40.4 32.6 0.0 37.4 AM 12:00 AM to 9:00 AM901* 28.8 52.2 42.8 26.8 44.4 Base 9:00 AM to 6:00 PM902* 34.1 72.7 38.8 28.9 55.1 Evening 6:00 PM to 10:00 PM

Standard 29.1 55.1 38.1 27.9 45.6 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

21

10.a

Paratransit Operating

Statistics

10.a

SANTA CLARA VALLEY TRANSPORTATION AUTHORITYPARATRANSIT OPERATING STATISTICSFY2018 Second Quarter Transit Operations Performance Report

(July 01, 2017 - December 31, 2017)

FY2018 FY2017 Percent Change

RIDERSHIP Clients 236,510 240,895 -1.8% Attendants 25,961 24,195 7.3% Companions 4,519 5,025 -10.1%

Total 266,990 270,115 -1.2% Avg. Weekday Trips 1,885 1,912 -1.4% Avg. Weekday Client Trips 1,679 1,714 -2.0% Active Clients 5,932 4,298 38.0% Avg. Trips per Client 39.9 56.0 -28.9% PREMIUM SERVICES Same Day Trips 2,074 1,309 58.4% Second Vehicles 461 112 311.6% Open Returns 71 425 -83.3% Service Area Surcharge Trips 1,737 1,523 14.1% Subscription Trips 71,229 35,802 99.0%

Total 75,572 39,171 92.9% LEVEL OF SERVICE Revenue Miles 2,620,081 2,234,695 17.2% Revenue Hours 158,231 160,927 -1.7% Passenger Miles (NTD) 2,950,205 2,725,988 8.2% Maximum Vehicles Operated (non-Taxi) 137 181 -24.3% Total Vehicles Available (non-Taxi) 238 243 -2.1% ELIGIBILITY Total Data Cards Received 3,453 2,500 38.1% New Applicants Certified 1,445 1,276 13.2% New Applicants Denied 141 50 182.0% Clients Recertified 1,325 1,118 18.5% Clients Denied Recertification 37 37 0.0% Total Eligibility Assessments 3,186 2,481 28.4% Denial Rate 5.6% 3.5% 59.3% EXPENSES AND REVENUESEXPENSES Contracted Fixed Costs 1,551,939$ 2,760,144$ -43.8% Contracted Variable Costs 5,659,180$ 7,036,662$ -19.6% Contracted Eligibility Certification Costs 273,782$ 328,945$ -16.8% Contracted Supplemental Trip Costs ** 1,176,671$ NA Contracted Fare Processing * 53,655$ NA VTA Administration & Oversight - Labor Costs * 691,862$ NA Fleet Maintenance and Fuel ** 870,645$ NA Hardware, Software, Utilities, phone and data services ** 158,568$ NA ADA-Facilities, Maintenance & Utilities ** 236,776$ NA Total Operating Costs $10,673,077 $10,125,751 5.4%REVENUES NA Client Fare $959,676 $937,569 2.4% Other Fare $39,265 $64,547 -39.2%

Total Revenue $998,941 $1,002,116 -0.3%Net Expenses 9,674,136$ 9,123,635$ 6.0%

Fare Recovery Rate 9.4% 9.9% -5.4% COST PER PASSENGER TRIP (excludes capital expenses) Total Reported Costs $39.98 $37.49 6.6% Fare Revenue $3.74 $3.71 0.8%

Net Cost $36.23 $33.78 7.3% PERFORMANCE

Passengers / Revenue Hour 1.7 1.6 3.3% Passenger Miles / Passenger Trip 12.5 12.1 3.1% On-Time Performance 84.3% 90.1% -6.4%*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.

22

10.a

Glossary

10.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.

10.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.

10.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.

10.a

Date: February 20, 2018 Current Meeting: March 8, 2018 Board Meeting: N/A



FROM: Board Secretary, Elaine Baltao SUBJECT: 2018 CTMA Leadership Election Process: Conduct Election for Second Vice

Chairperson

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

ACTION ITEM

RECOMMENDATION:

Conduct voting to determine the Committee's second vice chairperson for 2018.

BACKGROUND:

The Committee for Transportation Mobility & Accessibility (CTMA) bylaws require that the committee elect from its membership a chairperson, first vice chairperson and second vice chairperson annually to serve as the committee leadership for the calendar year. The bylaws also provide that these positions serve one-year terms and are eligible for election to multiple terms. Only voting members, not ex-officio or alternate members, are eligible to serve in these positions. The elections for the CTMA chairperson and vice chairperson positions are conducted during the committee’s first meeting of the calendar year (usually January), if practical. The duties of the chairperson are to preside at all meetings of the committee and represent the committee before the Board of Directors. The duty of the first vice chairperson is to perform the duties of the chairperson when that individual is absent. The duty of the second vice chairperson is to perform the duties of the chairperson when neither the chairperson nor first vice chairperson is present. It is the responsibility of all advisory committee chairpersons and vice chairpersons to participate in periodic coordination meetings between themselves and the VTA Board leadership. In addition, all committee leadership positions are normally requested to attend a brief training and orientation session on advisory committee meeting management prior to the commencement of their terms.

11

Page 2 of 2

The election process for chairperson and vice chairpersons is comprised of three distinct steps: 1. Appointing the nomination subcommittee 2. Presentation of the nomination subcommittee’s report 3. Conducting elections to select the chairperson and vice chairpersons

At its January 2018 meeting, the CTMA elected the following individuals for the leadership positions for 2018:

Chairperson First Vice Chairperson Christine Fitzgerald Aaron Morrow

For the Second Vice Chairperson position, the Nomination Subcommittee reported that two individuals, Tricia Kokes and Jeff Jokinen, had indicated willingness to serve in that position. However, during the voting process neither candidate received the eight (8) votes required for election.

DISCUSSION:

Since no candidate received the required number of votes, the election process to determine the 2018 Second Vice Chairperson will resume at the March CTMA meeting and consist of the following steps:

Chairperson will verify that the two named candidates, Tricia Kokes and Jeffrey Jokinen, still wish to be considered for the position.

Chairperson will ask if there are any nominations from the floor, either for themselves or another member. If for another member, the Chairperson will confirm that the nominated candidate is willing to serve.

Chairperson will close the nomination process to establish the final list of candidates for the position.

If there are multiple candidates, the order of voting is done alphabetically by the candidate’s last name.

The CTMA requires the affirmative vote of eight (8) members to elect each leadership position. The term of office for the Second Vice Chairperson commences immediately following the successful election and continues for the remainder of 2018.

ALTERNATIVES:

There are no alternatives since the Committee’s bylaws specify the election process

FISCAL IMPACT:

There is no fiscal impact.

Prepared by: Stephen Flynn, Advisory Committee Coordinator Memo No. 6466

11

Date: February 28, 2018 Current Meeting: March 8, 2018 Board Meeting: April 5, 2018



FROM: Director - Planning & Programming, Chris Augenstein SUBJECT: Transit Service Guidelines Policy Update

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

ACTION ITEM

RECOMMENDATION:

Recommend that the VTA Board of Directors adopt a new Transit Service Guidelines policy that establishes a revised framework to objectively monitor and evaluate VTA's transit services, develop service change recommendations, and develop annual service plans that move VTA toward achieving the Strategic Plan's goal of providing fast, frequent, and reliable Transit.

BACKGROUND:

VTA's Transit Sustainability Policy (including the Service Design Guidelines appendix) was adopted by the Board of Directors in 2007 to guide VTA's transit service planning decisions. The policy established four system goals and five core principles, established a variety of service design guidelines, and outlined a service evaluation and recommendation process. While much of the 2007 Transit Sustainability Policy remains relevant, there are elements that need to be updated to reflect the Next Network Transit Service Plan.

DISCUSSION:

Why an Update is Necessary

The attached Transit Service Guidelines document updates VTA's 2007 Transit Sustainability

Policy to reflect the network as established in the FY18 & FY19 Next Network Transit Service Plan. The Next Network plan includes a number of fundamental changes to the transit network that necessitate an update to the agency’s service planning guidelines, including:

12

Page 2 of 4

A new family of service classes A new framework to view a route’s success based on its goal of ridership or coverage A new emphasis on the Frequent Network and transfers as the foundation of the system A new emphasis on making transit easier to understand and use for riders

Purpose of the Document

The Transit Service Guidelines are intended to build on the success of the 2007 policy by establishing:

A framework to objectively monitor and evaluate VTA’s transit services. A process to develop service change recommendations that are based on best practices in

the transit industry. Objective measures to guide service planning decisions that are equitable, systematic,

timely, and move VTA toward achieving the goal of providing Faster, Frequent, Reliable Transit from the VTA Strategic Plan.

Revisions from the 2007 Policy

The new Transit Service Guidelines makes the following substantive updates to the 2007 policy:

1. Revises VTA’s transit service classes to the following family of services:

Light Rail Rapid Frequent Local Express

2. Updates route design guidelines with “industry best practices”:

Routes should be consistent Routes should be fast Routes should operate along a direct path Route deviations should be minimized Rapid and Frequent routes should operate along arterials Routes should be symmetrical Routes should be coordinated Stops should be spaced appropriately

3. Revises the service level guidelines for routes in each service class

New service span guidelines

12

Page 3 of 4

New service frequency guidelines Re-confirms passenger load guidelines (no changes)

4. Strengthens VTA's current use of a single measure of productivity for all fixed route services, by class

Boardings per total hour

5. Establishes a new ongoing service planning process

Quarterly service planning discussions (and more often as necessary) at VTA’s Safety, Security, and Transit Planning & Operations (SSTPO) committee

Quarterly service performance monitoring discussions

Detailed route evaluations on 4-5 selected routes per quarter (about one-third of the system each year, on a rolling basis)

Development of service change recommendations that will either be implemented in short order (minor changes) or that will feed into the next annual Transit Service Plan (major changes)

Development of an annual Transit Service Plan for each fiscal year, (built on recommendations from the quarterly service planning discussions and community outreach), to be adopted in the spring of each year for implementation coincident with the start of the fiscal year in July

Title VI Systemwide Service Standards & Policies

Within the next few months, staff will also bring an update to VTA's Title VI Systemwide Service Standards & Policies to complement the revised Transit Service Guidelines and Next Network structure. The forthcoming Title VI policy revision will reflect the following changes:

Rename the Core service class to Frequent Eliminate the Community Bus service class and related policies Eliminate the Limited Stop service class and related policies Rename the Bus Rapid Transit service class to Rapid Revise the weekday PM peak period to 2:30 - 6:30 PM Revise Frequent routes’ Off-Peak vehicle headway standard Establish Express routes’ vehicle headways standard as a minimum trip count Revise service availability (stop spacing) standards Establish weekday boardings per total hour as the ridership productivity standard Revise ridership productivity standards

12

Page 4 of 4

Revise the description of vehicle types currently operated to reflect current fleet Revise the description of transit passenger facilities to reflect current amenities Revise the description of the real-time information signs to reflect progress to date

ALTERNATIVES:

The Board of Directors may decline to adopt the policy as written, suggest changes, or direct staff to conduct further research.

FISCAL IMPACT:

There is no fiscal impact as a result of this action.

Prepared by: Jay Tyree Memo No. 6413 ATTACHMENTS:

Transit Service Guidelines 2018 (PDF)

12

Transit Service Guidelines

Transit Service Planning Spring 2018

12.a


1

TABLE OF CONTENTS

1 Background .................................................................................................................................................. 2

2 Ridership and Coverage Balance ........................................................................................................... 2

3 The Ridership Recipe ................................................................................................................................. 3

4 VTA’s Family of Services ........................................................................................................................... 3

5 Route Design Guidelines .......................................................................................................................... 5

6 Service Level Guidelines ........................................................................................................................... 9

7 Service Productivity Guidelines ............................................................................................................ 12

8 Service Planning Process ....................................................................................................................... 13

12.a


2

1 BACKGROUND

This document updates VTA’s Transit Sustainability Policy and Service Design Guidelines, adopted by VTA’s Board of Directors in 2007, to reflect the Next Network Transit Service Plan and VTA’s 2017-2022 Strategic Plan. As such, this Transit Service Guidelines document will guide VTA’s service planning efforts by establishing:

A framework to objectively monitor and evaluate VTA’s transit services.

A process to develop service change recommendations for the VTA Board of Directors to consider that are based on best practices in the transit industry.

Objective measures to guide service planning decisions that are equitable, systematic, timely, and move VTA toward achieving the goal of providing Faster Frequent Reliable Transit from the VTA Strategic Plan.

2 RIDERSHIP AND COVERAGE BALANCE

VTA’s FY18 & FY19 Transit Service Plan adopts a new framework for designing and operating transit service, and that change is reflected in this document. Under this new framework, transit routes are classified by their primary purpose: ridership or coverage. These objectives are inherently contradictory. The ridership objective leads agencies to design networks with few routes, but where routes are frequent, direct, and serve transit-supportive areas. The coverage objective leads agencies to maximize access by designing routes that travel to as many places as possible regardless of the level of transit demand. A purely ridership-oriented network would have the highest ridership, while a purely coverage-oriented network would have the lowest ridership.

While the overall transit network is a mix of the two competing goals, each VTA transit route exists somewhere along this ridership-coverage spectrum and will be evaluated according to whether it is achieving its intended purpose. Ridership-oriented routes will be held to ridership-purposed expectations such as productivity, simplicity, and directness, and less to coverage-purposed expectations such as geographic coverage or service to special need facilities. At the same time, coverage-oriented routes will be held to coverage-purposed expectations such as geographic coverage, service to vulnerable groups, and service for specific communities, and less to ridership-purposed expectations such as productivity or speed. Accordingly, this revised Transit Service Guidelines policy establishes guidelines to design and evaluate transit service based on each route’s purpose on the ridership-coverage spectrum.

VTA’s Next Network Transit Service Plan allocated 83% of VTA’s bus operating budget to ridership-oriented service and the remaining 17% to coverage-oriented service (87% ridership and 13% coverage when light rail is included). Subsequent service changes and annual Transit Service Plans will maintain this balance unless otherwise directed by the VTA Board of Directors. Staff will monitor and report changes to this balance over time.

12.a


3

3 THE RIDERSHIP RECIPE

High ridership transit requires three things that are often referred to as transit’s three-legged stool, or the “ridership recipe.” While this document focuses on the one ingredient within VTA’s control, transit corridors require all three ingredients to generate high ridership:

1. Attractive Transit Service. For transit to generate high ridership, the service itself must be attractive; this is the ingredient within VTA’s control. For transit to generate high ridership, it must exhibit the route design guidelines outlined in Section 5. Most importantly, high ridership transit must be frequent, fast, easy to understand and use, reliable, safe, and part of an integrated transit network.

2. Dense and Transit-Supportive Land Uses. The homes, schools, theaters, workplaces, shopping centers, and other places people travel to and from as part of daily life are the sources of demand for transit trips. The density and type of land uses along a transit corridor are directly related to transit’s usefulness. Low-density land uses like single-story employment campuses, parks, or single-family home neighborhoods do not generate sufficient demand for high ridership transit. Similarly, auto-oriented land uses like drive-through food joints, big box retail centers, and practically any land use surrounded by free parking lots do not generate sufficient demand for high ridership transit. A transit corridor requires high-density land uses that are transit-supportive to generate high ridership.

3. Pedestrian-Oriented Street Design. Because nearly all transit riders are pedestrians on at least one end of their trip, high ridership transit service requires streets that are designed to prioritize the pedestrian, not the car. This means high ridership transit streets have ample sidewalks, are easy to cross, are not too wide, have pedestrian-scale lighting, feel safe, and have slow traffic speeds. Streets designed to maximize traffic throughput and speed, such as expressways and highways, are terrible places for pedestrians and therefore do not generate high ridership for transit.

The ridership recipe prescribes what is necessary for a corridor to have high transit ridership, which guides the planning of ridership-oriented routes. However, ridership is not the only goal of transit. Coverage-oriented routes need not exhibit these qualities because ridership is not the primary measure of their success. In order to properly assess each route’s performance against its actual purpose, the Next Network service plan establishes a new family of transit services to clearly define the orientation and goals of every transit route.

4 VTA’S FAMILY OF SERVICES

For people to use transit, they must be able to easily understand the transit system and how to use it, so it is important for VTA to provide clear and concise information on the family of services. Accordingly, VTA’s Next Network transit service plan adopts a hierarchy of transit services, where routes are classified into five classes of service that reflect and convey the functional, operational, and ridership-coverage characteristics of the service in each class (see Table 1). Through this new family of services, potential riders will be able to better understand

12.a


4

VTA’s network at a glance. For example, the color red and term “Frequent” will be used throughout the system to indicate VTA’s core “show up and go” routes with 15-minute or better headways from at least 6:30 am to 6:30 pm on weekdays. While frequency is the most important characteristic to convey due to its direct relationship with ridership and usefulness, the service classes will convey a number of important characteristics such as:

Frequency. Ridership-oriented services offer service every 15 minutes or better on weekdays (every 20 minutes or better on weekends) because frequency is a key determinant of ridership. Coverage-oriented services offer less frequent service.

Days of Service. Ridership-oriented services offer service 7 days a week in order to provide attractive service to a broad array of users and travel patterns, while coverage-oriented services offer service on weekdays only to focus resources on critical-need travel patterns (such as medical appointments, school trips, and job commutes).

Stop Spacing. Ridership-oriented services stop less often in order to maximize transit speed and ridership, while coverage-oriented services can stop more often to minimize walking distances. Long-distance Express services travel non-stop on freeways.

Capital Investments. In alignment with VTA’s Transit Passenger Environment Plan, ridership-oriented services receive more significant investments such as upgraded stops/stations (with shelters, lighting, etc.), added stop/station amenities, ticketing machines, dedicated rights of way, transit information signage, and real-time information displays.

TABLE 1 - VTA’S FAMILY OF SERVICES


Primary Purpose

ridership ridership ridership varies coverage

Color Brand

Typical Frequency

15 min 15 min 15 min 30-60 min n/a

Days per Week

7 days 7 days 7 days 5-7 days 5 days

Stop Spacing

wide wide local local non-stop

Capital Investments

significant significant moderate low low

VTA’s Frequent Network

This framework of service classes and characteristics will also form the basis by which services will be developed, evaluated, and modified as described in the Service Planning Process section. Ridership-oriented services will be held to a more strict productivity standard, reflecting their primary objective, while coverage-oriented services will be evaluated by how well they achieve coverage goals.

red red blue green

12.a


5

OTHER SERVICES

VTA may offer (or partner to offer) dynamic transit services to provide first/last-mile connections to VTA’s core transit network under the Core Connectivity program. These coverage-oriented services will be evaluated under specialized criteria developed specifically for each pilot to reflect each pilot’s unique design and goals.

VTA provides supplemental service for major local events such as sports games, concerts, festivals, and community events. Special event service is not subject to the service guidelines in this document. Special event services are provided per VTA’s Special Event Service policy, adopted in mid-2017.

In addition, VTA provides supplemental service at school bell times on a number of routes. In some cases this involves adding extra vehicles to the schedule to alleviate overcrowding, while in other cases it involves specialized routing and schedule adjustments to accommodate school travel patterns.

5 ROUTE DESIGN GUIDELINES

A well-designed transit route is simple, easy to understand, coordinated, reliable, attractive, and easy to use. This section provides guidelines for the design of a transit route that are generally accepted best practices across the transit industry. These design guidelines are meant to:

1. Improve and maintain the attractiveness of VTA’s transit services

2. Ensure consistency of VTA’s route structure for existing and new services

3. Provide objective and consistent criteria for making service changes

The following service design guidelines are general best practices for all transit types of transit services, though they are most critical in the design of ridership-oriented services. As such, these guidelines are intended to improve the service design of all VTA routes, though more exceptions to these guidelines will likely occur for coverage-oriented routes.

ROUTES SHOULD BE SIMPLE AND CONSISTENT

Transit should be easy to understand and use. The way service is designed influences how easy it is for people to understand the transportation options available to take them where and when they want to go. Accordingly, transit routes should strive for simplicity and operate along consistent and simple alignments, at regular intervals (headways), have consistent schedules. People can easily remember simple and repeating patterns but have difficulty remembering complex and irregular ones. For example, routes that provide four trips an hour should depart from their terminals every 15 minutes. Limited exceptions can be made where necessary, such as in cases where demand spikes during a short period in order to eliminate or reduce crowding on individual trips.

12.a


6

ROUTES SHOULD BE FAST

Transit service should be fast, with transit vehicles given priority to move quickly along city streets. Faster transit service will attract more riders, reduce operating costs, allow for more frequent service, and better support dense and walkable developments. Routes should be designed to maximize the speed of service through strategies such as minimizing turning movements, reducing dwell delay through bus stop consolidation and advanced fare collection methods (such as Clipper and VTA EZfare), reducing traffic delay by dedicating unobstructed rights of way to transit, minimizing merging delays with bulb-out stops, and minimizing red-light delay with transit signal priority and queue jumps. It is VTA’s goal to maintain an average route speed of at least 15 miles per hour for all non-Express routes.

ROUTES SHOULD OPERATE ALONG A DIRECT PATH

People generally prefer to travel in straight lines, as directly as possible from their origin to their destination, and transit should provide the same. In addition, turning movements are often a major source of transit delay. Special attention should be placed on designing routes to operate as directly as possible to maximize speed for the bus and minimize travel time for passengers. Routes should not deviate from the most direct alignment unless there is a compelling reason to do so. Directness is of particular importance for longer routes, where the cumulative impacts of turning delay can be significant.

ROUTE DEVIATIONS SHOULD BE MINIMIZED

Consistent with the idea that transit service should be as direct as possible, the use of route deviations (traveling off the most direct route) should be minimized.

There are, however, instances when the deviation of service off of the most direct route is appropriate, for example to avoid a bottleneck or to provide service to major shopping centers, employment sites, schools, etc. In these cases, the benefits of operating the route off the most direct path must be weighed against the inconvenience caused to passengers already on board that would have to ride through the deviation. Route deviations should be considered only if each of the following would be true:

The deviation will result in an increase in overall route productivity.

The number of new passengers that would be served is greater than the number of passengers who would be riding through the deviation.

The deviation would not interfere with the provision of regular service frequencies and/or the provision of coordinated service with other routes operating in the same corridor.

In most cases, where route deviations are provided, they should be provided on an all-day basis for rider simplicity. Exceptions may be during times when the sites that the deviation serves have no activity, such as shopping centers and schools.

12.a


7

RAPID AND FREQUENT ROUTES SHOULD OPERATE ALONG ARTERIALS

Rapid and Frequent routes should operate on major roadways and should avoid deviations for local circulation. Riders and potential riders typically have a general knowledge of an area’s arterial road system and use that knowledge for geographic points of reference. The operation of bus service along arterials makes transit service faster and easier for riders to understand and use. VTA’s goal is utilize transit signal priority infrastructure to prioritize transit vehicle movements along Light Rail, Rapid, and Frequent corridors.

ROUTES SHOULD BE SYMMETRICAL

Routes should operate along the same alignment in both directions to make it easy for riders to know how to return to their trip origin location. For example, if a route serve West San Carlos Street into downtown San Jose, it should serve West San Carlos Street on the reverse trip out of downtown San Jose. Exceptions can be made in cases where such operation is not possible due to one-way streets or turn restrictions. In those cases, routes should be designed so that the opposite directions parallel each other as closely as possible.

ROUTES SHOULD BE COORDINATED

When multiple routes operate through the same corridor but to different destinations, service should be coordinated to maximize its utility and minimize redundancy. To avoid bunching of buses and to balance loads, major routes of the same route type that serve the same corridor should be scheduled to operate at the same frequency and should alternate trips at even intervals as much as possible.

Most routes intersect with other routes at transit centers, rail stations, and street intersections. At major transfer locations, schedules should be coordinated to the greatest extent possible to minimize connection times for the predominant transfer flows, particularly for connections with Caltrain, BART, and light rail service.

STOPS SHOULD BE SPACED APPROPRIATELY

The distance between stops is a key concern for effective transit service. More closely-spaced stops provide customers with more convenient access, as they are likely to experience a shorter walk to the nearest bus stop. However, transit stops are also a chief reason that transit service is slower than general traffic, since each additional stop requires the bus to decelerate, come to a complete stop, load and unload riders, collect fares, and then accelerate and re-merge into traffic. Therefore, the number and location of stops is a balancing act between faster service and shorter walking distances.

The different classes of transit service are tailored toward serving different types of trips and needs. In general, services that emphasize ridership and speed (Rapid and Frequent routes with a ridership purpose) should have fewer stops, while services that emphasize coverage over productivity (Local routes with a coverage purpose) should have more stops. Guidelines for ideal stop spacing are shown in Table 2.

12.a


8

TABLE 2 - STOP SPACING GUIDELINES


Ideal Stop Spacing

1-2 stops/mile 1-2 stops/mile 4 stops/mile 5 stops/mile n/a

Though the stop spacing guidelines provide a general target for stop spacing along transit routes, the placement of transit stops will necessarily vary due to localized conditions along the transit corridor. Conditions that may impact the placement of transit stops and justify more or fewer stops per mile include:

Ridership Demand. Transit stops should maintain sufficient ridership activity in order to justify the stop.

Major Trip Generators. Certain places of interest generate significant demand for transit and warrant a stop nearby. These places can include shopping centers, libraries, grocery stores, and social service centers.

Places of Community Interest. Although they may not generate high ridership, some places of interest warrant a nearby stop because they are important destinations for certain populations and the community interest. Such places can include medical offices, senior centers, and veteran facilities.

Street Grid. The street grid along a transit corridor will impact the placement of transit stops. For example, a street with long distances between intersections (such as an Expressway) will necessarily have fewer transit stops, as stops are ideally placed at intersections.

Pedestrian Environment. Because transit users are pedestrians, the street environment around a bus stop must be amenable to pedestrians. Intersections that are more walkable and oriented towards the pedestrian are more appropriate for bus stops than intersections with a focus on auto traffic.

Land Use Density. The density of developments surrounding a transit stop is a major driver of ridership demand at the stop. Areas with insufficient land use density would have fewer stops, whereas areas with higher land use density would have more stops.

Passengers Onboard Transit Vehicles. The typical number of riders onboard transit vehicles through an area will impact the tradeoff between more stops for coverage and fewer stops for faster transit. More priority should be given to limiting bus stops in areas where transit vehicles are more full, in order to provide fast service for the greatest number of people.

12.a


9

6 SERVICE LEVEL GUIDELINES

Setting guidelines for the amount of service provided creates structure to guide service planning decisions, helps potential riders understand the transit network, and communicates to stakeholders how service will be provided. Combined with service productivity guidelines, service level guidelines set the framework for service investment. Service level guidelines are established for three aspects of service design:

1. Service span

2. Service frequency

3. Passenger loads

The guidelines listed in this section are used to determine minimum service levels for each transit route, by route class. They set guidelines for the minimum service span and minimum service frequency, as well as passenger loads.

Generally, service levels should be consistent for the entire length of a route in order to provide consistency and improve service simplicity. However, in cases where ridership demand varies considerably along a route’s length, the service level can change over its length, where different segments of the route have a different level of service. In such cases where demand warrants uneven service levels on a route, the guidelines in this section apply to the route’s predominant segment with the higher service level.

SERVICE SPAN

A route’s start and end time, or span of service, and the days of week that it operates are directly related to the usefulness for potential riders. Passenger demand and VTA’s financial capacity are key considerations in setting service spans and days of service. VTA’s service classes provide a consistent structure to establish minimum service spans.

The minimum span of service guidelines define the minimum period of time that routes in the different service classes should operate (see Table 3). However, service can start earlier and/or end later if demand warrants.

TABLE 3 - SERVICE SPAN GUIDELINES


Weekdays

Begin no later than 5:00 AM 5:00 AM 5:30 AM 6:30 AM *

End no earlier than 12:00 AM 11:00 PM 12:00 AM 6:30 PM *

Saturdays

Saturday service

where appropriate

Begin no later than 6:00 AM 6:00 AM 6:30 AM

End no earlier than 12:00 AM 11:00 PM 12:00 AM

Sundays

Sunday service

where appropriate

Begin no later than 6:00 AM 7:00 AM 7:30 AM

End no earlier than 12:00 AM 10:00 PM 11:00 PM

*Express service typically operates a few trips during each weekday peak period

12.a


10

SERVICE FREQUENCY

Service frequency, or headway, refers to the time interval between two vehicles traveling in the same direction on the same route. Frequency has a major influence on transit usefulness and its ridership; high frequency service is a fundamental requirement for attractive service. At the same time, frequency has a significant impact on operating costs, and service resource requirements increase with improvements in service frequency.

The frequency on a route is determined by demand and policy. Routes with higher ridership demand warrant higher frequency service (more buses per hour, where vehicles come more often), while routes with lower ridership demand warrant lower frequency service (fewer buses per hour, where vehicles come less often). Also, the delineation of minimum service frequencies is a policy decision that gives long-term consistency to the system and helps riders better understand and use the system. The service frequency minimums are used to balance passenger convenience, resources, and costs (see Table 4).

Minimum headway guidelines are often used to specify a minimum level of service that should be operated on low ridership lines or during off-peak periods. Service frequency could be higher on heavy ridership lines where the level of service operated is more a function of passenger demand and vehicle loading guidelines.

No route should operate at a lower frequency than every 60 minutes at any time (i.e. buses or light rail vehicles should come at least once every hour).

Frequencies between 10 and 60 minutes should operate on clock-face headways. A clock-face headway is any frequency that is evenly divisible into 60 minutes, such as 12, 15, 20, 30, or 60 minutes. Although sometimes necessary due to operational scheduling constraints, 45-minute frequencies should be avoided because they are more complicated and difficult for riders making trips involving a transfer.

For routes with mixed service levels, the service frequency guidelines apply to the route’s predominant segment with the higher service level, though ideally all segments have consistent service levels for simplicity.

TABLE 4 - SERVICE FREQUENCY GUIDELINES


Weekday Minimum Headways (minutes between vehicles)

Peak Periods 15 15 15 60 ≥ 3 trips*

Midday 15 15 15 60 where appropriate

Saturday Minimum Headways (minutes between vehicles) Saturday service where appropriate Daytime 30 15 20

Sunday Minimum Headways (minutes between vehicles) Sunday service where appropriate Daytime 30 15 30

* At least 3 trips per direction in each peak period, typically no more than 60 minutes apart

12.a


11

PASSENGER LOADS

Passenger load guidelines specify the average number of passengers riding on a transit vehicle that is considered acceptable. As with the other guidelines in this document, the guidelines as shown in Table 5 are general guidelines, not strict standards. These guidelines will be used for developing service levels that best meet the needs of VTA’s current and future riders and to ensure that riders are not discouraged by overcrowding. These guidelines are based on VTA vehicle capacities and transit industry standards, and are designed to balance safety, passenger comfort, and operating efficiency.

Passenger loads are measured by computing the load factor, which is the number of passengers onboard a vehicle divided by the seated capacity of the vehicle. For example, a transit vehicle carrying a full seated load with no standees has a load factor of 100%. The vehicle load standard is calculated as an average for both the peak and off-peak periods, at the busiest point on the route during the busiest hour. For instance, if a service operates at a 15-minute frequency, then 4 buses would pass the busiest point in an hour. The average number of passengers for these 4 buses must fall within the service standards, even though any one bus may be more crowded than the average. If the standard is consistently exceeded, VTA should evaluate options to alleviate overcrowding. However, the standards are designed to allow standees during peak periods on a regular basis.

If these guidelines are consistently exceeded for a route, two different techniques are used to increase capacity and keep passenger loads within acceptable levels. The first is to adjust vehicle sizes or train consists to match ridership levels (by using a larger bus type or adding a car to light rail trains). The second method is to provide more frequent service to better match demand. (In limited cases, capacity can also be added by operating some buses in tandem, which is referred to as “double-heading.”)

TABLE 5 - PASSENGER LOAD GUIDELINES


Average Passenger Load Maximum (percent of seated capacity)

Peak Weekday 120% 120% 120% 120% 100%

All Other Times 100% 100% 100% 100% 100%

For reference, the seated capacity, standing capacity, and maximum passenger loads (seated plus standing) for VTA’s current fleet of transit vehicles are shown in Table 6.

TABLE 6 - TRANSIT VEHICLE CAPACITIES

Light Rail

Car 60-Foot

Articulated Bus 40-Foot

Bus 30-Foot

Bus 40-Foot

Express Bus

Seated Capacity 65 57 37 26 39

Standing Capacity 150 45 24 10 12

Max Load 215 102 61 36 51

12.a


12

7 SERVICE PRODUCTIVITY GUIDELINES

This section establishes service productivity guidelines, VTA’s primary criteria for guiding transit investments. These guidelines set minimum productivity levels by route class as a way to ensure that operating resources are being invested effectively. Because they are set by route class, productivity guidelines reflect the purpose of the service, where ridership-oriented routes are held to a higher standard than coverage-oriented routes.

VTA’s guideline to measure route productivity is boardings per total hour. This guideline is based on the most widely-used transit productivity metric throughout the industry, and reflects the average number of boardings per total hour of service (including layover/recovery, pull in/out, and deadhead time).1 Table 7 establishes the minimum productivity guideline for routes in each class. Note the guidelines maintain a categorical minimum productivity of 15 boardings per total hour for any route in the system.

TABLE 7 - SERVICE PRODUCTIVITY GUIDELINES


Minimum Boardings per Total Hour*

Weekdays 60 25 20 15 15

Saturdays 50 15 15 15 15

Sundays 40 15 15 15 15

*All routes must maintain a categorical minimum productivity of 15 boardings per total hour

These guidelines are intended for VTA managers to understand service productivity. In cases where routes do not meet minimum productivity guidelines, service changes should be made to improve route performance, such as modifying the route alignment, adjusting the span of service, eliminating unproductive segments, reducing service levels, or implementing a route marketing plan. If no changes can be identified, or service changes fail to improve productivity to meet the guidelines, service should be discontinued and the resources invested in more productive uses elsewhere in the system. Any bus route (ridership or coverage) that is not supported by a third-party funding source and consistently (two quarters or more) operates below the categorical minimum standard should be discontinued.

New transit service takes maturation time to become established and reach its full potential. Accordingly, new routes shall be given two years to reach their productivity guidelines, as shown in Table 8.

TABLE 8 - NEW SERVICE PRODUCTIVITY

Time from Implementation 6 months 12 months 24 months

Compliance with Productivity Guidelines 60% 75% 100%

1 Previous VTA service productivity guidelines were based on boardings per revenue hour, which excluded deadhead and pull-in/pull-out time. This document establishes total hours as the measure of productivity in order to more accurately reflect the total cost of the route and allow useful comparisons across service types with different service designs.

12.a


13

Due to their service design featuring long distances and low turnover, a secondary measure is also used to understand Express route performance. This measure is the average peak load factor, which compares the number of seats on a bus to the number of passengers onboard at its busiest point, expressed as a percentage. For example, a peak load factor of 90% indicates that the average trip during the peak period is 90% full (35 riders on a vehicle with 39 seats). This measure does not supersede an Express route’s requirement to follow the minimum productivity measure of boardings per hour, established above. Rather, this measure is intended to provide additional information to help policymakers and managers better understand the performance of Express routes.

8 SERVICE PLANNING PROCESS

This section establishes a revised service planning process to regularly monitor, evaluate, and develop service change recommendations for VTA’s transit services. The intent of the new service planning process is to establish an ongoing process where VTA iteratively makes improvements to the transit network, route by route, so that the network is continually being updated and improved over time. The main components of the process are:

1. Quarterly performance monitoring and reporting of VTA’s transit network

2. Quarterly in-depth route evaluations to comprehensively assess individual routes

3. Development of service change recommendations each quarter

4. Development of an annual Transit Service Plan for each fiscal year

5. Ongoing community engagement for service change concepts

VTA’s service delivery is structured by quarter per VTA’s labor contract with the Amalgamated Transit Union, where service changes are made at the beginning of each quarter and apply throughout the quarter. As such, the new transit service planning process is structured to follow and complement the quarterly service structure, where service is evaluated quarterly and service change recommendations are developed for subsequent quarters. The service quarters for each fiscal year beginning in July are:

Quarter 1: July, August, September

Quarter 2: October, November, December

Quarter 3: January, February, March

Quarter 4: April, May, June

QUARTERLY PERFORMANCE MONITORING

The performance monitoring and reporting component of the new service planning process will be conducted based on service performance for each quarter. At the conclusion of the quarter, performance data (such as boardings by route, service levels by route, etc.) will be collected and staff will compile the results for analysis. Staff will publish a Transit Service Productivity Matrix, which will report performance results for every route, and will include important metrics such as:

12.a


14

Boardings

Total Hours

Boardings per Total Hour

Gross Cost (cost before fares and other revenue)

Net Cost (cost after fares and other revenue)

Farebox Recovery Ratio

Net Cost per Rider

Miles per Hour

Revenue-to-Total Hour Ratio

The Transit Service Productivity Matrix will form the cornerstone of a quarterly service planning discussion at VTA’s Safety, Security, and Transit Planning and Operations (SSTPO) committee. Staff will conduct a discussion of system performance, individual routes of interest, and special topics as appropriate (such as school service, event service, interagency coordination, etc.). The Transit Service Productivity Matrix will also inform discussion of big-picture topics and policy choices such as the ridership-coverage balance, system design, and long-term strategy.

At each discussion, staff will recommend a selection of routes to be subjected to a more detailed comprehensive route evaluation. Staff will select the routes based on a number of factors, including low performance, heightened community interest, development activity, or nonconformance with service guidelines. The selected routes will undergo a comprehensive evaluation over the next several months and the results will be discussed at the following quarter’s service planning discussion.

ROUTE EVALUATIONS

The quarterly service planning discussion at the SSTPO committee will include comprehensive route evaluations for routes chosen the prior quarter. The goal is to evaluate one-third of VTA’s routes each year, so that each route is subjected to a comprehensive review at least once every three years. These route evaluations will form the basis for in-depth discussions of a route’s service performance and the development of service change recommendations. The route evaluation reports will adopt a standardized format for consistency (with improvements to the content and presentation over time) and will include the following elements:

Description of the route’s alignment, schedule, and other operating details

Review of public feedback, operator feedback, and any city/town requests

Analysis of the route’s market and purpose

Analysis of the route’s ridership over the course of a day

Analysis of the route’s ridership by stop

Analysis of the route’s speed of service

Analysis of the route’s compliance with each of the transit service guidelines established in this document (route design guidelines, service level guidelines, and service productivity guidelines)

12.a


15

Evaluations can be conducted for any bus or light rail transit route, though options for improving light rail service will be more limited due to the permanence of rail infrastructure investments such as stations, rights of way, way power & signal equipment, etc. Rail service is generally more fixed and there are fewer service planning decisions to be made, whereas bus service is much more flexible and there are ample opportunities to adjust service.

SERVICE CHANGE RECOMMENDATIONS

The findings from each route evaluation will inform the development of a set of service change recommendations at the conclusion of the report. These service change recommendations may run a wide gamut of strategies designed to improve service, such as alignment changes, schedule changes, service level changes, infrastructure investments, service class changes, bus stop consolidation, service discontinuation, and service span adjustments, among others. In addition to service changes, there may be recommendations that involve targeted marketing and promotions to increase awareness and ridership. Staff will seek the committee’s feedback and guidance on the service change recommendations.

Minor service changes and schedule adjustments can be implemented in short order, typically for the subsequent quarters beginning in October, January, and April. Major service changes are typically considered annually and implemented each July as part of the fiscal year’s annual Transit Service Plan. Proposed changes that meet any of the criteria listed below are considered major service changes2 and will be submitted to the VTA Board of Directors for review and approval, typically as part of the annual Transit Service Plan:

The establishment of a new transit line or service;

The elimination of a transit line or service;

A route change that impacts 25% or more of a line’s route miles;

Service span or frequency changes affecting 25% or more of a line’s revenue vehicle hours;

A 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; and

A systemwide change concurrently affecting 5 percent or more of the total system revenue hours.

Service change proposals that do not meet the above criteria are handled by VTA staff. These proposals are still subject to an appropriate level of public and community review and comment.

2 The criteria for major service changes were adopted by VTA’s Board of Directors in 2013 as part of the Title VI Systemwide Service Standards & Policies document.

12.a


16

ANNUAL TRANSIT SERVICE PLAN

VTA’s Transit Service Plans function as the process and document that implements the policies set forward in the Transit Service Guidelines. The revised service planning process will culminate in the development of a new Transit Service Plan annually for each fiscal year beginning in July.3

During the final months of each calendar year, staff will develop a draft Transit Service Plan for the next fiscal year. The Plan will be based on the collective set of service change recommendations discussed at the SSTPO committee during the prior four quarters and the budget for VTA transit services for the upcoming fiscal year. The draft Plan will include:

A review of the existing transit network and its performance

A review of service analyses and topical discussions conducted at the SSTPO committee since the last annual Transit Service Plan

A review of feedback collected from riders, operators, and other stakeholders

A description of changes proposed to the transit network, by route

Tables and charts outlining the service details for the proposed transit network

A preliminary Title VI equity analysis of the proposed service network’s impact on disadvantaged communities

A preliminary analysis on the impact to VTA Access ADA paratransit service

Based on feedback collected during community engagement efforts on the draft Transit Service Plan, staff will make revisions and develop a final Transit Service Plan for consideration. The final Plan will include a full Title VI equity analysis and review of feedback received on the draft plan. The final Transit Service Plan will be presented to the SSTPO committee in the spring for the committee’s recommendation to the VTA Board of Directors, who would then consider the Plan for adoption.

COMMUNITY ENGAGEMENT

The process to monitor, evaluate, and improve transit service through an ongoing service planning process is built on extensive community engagement:

Community members will have access to a new service planning dashboard website, which will provide timely statistics on service performance, reports and memos for viewing, and opportunities to provide feedback and service suggestions. This website will provide a one-stop place for community members to actively engage in the service planning process at any time during the year.

3 Prior Transit Service Plans covered two-year periods to coincide with VTA’s biennial budget.

VTA’s regular service planning efforts were deferred during 2016 through 2018 for development and implementation of the Next Network Transit Service Plan for introduction with BART Silicon Valley Phase 1 in 2018. Following the close of the first full quarter of service under the Next Network Transit Service Plan, the quarterly service planning process as described will begin.

12.a


17

Regular service planning discussions of service performance, evaluations, and improvement plans will occur in public SSTPO committee and Board of Directors meetings where members of the public can provide feedback and suggestions.

Extensive community outreach will be conducted annually, during the first few months of the calendar year to solicit feedback on the draft Transit Service Plan. Outreach efforts could include community meetings, social media polling, webinar-style online meetings, direct engagement at transit centers and stations, and online engagement such as surveys and voting polls. Community engagement opportunities will be advertised through a targeted marketing campaign (including advertisements onboard VTA transit vehicles).

Staff will continue to welcome feedback through VTA’s Community Outreach team, which maintain a direct telephone line and email address for feedback and suggestions, which are all logged into a customer service database for consideration at the appropriate time. In addition, VTA regularly monitors social media for community suggestions regarding transit.

12.a

Transit Service Guidelines2018 Policy Update

March 7-8 Advisory Committees

CAC Agenda Item 12TAC Agenda Item 11CTMA Agenda Item 12PAC Agenda Item 10

2

Background: 2007 Transit Sustainability Policy

VTA Transit Sustainability Policy adopted in 2007

purpose: establish objective framework to…

- monitor, evaluate, and develop service changes

- guide service planning decisions

3

Update: 2018 Transit Service Guidelines

Update is necessary to

- Reflect Next Network structure

- Incorporate VTA Strategic Plan goals

- Establish new transit service planning program

- New transit performance evaluation criteria

- New transit performance monitoring program

4

Document Elements

Ridership-Coverage BalanceThe Ridership RecipeFamily of Services

Route Design GuidelinesService Level GuidelinesService Productivity Guidelines

Service PlanningPerformance Evaluation

BACKGROUND

GUIDELINES

PROGRAM

5

Reflects VTA’s New Family of Services

LIGHTRAIL RAPID FREQUENT LOCAL EXPRESS

the Frequent Network

6

Incorporates: The Ridership Recipe

Three requirements for high ridership transit:

Attractive transit service

Dense and transit-supportive land uses

Pedestrian-oriented street design

1

2

3

7

Establishes Route Design Guidelines

Industry best practices for ridership-oriented routes:

Routes should be simple and consistent

Routes should be fast

Routes should operate along a direct path

Route deviations should be minimized

Rapid and Frequent routes should operate along arterials

Routes should be symmetrical

Routes should be coordinated

Stops should be spaced appropriately

8

Revises Stop Spacing Guidelines

9

Revises Service Span Guidelines

10

Revises Service Frequency Guidelines

11

Revises Service Productivity Guidelines

12

Establishes New Quarterly Performance Monitoring Program

winter spring

community

outreach implemented each

July (for fiscal year)

draftAnnualTransitService

Plan

implementedquarterly

finalAnnualTransitService

Planfall

Quarterly Performance Monitoring Programmonitoring • reporting • route evaluations • recommendations

minorservice

changes

majorservice changes

13

Summary of Update

Incorporates Next Network structure

Establishes route design guidelines

Revises service guideline metrics

Establishes new quarterly service planning process

Establishes transit performance monitoring program




FROM: Director - Planning & Programming, Chris Augenstein SUBJECT: San Jose Bus Boarding Island Designs


BACKGROUND:

City of San Jose staff will discuss designs for bus boarding islands adjacent to cycle tracks, as presented in the attachments.

Prepared By: Lauren Ledbetter Memo No. 6379

13

Prepared By: Peter Bennett

Transportation Specialist

Date: March 7, 2018 and March 8, 2018

To: Bicycle and Pedestrian Advisory Committee and Committee for Transportation

Mobility and Accessibility

From: Peter Bennett, Transportation Specialist, Bicycle and Pedestrian Program

Subject: Better Bikeway San José

Recommended Action

Receive report by City of San José Department of Transportation. Give feedback on plan details and

design elements.

Project Summary

Rapidly implementing a network of better bikeways will be transformative for San Jose’s streets, elevating

their role as public spaces and allowing hundreds of thousands of residents to bike for their daily

transportation needs. San Jose is uniquely positioned to benefit from a rapid rollout of protected bike

lanes and bike-friendly calm streets, as downtown grows as a destination, bikeshare expands to a planned

83 stations, and new transit connects to San Jose. Over the next two years, building a better bikeway

network that connects downtown with its surrounding neighborhoods, on both sides of the freeway ring,

will provide the basis for a citywide network of all-ages bikeways.

Central San Jose has more people in less space than other cities that have successfully increased bicycling

by improving their bike networks. With about half of San Jose’s residents and jobs located within a 4-mile

distance – less than a 30-minute bike trip - of City Hall, Central San Jose is an ideal setting for bicycling

infrastructure as a transportation investment.

13.a

Better Bikeways

Protected Bike Lanes

Protected bike lanes are physically separated from

both motor vehicle traffic and from the sidewalk,

providing a trail-like level of comfort and safety on

urban streets.

Calm Streets

Calm streets are designed to have very little motor

vehicle traffic and low speeds, and give priority to

people bicycling and walking at intersections, to

create comfortable riding conditions for people of all

ages and abilities without separate bike lanes.

Benefits of Better Bikeways

Mobility and Ridership

Protected bike lane networks increase bike ridership. A 2014 study of Austin, Chicago, Portland, San

Francisco, and Washington DC found that adding protected bike lanes on a street increased ridership by

21% to 171%, and Denver’s first downtown protected bike lanes increased ridership by 130%. In Calgary,

where a downtown protected bike lane network was implemented rapidly, weekday bike trips increased

by 95% in the three months after implementation. A 2016 NACTO analysis of seven major US cities found

that bicycle ridership doubled in the same period that these cities expanded their bike network mileage by

50%.

Comfort and Bike Share Success

About 60% of adults are interested in bicycling but concerned about safety. Of these, 81% are comfortable

riding in protected bike lanes, but less than half would ride in conventional bike lanes. Bikeshare riders

13.a

vote with their pedals for protected bike lanes: in New York, 32% of protected bike lane users are on

bikeshare, compared with 18% for streets without bike lanes.

Safety and Health

Protected bike lanes are documented to reduce speeding, a leading cause of pedestrian and motorist

injuries. With expansions of better bikeway networks, bicycle ridership has increased and serious bicyclist

injuries decrease – with a risk reduction of about 50% per rider. The benefits extend to people walking and

driving: New York City documented a 22% reduction in pedestrian injuries and a 25% reduction in motor

vehicle occupant injuries across its large network of protected bike lanes.

Public Space and Public Life

Comfortable bike lanes make streets into better public spaces by providing welcoming and inclusive

places to ride side-by-side, by making room for small public spaces, and by buffering sidewalks from

motorized traffic. Like walking on a sidewalk, riding in a wide protected bike lane lets people have

conversations; this principle is reflected in the bikeways of Copenhagen and other cities with broad

public support for bicycling infrastructure. San Jose residents turn out by the tens of thousands for

VivaCalleSJ, showing the thirst for comfortable on-street cycling.

Implementation

San Jose can build the spine of a better bikeway network in the next two years, using a toolkit already

available for streets: separating bikes and traffic using inexpensive, traffic-tested materials, switching

the position of parking lanes and bike lanes during resurfacing projects to let parked cars do the work

of protecting the bikeway. By coordinating with planned pavement maintenance work, SJDOT has the

potential to build more than a dozen miles of protected bike lanes, extended by a network of low-

stress neighborhood streets, in less time than a typical capital project for one street would take.

As the better bike network is established and downtown continues to grow, opportunities for capital

investment and reconstruction work can be used to upgrade the visual and material appeal of the

entire street, potentially adding even more public space.

Planning for Better Bikeways in Central San José

SPUR talk and NACTO visit in Spring 2017

NACTO Roadshow in August 2017 with experts from Chicago, Atlanta, and Vancouver, public

input on network and bikeway design, and the 4th Street Pop-Up Protected Bike Lane

demonstration.

SJDOT feasibility review and draft network map in late 2017

Project-by-project planning and public review (Winter/Spring 2018)

Data collection in Spring 2018 to benchmark future impacts on bicycle use.

13.a

Coordination with pavement maintenance, prioritizing streets to shape a 2-year

implementation timeline.

Rapid implementation by SJDOT with cost-effective quick-build materials, starting in 2018.

Future upgrades to bikeways to enhance visual appeal and expand placemaking potential with

capital investments.

Draft Network Map

13.a

BPAC 3/7/2018, Agenda item # 8

CTMA 3/8/2018, Agenda item # 13

Schedule for the Evening

• Welcome and Introductions

• Why Better Bikeways?

• Design Overview

• Review Plan Details

• Reconvene and Summary

Welcome and Introductions

Meeting Purpose

Help us get the design right! We want to know what you know about these streets. Review the draft plans, and give feedback on the design.

Why Better Bikeways?

What is a Better Bikeway?

• Protected

• Calm

• All Ages and Abilities

Policy BackgroundEnvision 2040 General Plan

• Goals to increase bicycling, walking, and transit trips.

San José Bike Plan 2020• Defines a network of planned bikeways,

including protected bikeways and calm streets.

Vision Zero San José• Prioritizes safety in roadway design, with a goal

to eliminate preventable fatalities and severe injuries.

Climate Smart San José• Reduce greenhouse gas emissions from energy

and mobility.

What Has Happened So Far?Events and Meetings

Spring 2017: • First workshops, draft map developed.

Summer 2017: • Pop-up Bikeway• Community Roundtable• Visits from Chicago, Atlanta, and

Vancouver• Design charrette

December 2017:• Design work begins for 2018 pavement

projects.

January 2018:• Began review conceptual plans with city

departments and stakeholders.

Partners and Outreach

Where Better Bikeways?2018

• San Fernando St

• St. John St

• 3rd and 4th St

• San Salvador St

• Taylor St/Mabury Rd

• Santa Clara St at Hwy 101

2019 and Beyond

• San Antonio St

• 10th and 11th St

• Empire St

• Almaden Ave

• Park Ave

• Hedding St

• Keyes St

Larger map is posted in the room.

Better Bikeways Survey

The City of San José is working to build a better, safer downtown, and we want to hear from you.

The survey can be reached at: tiny.cc/BetterBikewaySJ

http://www.tiny.cc/BetterBikewaySJ

Design Overview: Four StrategiesProtected Bike Lanes

Traditional Bike Lanes

Two Direction Cycletrack

Calm Streets

Fourth and San Fernando: Existing

Fourth and San Fernando: Proposed

Three Operational Changes

1. Right Turning Motor Vehicles• Doesn’t merge into bike lane.• Turns around corner island.

2. Left Turning Bikes• Two stage crossing.• Travel across the intersection,

then turn and cross with signal.

3. Transit Stops and Parking• New boarding islands in the

parking lane.• Bikes yield to pedestrians.

Real World Examples

Real World Examples

Real World Examples

Future Upgrades

Why a Bus Boarding Island?Bus operations challenges Bicycling challenges

Anatomy of a Bus Boarding Island

Crossing from sidewalk to island• Bicycles yield to pedestrians• Optional feature – raised crosswalk

Width is sufficient to walk, lower a ramp, and add an optional bus shelter• 8 feet minimum

Bus stops in the travel lane• New concrete bus pad location

Add raised features, reflective markings to alert bicyclists, buses, and turning vehicles of the island

Modular Versus Concrete

Zicla Vectoral Modular Bus Boarding Islands

Features We WantFor some locations, the ramp may lead to a crosswalk on the end, rather than a mid-island “hump.”

Add railing and/or reflective vertical devices

Reduce gap sizeFill gap with delineators/pavement markersAdd delineation for pedestrians crossing to avoid gap.

Add yield markings on pavement and/or yield pattern on ramp

Consider adding bus stop sign, furniture, etc.

Good traction

Locations

How to Read the Plans

San Fernando

3rd and 4th – North

3rd and 4th – South

St. John and San Salvador

Taylor/Mabury, Santa Clara, and San Antonio

How to Read the Plans

Curb Zone Removed

Relocated Bus Stops

Travel lanes, parking lanes, and bike lanes.

Curb Zone Added

Changes to Turn Lanes

Bus Boarding Island

Review Plan DetailsWe will reconvene and answer general questions in about 30 minutes.

You may also share feedback by email or phone.

Email: [email protected]: (408) 795-1610

Future meetings and project updates are posted at sanjoseca.gov/betterbikeways.

mailto:[email protected]

http://www.sanjoseca.gov/betterbikeways

Next Steps

February and MarchCommunity Meetings and Neighborhood Organization Meetings.

AprilFinalize plans and set construction schedule.

MayGroundbreaking.

June to OctoberConstruction in coordination with citywide pavement maintenance projects.

Thank You!

You may also share feedback by email or phone.

Email: [email protected]

Phone: (408) 795-1610

Future meetings and project updates are posted at sanjoseca.gov/betterbikeways

mailto:[email protected]

http://www.sanjoseca.gov/betterbikeways

Date: March 2, 2018 Current Meeting: March 8, 2018 Board Meeting: N/A



FROM: Chief Operating Officer, Inez Evans SUBJECT: Operator Sensitivity Training


BACKGROUND:

Members from Committee for Transportation Mobility and Accessibility (CTMA) have expressed interest in learning what sensitivity training VTA operators receive related to working with diverse passengers. VTA provides sensitivity training for operators in any mode.

DISCUSSION:

VTA operates fixed bus and light rail in Santa Clara County. VTA has a robust training program, which is provided and managed by VTA’s Operations Technical Training Department. The training covers many topic areas, including safety and Americans with Disability Act (ADA) requirements.

MV Transportation under contract by VTA operates the VTA Access Paratransit services. Paratransit services offer transportation to eligible individuals who cannot independently access or navigate the VTA fixed route bus and rail system. MV provides sensitivity training for working with diverse passengers to all paratransit operators and taxi vendors.

Staff from both training departments will present some of their curriculum on sensitivity training to gain feedback from committee members.

Prepared By: Aaron Vogel Memo No. 6493

14

Committee for Transportation Mobility and AccessibilityOperator Sensitivity Training

03/0782018

Item # 14

2

ADA Sensitivity Training for ACCESS Drivers

• Training for all New Drivers provided on the 3rd and 4th

day of Driver classroom training.

• A total of 8 hours training related to the ADA, how it

applies to the VTA ACCESS Service.• 3rd Day—Classroom

• 4th Day—in vehicle training

• MV Trainers are TSI Transit Instructor Certified

3

Key Areas Covered

• ADA Paratransit Service as a Complementary Service• ADA History

• Public Transportation/Shared Ride

• Empathy/Sensitivity

• Door to Door Service

• General VTA ACCESS Service Policies

4

Key Areas Covered

• Working with customers with differing disabilities• Adjusting working from with a customer who has a vision

impairment to work with a customer who has a cognitive

disability

• Tips/Suggestions

• Recognizing Elder Abuse

5

Training Methods

• PowerPoint

• Teamwork & Classroom Discussion

• Video – 10 Commandments of Communicating with People with

Disabilities

• Scenario Role Playing

• Ride bus using Mobility Device

• Handouts - Recognizing Elder Abuse

• Testing

• Varying methods to enhance driver engagement, learning and

retention of materials

6

Highlight: Role Playing / Experiential Training

• Day 4: On Bus Training• Ride the bus using a wheelchair, students sit in the chair, are

loaded/secured for the training

• Being escorted while using blindfold

• Trade positions

• Follow up discussion

7

An Invitation

• Join us at our new Eastridge Location • April through September 2018

• Join us at our new Eastridge Location

• 3rd Thursday of each month

• 4 hours of Day 3 Training, in classroom training

• Call 408 324-8614 by the Monday before the class to book

your class.

8

ADA Training for Fixed Route Drivers

• New Operators receive ADA training during their nine week New

Operator Training.

• Classroom lectures include discussion on all types of

disabilities.

• New Operators receive on-bus training, including securing a

chair in every model coach in our fleet.

• ADA Legal Requirements

• Review of procedures in VTT class (yearly review/update for

veteran Operators)

9

Focus

• Sensitivity towards ADA passengers

• Helping those who may be lost or confused

• Fares

• Reaching their destinations

10

Lost or Confused Passengers

• Be sensitive to the passenger’s needs. Assess what their issue

may be.

• Communicate in a calm and reassuring voice.

• Your demeanor may have an effect on how quickly an issue may

be resolved.

• Respectfully ask for pertinent information. (i.e., destination, bus

line desired, etc.)

• Contact OCC if necessary

• Do not leave the passenger until you’re comfortable that the

issue has been resolved.

11

Passenger Lost or Forgot Fare

• Always communicate respectfully

• Simply state the fare. (as per VTA policy)

12

Forgotten Stop

• Ask where passenger wants to go

• Contact OCC and follow their instructions

13

Thank you!

Questions?




FROM: Chief Operating Officer, Inez Evans SUBJECT: Workplan Update


BACKGROUND:

Attached is the Committee for Transportation Mobility and Accessibility Workplan Update.

Prepared By: Aaron Vogel Memo No. 6304

16

Item Title OriginDoc ID

CTMA

3/8

CTMA

5/10

CTMA

7/12

CTMA

9/13

CTMA

11/8

Future

Items

2018 CTMA Leadership Election

Process: Resume Second VC

Election

Dept - Board Secretary / Stephen

Flynn

6466 A

Transit Service Guidelines Policy

Update

Dept - Transportation Planning / Jim

Unites

6413 A

CTMA - Operator Sensitivity Training Division - Operations / Aaron Vogel 6493 D

Chief Operating Officer's Report Division - Operations / Maria Soto 6488 I

Transit Operations Performance

Report - Q2 FY 2018

Division - Operations / Lalitha Konanur 6283 I

CTMA Workplan Update Dept - Regional Transportation

Services / Aaron Vogel

6304 I

Transit Service Changes - April 9,

2018

Dept - Transportation Planning / Jim

Unites

6395 I

San Jose Bus Boarding Island

Designs

Dept - Transportation Planning / Chris

Augenstein

6379 I



6305 I


Express Bus Performance Report Dept - Transportation Planning / Jim

Unites

6460 I


Report - Q3 FY 2018




6306 I


Paratransit Eligibility Certification

Status Update

Division - Operations / Aaron Vogel 6472 I

CTMA Work Plan

Legend: A = Action Item; I = Information Item ; D = Discussion Item

16.a

diaresco_m

Rectangle

Item Title OriginDoc ID

CTMA

3/8

CTMA

5/10

CTMA

7/12

CTMA

9/13

CTMA

11/8

Future

Items



6307 I

Bus Annunciator Report Division - Operations / Inez Evans 6451 I



Report - Q4 FY 2018




6308 I




6309 I

Stevens Creek BRT and DeAnza

Transit Center Project Update


Paratransit Eligibility Certification

Process


16.a

diaresco_m

Rectangle

COMMITTEE FOR TRANSPORTATION MOBILITY & …vtaorgcontent.s3-us-west-1.amazonaws.com/Site_Content/ctma_030… · ÇÑ±¹¾î / tiếng Việt / Tagalog. All reports for items on the

Documents