SAFETY, SECURITY, AND TRANSIT PLANNING AND OPERATIONS PLEASE NOTE CHANGE IN MEETING ROOM LOCATION AGENDA

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1 SAFETY, SECURITY, AND TRANSIT PLANNING AND OPERATIONS Friday, May 18, :00 PM PLEASE NOTE CHANGE IN MEETING ROOM LOCATION VTA Conference Room B North First Street San Jose, CA AGENDA CALL TO ORDER 1. ROLL CALL 2. PUBLIC PRESENTATIONS: This portion of the agenda is reserved for persons desiring to address the Committee on any matter not on the agenda. Speakers are limited to 2 minutes. The law does not permit Committee action or extended discussion on any item not on the agenda except under special circumstances. If Committee action is requested, the matter can be placed on a subsequent agenda. All statements that require a response will be referred to staff for reply in writing. 3. ORDERS OF THE DAY CONSENT AGENDA 4. ACTION ITEM - Approve the Regular Meeting Minutes of April 20, INFORMATION ITEM - Receive the FY2018 Third Quarter Transit Operations Performance Report. REGULAR AGENDA 6. ACTION ITEM -Recommend that the VTA Board of Directors review and adopt VTA s Automated Driving Systems (ADS) Policy.

2 Santa Clara Valley Transportation Authority Safety, Security, and Transit Planning and Operations May 18, INFORMATION ITEM -Receive information on the Light Rail Safety and Speed Pilot Project in Downtown San Jose. 8. INFORMATION ITEM -Receive the 2017 Sustainability Report. 9. INFORMATION ITEM -Receive a presentation on the Joint Workforce Investment (JWI) Apprenticeship Programs. OTHER ITEMS 10. Receive a report on the April 2018 Monthly Ridership and Fare Revenue Performance. (Verbal Report) 11. Receive a report on VTA's Safety and Security Programs. (Verbal Report) 12. Items of Concern and Referral to Administration. 13. Review Committee Work Plan. (Evans) 14. Committee Staff Report. (Evans) 15. Chairperson's Report. (Chavez) 16. Determine Consent Agenda for the June 7, 2018 Board of Directors Meeting. 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 meeting. The Board Secretary may be contacted at (408) or board.secretary@vta.org or (408) (TTY only). VTA s home page is or visit us on (408) : 中文 / Español / 日本語 / 한국어 / tiếng Việt / Tagalog. Disclosure of Campaign Contributions to Board Members (Government Code Section 84308) In accordance with Government Code Section 84308, no VTA Board Member shall accept, solicit, or direct a contribution of more than $250 from any party, or his or her agent, or from any participant, or his or her agent, while a proceeding involving a license, permit, or other entitlement for use is pending before the agency. Any Board Member who has received a contribution within the preceding 12 months in an amount of more than $250 from a party or from any agent or participant shall disclose that fact on the record of the proceeding and shall not make, participate in making, or in any way attempt to use his or her official position to influence the decision. A party to a proceeding before VTA shall disclose on the record of the proceeding Page 2

3 Santa Clara Valley Transportation Authority Safety, Security, and Transit Planning and Operations May 18, 2018 any contribution in an amount of more than $250 made within the preceding 12 months by the party, or his or her agent, to any Board Member. No party, or his or her agent, shall make a contribution of more than $250 to any Board Member during the proceeding and for three months following the date a final decision is rendered by the agency in the proceeding. The foregoing statements are limited in their entirety by the provisions of Section and parties are urged to consult with their own legal counsel regarding the requirements of the law. All reports for items on the open meeting agenda are available for review in the Board Secretary s Office, 3331 North First Street, San Jose, California, (408) , the Monday, Tuesday, and Wednesday prior to the meeting. This information is available on VTA s website at and also at the meeting. NOTE: THE BOARD OF DIRECTORS MAY ACCEPT, REJECT OR MODIFY ANY ACTION RECOMMENDED ON THIS AGENDA. Page 3

4 4 CALL TO ORDER Safety, Security, and Transit Planning and Operations Friday, April 20, 2018 MINUTES The Regular Meeting of the Safety, Security, and Transit Planning and Operations (SSTPO) Committee was called to order at 2:00 p.m. by Chairperson Chavez 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 Cindy Chavez Chairperson Present David Cortese Alternate Member N/A Dev Davis Alternate Member N/A Lan Diep Member Present Glenn Hendricks Alternate Member N/A Chappie Jones Vice Chairperson Present Bob Nunez Member Present *Alternates do not serve unless participating as a Member. A quorum was present. 2. PUBLIC PRESENTATIONS: Roland Lebrun, Interested Citizen, provided the following suggestions regarding the ridership report: 1) combine total ridership per station; 2) combine all ridership data in one main spreadsheet; 3) add tabs for each calendar year; and 4) include the ridership data in the SSTPO agenda. Blair Beekman, Interested Citizen, expressed concern on the Bigbelly installed in downtown San Jose and the data collection for the Silicon Valley Rapid Transit (SVRT) Berryessa Extension by VTA and Metropolitan Transportation Commission (MTC). 3. ORDERS OF THE DAY There were no Orders of the Day.

5 4 CONSENT AGENDA 4. Regular Meeting Minutes of February 16, 2018 M/S/C (Jones/Nunez) to approve the Regular Meeting minutes of February 16, RESULT: APPROVED [UNANIMOUS) Consent Agenda Items #4 MOVER: Chappie Jones, Vice Chairperson SECONDER: Bob Nunez, Member AYES: Chavez, Diep, Jones, Nunez NOES: None ABSENT: None REGULAR AGENDA 5. Express Bus Performance Report Jim Unites, Transit Planning & Capital Development Deputy Director, provided a presentation titled Express Bus Performance Report, highlighting the following: 1) Next Network transit plan excludes Express program; 2) History of VTA Express bus program; 3) Express bus service design; 4) Express bus routes grouped by employment center; 5) Express bus vehicles; 6) Express bus rider demographics; 7) Ridership for all nine Express bus routes; 8) Cost and fare revenue for all nine Express bus routes; 9) Productivity for all nine Express bus routes; 10) Fundamental challenges of Express bus service design; 11) Perfect Ridership scenario; 12) Route-by-route productivity; 13) Express bus benefits and challenges; 4) Staff seeks guidance for Express bus future; and 16) How to spend $10 million. Public Comments Mr. Beekman urged not to discontinue Express Line 181. Mr. Lebrun expressed concern about the following: 1) operation of the Express buses; 2) productivity report does not include Express Line 181; 3) rider demographics should show vehicle miles travelled; and 4) conduct the same study for light rail express. Members of the Committee provided the following comments: 1) revisit pricing model or partner with private companies; 2) conduct a survey on target market areas; 3) explore having a multi-jurisdictional express bus line; 4) reach out to Gillig and Proterra, Inc. and inquire about their battery technology; 5) increase VTA s partnership with private companies by informing them about the state mandated Transportation Demand Management (TDM) Program; and 6) revisit the legislation authored by the Bay Area Air Quality Management District (BAAQMD) regarding managing and enforcing the TDM. NOTE: M/S/C MEANS MOTION SECONDED AND CARRIED AND, UNLESS OTHERWISE INDICATED, THE MOTION PASSED UNANIMOUSLY. Safety, Security, and Transit Planning and Operations Minutes Page 2 of 5 April 20, 2018

6 4 Mr. Unites noted that VTA is involved in a study along the U.S. Route 101 corridor that is headed by SamTrans. The study aims to establish regional express service. On order of Chairperson Chavez and there being no objection, the Committee received the Express Bus Performance Report. 6. Fast Transit Program Tamiko Percell, Transportation Planner III, provided a presentation titled Fast Transit Program, highlighting the following: 1) Business line #1; 2) VTA transit speeds are declining; 3) Slowing routes require more buses; 4) Slowing routes require more trains; 5) Fast transit is good; 6) Causes of slow transit; 7) Potential solutions; 8) Speed and reliability analysis; and 9) The path forward. Discussion ensued about the following: 1) include Bus Rapid Transit (BRT) as a solution; 2) invest and work with cities who are willing to prioritize VTA s service and make it a VTA policy; 3) establish working groups comprised of different jurisdictions to improve transit corridors; and 4) acquire relinquishment of roadway from the state. Public Comments Mr. Beekman expressed safety concerns when transit speed is increased. Mr. Lebrun commented that speed can be achieved if light rail lines are underground in downtown San Jose. He expressed concern about the single bore tunneling methodology for SVRT because it will hinder possible connection with multiple lines. On order of Chairperson Chavez and there being no objection, the Committee received the Fast Transit Program Report. 7. Marketing Quartely Report Dino Guevarra, Market Development Manager, provided a presentation titled VTA 2018 Marketing Activities, highlighting the following: 1) January 2018 Service and Fare Changes; 2) Advertising efforts Omni channel; 3) Approach customer behavior model; 4) Ridership Rapid 522; 5) Ridership Lines 72 and 73; 6) Ridership light rail; 7) Ridership digital metrics example; 8) Ridership results; 9) Ridership EZfare; 10) Ridership EZfare results; 11) Ridership Clipper card 2-hour transfer; and 12) Ridership Clipper card results. Members of the Committee provided the following comments: 1) consider creating a fun personality for VTA s social media handle; 2) increase social media awareness on what is trending and capitalize on it; 3) continue marketing activities that involves the community and cultural nuances; and 4) engage the VTA Board on activities involving the community and different social media efforts; and 5) consider starting a loyalty program. On order of Chairperson Chavez and there being no objection, the Committee received the Marketing Quarterly Report. Safety, Security, and Transit Planning and Operations Minutes Page 3 of 5 April 20, 2018

7 4 OTHER ITEMS 8. March 2018 Monthly Ridership and Fare Revenue Performance Joonie Tolosa, Operations Analysis, Reporting and Systems Manager, provided an overview of ridership and fare revenue performance for March 2018, noting that ridership continues to decline and is down 8.3 percent systemwide. He noted increase in ridership to the following transit service, resulting from initial changes that is part of the Next Network: 1) light rail Line 902, and 2) bus Lines 522, 72 and 73. Public Comments Mr. Beekman noted that Express Line 181 should not be discontinued because the substitute is to use BART which has a much higher fare. Mr. Lebrun requested to have the ridership report included in the packet. He expressed concern about the transfer he made from light rail to Express Line 181. Member of the Committee requested the following: 1) add a column in the ridership report that reflects the number of individual riders; 2) number of clipper card holders that are not using the transit system; and 3) incorporate marketing efforts and the Express bus study when the ridership report is presented to the VTA Board. On order of Chairperson Chavez and there being no objection, the Committee received the March 2018 Monthly Ridership and Fare Revenue Performance Report. 9. VTA's Safety and Security Programs Angelique Gaeta, Chief of Staff, provided the following updates on VTA s safety programs: 1) Rail System Safety Program Plan 2018; 2) VTA s 2017 Internal Annual System Safety & System Security Audit; and 3) VTA Safety Programs and SOPs. She also enumerated safety messages shared to employees via VTA s internal website. Public Comment Mr. Beekman expressed his concerns about the Bigbelly project in the City of San Jose, and the involvement of the different levels of technology. On order of Chairperson Chavez and there being no objection, the Committee received VTA's Safety and Security Programs Report. 10. Items of Concern and Referral to Administration There were no Items of Concern and Referral to Administration. 11. Review Committee Work Plan Chairperson Chavez recommended providing an orientation to new Committee members regarding safety and security, and to have a Closed Session about VTA s safety considerations through its partnership with BART. Safety, Security, and Transit Planning and Operations Minutes Page 4 of 5 April 20, 2018

8 4 On order Chairperson Chavez and there being no objection, the Committee reviewed the Committee Work Plan. 12. Committee Staff Report Chairperson Chavez noted that the Committee Staff Report was contained on the dais. 13. Chairperson's Report There was no Chairperson s Report. 14. Determine Consent Agenda for the May 3, 2018 Board of Directors Meeting CONSENT: Agenda Item #5., Review and discuss a performance report on VTA's Express bus program. Agenda Item #6., Receive information on the Fast Transit Program. Agenda Item #7., Receive Marketing Report. REGULAR: None 15. ANNOUNCEMENTS There were no Announcements. 16. ADJOURNMENT On order of Chairperson Chavez and there being no objection, the meeting was adjourned at 3:33 p.m. Respectfully submitted, Michael Diaresco, Board Assistant VTA Office of the Board Secretary Safety, Security, and Transit Planning and Operations Minutes Page 5 of 5 April 20, 2018

9 5 Date: May 7, 2018 Current Meeting: May 18, 2018 Board Meeting: n/a BOARD MEMORANDUM TO: THROUGH: FROM: Santa Clara Valley Transportation Authority Safety, Security, and Transit Planning and Operations General Manager, Nuria I. Fernandez Chief Operating Officer, Inez Evans SUBJECT: Transit Operations Performance Report - Q3 FY 2018 FOR INFORMATION ONLY BACKGROUND: The FY2018 Third Quarter Transit Operations Performance Report presents the third fiscal quarter's year-to-date (July 2017-March 2018) key performance information for VTA Operations. This report is routinely produced after each quarter and at the end of the fiscal year. DISCUSSION: Ridership (page 9 of the report) Bus ridership through the third quarter of FY2018 totaled 21.0 million, a decrease of 3.5% compared to the same period in FY2017 (July 2016-March 2017). Average weekday ridership was 91,489, down 3.6 % compared to FY2017. This period had one less weekday compared to the previous period. Light rail recorded 6.3 million boardings through the third quarter of FY2018, a decrease of 8.1% compared to the same period of the prior fiscal year. Average weekday ridership was 27,126, down 7.8% compared to FY2017. Overall, system ridership (bus and rail) was 27.4 million, down 4.6%. Average weekday ridership decreased 4.6%, from 124,325 last year to 118,615 this year. Special Event Service: A total of 38 stadium events occurred through the third quarter of FY at Avaya Stadium and 21 at 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, an exhibition soccer match and a Facebook summer picnic. A total of 154,968 riders took VTA to Levi s stadium during the 16 major events, averaging 9,686 riders per event.

10 5 Levis Stadium events Year Month Riders Events Average per event 2017 July 26, , August 16, , September 26, , October 19, , November 25, , December 30, , March 8, ,430 Totals 154, ,686 Key Performance Indicators (page 8 of the report) Service reliability performance for the system (both bus and light rail) in FY2018 was 99.69%, which exceeded the established goal. Bus on-time performance was 86.1%, about the same as last year. Light rail on-time performance was 84.3% in FY2018, about the same as last year s 84.1%. Bus recorded 12,289 miles between major mechanical schedule losses through the third quarter of FY2018, 17.6% higher than the same period last year. Light rail recorded 25,222 miles between major mechanical schedule losses. Both bus and rail met established goals. Absenteeism goals were met for all except for Operators. Paratransit (page 24 of the report) Through the first nine months of FY 2018, the total Paratransit ridership was 396,977, down 7.0 % compared to the same period last year. The fiscal year to date net operating cost for ADA Paratransit services for FY2018 was $14,430,956, a 3.8% decrease from the same period last year. The net operating cost per Paratransit passenger trip (including eligibility costs) for the third quarter of FY2018 was $36.35, a 3.4% increase from the $35.16 reported for the same period last year. The new contract structure took place July 2017, with one of the operating divisions relocating to a new secure facility where the call center and administration offices are located. Six of the 13 performance indicators were met. Despite not meeting Year-To-Date goals, performance from one quarter to the next continues to improve. In the third quarter, the On Time Performance was 88.9% and the call center hold times were 1:35 on average. Contract Performance Indicators for FY2018 Performance Indicators Goal FYTD Met Page 2 of 3

11 5 Q3 Goal Passengers Per Hour [PPH] >= No On-Time Performance [OTP] >= 92.0% 87.6% No Net Cost per Passenger <=$38.00 $36.35 Yes OTP First Pick-Up >=95% 97.1% Yes OTP be there By Time >=90.0% 87.8% No Excessively Late Trips <=0.010% 0.796% No Missed Trips No Call Center Telephone Hold Times (Minutes) <=1:30 2:17 No Abandoned Telephone Calls <=3% <=3% 10.1% No Complaints per 1,000 Passenger Trips <=1 <= Yes Preventable Accidents (Per 100,000 Revenue Miles) <= Yes Preventable Maintenance Inspections On-Time 100% 100% Yes ADA Eligibility Certification within 21 Days 100% 100% Yes Inter-Agency Partners and Contracted Services (page 8 of the report) VTA s Inter-agency partners and contracted services recorded ridership decreases, with the exception of Caltrain, ACE and ACE shuttles: Dumbarton Express ridership was 191,736, down 1.5%. Highway 17 Express ridership was 214,890, down 2.1%. Monterey-San Jose Express ridership was 16,532, down 4.1 %. ACE ridership was 1,022,715, up 7.3%. Caltrain ridership was 14,006,704, up 0.8%. CE shuttle ridership was 314,370, up 3.6%. Paratransit ridership was 396,977, down 7.0%. Prepared By: Lalitha Konanur Memo No Page 3 of 3

12 Transit Operations Performance Report FY2018 Third Quarter Report (July 01, 2017-March 31, 2018) 5.a

13 5.a

14 5.a Transit Operations Performance Report Third Quarter FY 2018 Report (July 1, 2017 March 31, 2018)

15 5.a Executive Summary

16 5.a Santa Clara Valley Transportation Authority FY2018 Second Quarter Transit Operations Performance Report (July 01, March 31, 2018) TABLE OF CONTENTS page Executive Summary Summary of Performance 1 Event Highlights 3 Key Performance Indicators 8 Ridership Summary 9 Route details 10 Route Performance Boardings Per Revenue Hour (Charts) 11 Average Peak Load (Express) 15 Route Productivity 16 Paratransit Operating Statistics 24 Glossary Prepared by: Operations Analysis, Reporting & Systems

17 5.a SANTA CLARA VALLEY TRANSPORTATION AUTHORITY FY2018 Third Quarter Transit Operations Performance Report (July 1, 2017 March 31, 2018) SUMMARY OF PERFORMANCE Ridership (page 7 of the report) Bus ridership through the third quarter of FY2018 totaled 21.0 million, a decrease of 3.5% compared to the same period in FY2017 (July2016-March 2017). Average weekday ridership was 91489, down 3.6 % compared to FY2017. This period had one less weekday compared to the previous period. Light rail recorded 6.3 million boardings through the third quarter of FY2018, a decrease of 8.1% compared to the same period of the prior fiscal year. Average weekday ridership was 27,126, down 7.8% compared to FY2017. Overall, system ridership (bus and rail) was 27.4 million, down 4.6%. Average weekday ridership decreased 4.6%, from 124,325 last year to 118,615 this year. Special Event Service: A total of 38 stadium events occurred through the third quarter of FY at the Avaya Stadium and 21 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, an exhibition soccer match and a Facebook summer picnic. A total of 154,968 riders took VTA to the Levi s stadium during the 16 major events, averaging 9,686 riders per event. Levis Stadium events Year Month Riders Events Average per event 2017 July 26, , August 16, , September 26, , October 19, , November 25, , December 30, , March 8, ,430 Totals 154, ,686 Key Performance Indicators (page 6 of the report) Service reliability performance for the system (both bus and light rail) in FY2018 was 99.69%, which exceeded the established goal. Bus on-time performance was 86.1%, about the same as last year. Light rail on-time performance was 84.3% in FY2018, about the same as last year s 84.1%. Bus recorded 12,289 miles between major mechanical schedule losses through the third quarter of FY2018, 17.6% higher than the same period last year. Light rail recorded 25,222 miles between major mechanical schedule losses. Both bus and rail met established goals. 1

18 5.a Absenteeism goals were met for all except for Operators. Paratransit (page 23 of the report) Through the first nine months of FY 2018, the total Paratransit ridership was 396,977, down 7.0 % compared to the same period last year. The fiscal year to date net operating cost for ADA Paratransit services for FY2018 was $14,430,956, a 3.8% decrease from the same period last year. The net operating cost per Paratransit passenger trip (including eligibility costs) for the third quarter of FY2018 was $36.35, a 3.4% increase from the $35.16 reported for the same period last year. The new contract structure took place July 2017, with one of the operating divisions relooking to a new secure facility where the call center and administration offices are located. Six of the 13 performance indicators were met. Despite not meeting Year-to-date goals, performance from one quarter to the next continues to improve. In the third quarter, the On Time performance was 88.9% and the call center hold times through the period was 1:35 on average. Contract Performance Indicators for FY2018 Performance Indicators Goal FYTD Q3 Met Goal Passengers Per Hour [PPH] >= No On-Time Performance [OTP] >= 92.0% 87.6% No Net Cost per Passenger <=$38.00 $36.35 Yes OTP First Pick-Up >=95% 97.1% Yes OTP be there By Time >=90.0% 87.8% No Excessively Late Trips <=0.010% 0.796% No Missed Trips No Call Center Telephone Hold Times (Minutes) <=1:30 2:17 No Abandoned Telephone Calls <=3% <=3% 10.1% No Complaints per 1,000 Passenger Trips <=1 <= Yes Preventable Accidents (Per 100,000 Revenue Miles) <= 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, ACE and ACE shuttles: Dumbarton Express ridership was 191,736, down 1.5%. Highway 17 Express ridership was 214,890, down 2.1%. Monterey-San Jose Express ridership was 16,532, down 4.1 %. ACE ridership was 1,022,715, up 7.3%. Caltrain ridership was 14,006,704, up 0.8%. CE shuttle ridership was 314,370, up 3.6%. Paratransit ridership was 396,977, down 7.0%. 2

19 5.a SANTA CLARA VALLEY TRANSPORTATION AUTHORITY EVENT HIGHLIGHTS FY 2018 Second Quarter Transit Operations Performance Report (July 1, 2017 to March 31, 2018) 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 & 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

20 5.a August 2017 Unleaded fuel averaged $3.00 a gallon. September 1 thru September Rail Rehabilitation along First Street. September 2, 2017 VTA s General Manager authorized free rides due to excessive heat. September 5, ST & 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 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

21 5.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. November The median price for a single-family home in the Bay Area was $825,000, up nearly 15 percent from the same time last year, according to new data from property analytics company CoreLogic. 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; Spare the Air days. December, California s jobless rate hit a record low in December. Statewide, employers added 52,700 jobs in December. The state posted an unemployment rate of 4.3 percent its best jobless rate ever, according to data stretching back to December 31, 2017 New Year Extended Free Service. December 2017 Unleaded fuel averaged $3.11 per gallon. January 1, 2018 VTA has fare revisions. Starting Jan. 1, single ride fares for adults will increase by a quarter to $2.25 and a one-way ride on an express bus will go up 50 cents to $4.50. All community bus routes will become local routes charging regular fares. 5

22 5.a January 1, Additional overflow layover area at Eastridge Transit Center opened. January 20, 2018 The Women's March Bay Area united in San Jose and San Francisco. This rally was designed to engage and empower all people to support women's rights, human rights, social and environmental justice, and to encourage participation in 2018 midterm elections. January 2018 Unleaded fuel averaged $ February Multiple Saturday and Sunday Light Rail Track Work near Karina Station. February 3, Stelling Road Bus Stop in Cupertino reopens. February 8, SJ Sharks vs. Vegas Golden Knights at the SAP Center. February 10, San Jose Earthquakes vs. Reno 1868 FC (pre-season) at Ayaya Stadium. February 24-25, Track Replaced around the Ohlone/Chynoweth Station. February 2018 Unleaded fuel averaged $3.288 per gallon. March 3, SJ Earthquakes vs. Minnesota United FC at the Avaya Stadium. March 4, 2018 San Jose Sharks VS Columbus at the SAP Center. March 8, SJ Sharks vs. St. Louis at the SAP Center. March 10, SJ Sharks vs. Washington at the SAP Center. March 12, SJ Sharks vs. Detroit at the SAP Center. March 16, VTA offered free rides due to cold temperatures. VTA transit lines that go to or very near all warming centers offered free rides. March 20, SJ Sharks vs. New Jersey Devils at the SAP Center. March 22, SJ Sharks vs. Vegas at the SAP Center. March 23, Mexican National Team U.S. Tour vs. Iceland at the Levis Stadium. March 24, 2018 March for our lives, Downtown San Jose. March 24, SJ Sharks vs. Calgary at the SAP Center. March 24, 2018 Earthquakes vs. Club Leon at the Avaya Stadium. March 28, Cirque Du Soleil Crystal at the SAP Center. 6

23 5.a March 2018 Average rainfall 2.54 inches. March 2018 Unleaded fuel averaged per gallon. 7

24 5.a Key Performance Indicators

25 SANTA CLARA VALLEY TRANSPORTATION AUTHORITY KEY PERFORMANCE INDICATORS FY2018 Third Quarter Transit Operations Performance Report (July 01, March 31, 2018) 5.a FY 2015 Annual FY 2016 Annual FY 2017 Annual FY 2018 III Quarter Met Goal? FY 2018 Goals SYSTEM (Bus & Light Rail) Total Boarding Riders (in millions) No >= Average Weekday Boarding Riders 141, , , ,615 No >= 125,409 Boardings per Revenue Hour YES >= 24.0 Percent of Scheduled Service Operated 99.67% 99.64% 99.65% 99.69% YES >= 99.55% Miles Between Major Mechanical Schedule Loss 1 9,890 10,655 11,303 12,995 YES >= 8,700 Miles Between Chargeable Accidents 78, , , ,727 No >= 111,000 Passenger Concerns per 100,000 Boardings No <= 10.6 BUS OPERATIONS Total Boarding Riders (in millions) No >= Average Weekday Boarding Riders 106, ,009 94,740 91,489 No >= 94,975 Boardings per Revenue Hour YES >= 20.1 Percent of Scheduled Service Operated 99.64% 99.60% 99.62% 99.66% YES >= 99.50% Miles Between Major Mechanical Schedule Loss 1 9,890 10,011 10,579 12,289 YES >= 8,000 Miles Between Chargeable Accidents 78, , , ,820 YES >= 99,258 On-time Performance 85.6% 85.8% 86.3% 86.1% No >= 92.5% Operator Personal Time-off 7.2% 7.6% 8.3% 10.5% No <= 10.0% Maintenance Personal Time-off 6.0% 5.5% 6.9% 6.3% YES <= 8.0% Passenger Concerns per 100,000 Boardings No <= 11.8 LIGHT RAIL OPERATIONS Total Boarding Riders (in millions) No >= 7.12 Average Weekday Boarding Riders 34,935 33,308 29,262 27,126 No >= 30,435 Boardings per Revenue Hour YES >= 58.0 Percent of Scheduled Service Operated 99.96% 99.97% 99.96% 99.90% YES >= 99.90% Miles Between Major Mechanical Schedule Loss 1 20,292 23,528 26,707 25,222 YES >= 25,000 Miles Between Chargeable Accidents 2 558,019 1,117, , ,475 No >= 1,689,898 On-time Performance 77.4% 77.5% 84.3% 84.3% No >= 95.0% Operator Personal Time-off 7.3% 7.7% 8.4% 10.2% No <= 10.0% Maintenance Personal Time-off 5.2% 4.1% 4.9% 4.3% YES <= 8.0% Way, Power, & Signal Personal Time-off 8.6% 8.7% 8.5% 4.2% YES <= 8.0% Passenger Concerns per 100,000 Boardings No <= 2.8 Fare Evasion Rate 3.0% 2.8% 2.1% 2.3% YES <= 5.0% PARATRANSIT Passengers per Revenue Hour³ No >= 2.00 Net Cost per Passenger $24.22 $30.24 $39.34 $36.35 YES <= $38.00 Ontime Performance 96.5% 90.9% 91.9% 87.6% No >= 92.0% OTP First Pick-Up % YES >= 95.0% OTP Be There By Time % No >= 90.0% Excessively Late Trips % No <= 0.01% Missed Trips No <= 0 Complaints per 1,000 passenger Trips % 9.00 No <= 1.0 Calls Response Time (minutes)³ 1:21 0:58 0:03 2:17 No <= 1:30 Abandoned Telephone Calls % No <= 3.0% ADA Eligibility Certification within 21 Days 100.0% 100.0% % YES = 100.0% Preventative Maintenance Inspections Ontime 100.0% 100.0% % YES = 100.0% Preventable j Accidents (per 100,000 Revenue p Miles) 3 g p 0.67 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

26 5.a Ridership Summary

27 5.a SANTA CLARA VALLEY TRANSPORTATION AUTHORITY RIDERSHIP SUMMARY (Directly Operated, Inter-Agency Partners, and Contracted Services) FY2018 Third Quarter Transit Operations Performance Report (July 01, March 31, 2018) FY2018 FY2017 % Change Directly Operated Services Bus 21,040,339 21,794, % Average Weekday Riders 91,489 94, % Light Rail 6,338,745 6,901, % Average Weekday Riders 27,126 29, % Total Directly Operated Services 27,379,084 28,695, % Average Weekday Riders 118, , % Inter-Agency Partners Dumbarton Express 191, , % Average Weekday Riders 1,009 1, % Highway 17 Express 214, , % Average Weekday Riders % Monterey-San Jose Express 16,532 17, % Average Weekday Riders % Altamont Commuter Express (ACE) 1,022, , % Average Weekday Riders 5,440 5, % Caltrain 14,006,704 13,899, % Average Weekday Riders 60,176 58, % Caltrain Shuttles (in Santa Clara County) 1,390,347 1,468, % Average Weekday Riders 7,167 7, % Contracted Services Paratransit* 396, , % Average Weekday Riders 1,832 1, % ACE Shuttles 314, , % Average Weekday Riders 1,672 1, % Total Contracted / Inter-Agency 8,678,548 8,632, % Combined Total Ridership (in Santa Clara County) 1 36,057,632 37,327, % 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. *Data through Fenruary

28 5.a Route Performance

29 5.a Route Destination Route Destination 10 Santa Clara Transit Ctr.-San Jose International Airport- Metro/Airport LRT Station 70 Capitol LRT Station-Great Mall/Main Transit Ctr. 12 San Jose Civic Ctr.-Eastridge Transit Ctr. via San Jose Eastridge Transit Ctr.-Great Mall/Main Transit Ctr. via 71 Flea Market 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 22 Palo Alto Transit Ctr.-Eastridge Transit Ctr. via El Palo Alto Veteran's Hospital-Middlefield & Colorado 88 L and 88M Camino (Scholl day only) 23 DeAnza College-Alum Rock Transit Ctr. via Stevens California Ave. Caltrain Station-Palo Alto Veteran's 89 Creek Hospital 25 DeAnza College-Alum Rock Transit Ctr. via Valley Medical Ctr. 101 Camden & Hwy 85-Palo Alto 26 Sunnyvale/Lockheed Martin Transit Ctr.-Eastridge Transit Ctr. 102 South San Jose-Palo Alto 27 Good Samaritan Hospital-Kaiser San Jose 103 Eastridge Transit Ctr.-Palo Alto 31 Evergreen Valley College-Eastridge Transit Ctr. 104 Penitencia Creek Transit Ctr.-Palo Alto 32* San Antonio Shopping Ctr.-Santa Clara Transit Ctr. 120 Fremont BART-Lockheed Martin/Moffett Park-Shoreline 34* San Antonio Shopping Ctr.-Downtown Mountain View 121 Gilroy Transit Ctr.-Lockheed Martin/Moffett Park 35 Downtown Mountain View-Stanford Shopping Ctr. 122 South San Jose-Lockheed Martin/Moffett Park 37* West Valley College-Capitol LRT Station 140 Fremont BART-Mission College & Montague Expwy. 39* The Villages-Eastridge Transit Ctr. 168 Gilroy Transit Ctr.-San Jose Diridon Transit Ctr. 40 Weekday/Sat-Foothill College-La Avenida & Shoreline Sun-San Antonio & Lyell-La Avenida & Shoreline 180 Great Mall/Main Transit Ctr/Aborn&White-Fremont BART 42* Weekday-Kaiser San Jose-Evergreen Valley College Sat-Santa Teresa LRT-Monterey & Senter Route Listing 45* Alum Rock Transit Ctr.-Penitencia Creek Transit Ctr. 182 Palo Alto-IBM/Bailey Ave. 181 San Jose Diridon Transit Ctr.-Fremont BART via Great Mall/Main Transit Ctr. late evenings & weekends 46 Great Mall/Main Transit Ctr.-Milpitas High School 185 Gilroy Transit Ctr.-Mountain View 47 Great Mall/Main Transit Ctr.-McCarthy Ranch 200 Tasman & Baypointe-Mountain View Station 48* Los Gatos Civic Ctr.-Winchester Transit Ctr. via Winchester Blvd. 201* DASH SJ Diridon Stn-Downtown SJ LRT Stations 49* Los Gatos Civic Ctr.-Winchester Transit Ctr. via Los Gatos Blvd. 231 Avaya Stadium-Downtown San Jose (Event Service Only) 52 Foothill College-Downtown Mountain View 251 Fremont BART-Levi's Stadium (Event Service Only) 53 West Valley College-Sunnyvale Transit Ctr. 252 Vallco-Levi's Stadium (Event Service Only) 54 De Anza College-Sunnyvale/Lockheed Martin Trans Ctr. 253 Gilroy/Morgan Hill-Levi's Stadium (Event Service Only) 55 De Anza College-Great America 304 South San Jose-Sunnyvale Transit Ctr. via Arques 55X Fremont High School-Lakewood Village (School Days Only) 321 Great Mall/Main Transit Ctr.-Lockheed Martin/Moffett Park 57 West Valley College-Great America via Quito Rd. 323 De Anza College-Downtown San Jose 58 West Valley College-Alviso via Fruitvale 328 Almaden Expy/Via Valiente-Lockheed Martin/Moffett Pk 60 Winchester Transit Ctr.-Great America 330 Almaden Expy. & Via Valiente-Tasman Drive 61 Good Samaritan Hospital-Sierra & Piedmont via Bascom 522 Palo Alto Transit Ctr.-Eastridge Transit Ctr. 62 Good Samaritan Hospital-Sierra & Piedmont via Union LRT Line Mountain View-Winchester 63 Almaden Expy & Camden-San Jose State University Line Alum Rock-Santa Teresa Almaden LRT Station-McKee & White via Downtown 64 Line Ohlone/Chynoweth-Almaden San Jose Highway 17 Express - Santa Cruz & Scotts Valley-San 65* Kooser & Blossom Hill-13th & Hedding 970 Jose Diridon Transit Ctr. 66 Kaiser San Jose-Milpitas/Dixon Rd. via Downtown San Jose 971 Dumbarton Express - Union City BART-Palo Alto 68 Gilroy Transit Ctr.-San Jose Diridon Transit Ctr. 972 Monterey-San Jose Express (MST55) Master destination list for the timeguides, frequency chart, web site & timeguide effective date list. 10

30 SANTA CLARA VALLEY TRANSPORTATION AUTHORITY FY2018 Third Quarter Transit Operations Performance Report Weekday Boardings per revenue hour Core Standard: 22.3 boardings per rvenue hour Local Standard: 19.2 boardings per revene hour Community Bus Standard: 15.3 boardings per revenue hour ACE Shuttles 24.0 Note: ACE shuttles are not considered in the calculation of the Community Bus standard, which is VTA-based only. 5.a 11

31 SANTA CLARA VALLEY TRANSPORTATION AUTHORITY FY2018 Third Quarter Transit Operations Performance Report Weekday Boardings per revenue hour 13.6 Limited Standard 15.0 Boarding Per Revenue Hour Express Standard: is 60% Maximum Load Factor Light Rail Standard: 57.7 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. 5.a 12

32 SANTA CLARA VALLEY TRANSPORTATION AUTHORITY Saturday Boardings per revenue hour FY2018 Third Quarter Transit Operations Performance Report Core Standard: 19.1 boardings per revenue hour Local Standard: 15.0 boardings per revenue hour Community Bus Standard: 15.0 boardings per revenue hour * 901* Light Rail Standard: 44.5 boardings per revenue train hour 902* * 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. 5.a 13

33 SANTA CLARA VALLEY TRANSPORTATION AUTHORITY Sunday Boardings per revenue hour FY2018 Third Quarter Transit Operations Performance Report Core Standard: 18.0 boardings per revenue hour Local Standard: 15.0 boardings per revenue hour Community Bus Standard: 15.0 boardings per revenue hour * 901* Light Rail Standard 43.6 boardings per revenue train hour 902* * 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 5.a 14

34 SANTA CLARA VALLEY TRANSPORTATION AUTHORITY FY2018 Third Quarter Transit Operations Performance Report Express Routes Average Peak Load Weekday % % 52.4% Express Standard: 60% Peak Load % % % % % % % % % % DB 25.0% Hwy % MST % 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Saturday / Sunday 181 Saturday, 34.2% 181 Sunday, 30.5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Note: HWY 17, MST and DB are not considered in the calculation of the standard which is VTA- based only. 5.a 15

35 5.a Boardings per Revenue Hour by Time Period (July 01, March 31, 2018) Core Routes WEEKDAY ROUTE PEAK MIDDAY OFF PEAK TOTAL Weekday Service Periods Peak 5:00 AM to 9:00 AM & :30 PM to 6:30 PM Midday 9:00 AM to 2:30 PM Off Peak 6:30 PM to 5:00 AM Legend: Below standard Standard No Service 16

36 5.a Boardings per Revenue Hour by Time Period (July 01, March 31, 2018) Core Routes SATURDAY ROUTE AM BASE Evening Late Night TOTAL Saturday Service Periods AM 12:00 AM to 9:00 AM Base 9:00 AM to 6:00 PM Evening 6:00 PM to 10:00 PM Late night 10:00 PM to 12:00 AM Standard SUNDAY ROUTE AM BASE Evening Late Night TOTAL Sunday Service Periods AM 12:00 AM to 9:00 AM Base 9:00 AM to 6:00 PM Evening 6:00 PM to 10:00 PM Late night 10:00 PM to 12:00 AM Legend: Below standard Standard No Service 17

37 5.a Boardings per Revenue Hour by Time Period (July 01, March 31, 2018) Local Routes WEEKDAY ROUTE PEAK MIDDAY OFF PEAK TOTAL Weekday Service Periods Peak 5:00 AM to 9:00 AM & :30 PM to 6:30 PM Midday 9:00 AM to 2:30 PM Off Peak 6:30 PM to 5:00 AM Legend: Below standard Standard No Service 18

38 5.a Boardings per Revenue Hour by Time Period (July 01, March 31, 2018) Local Routes SATURDAY ROUTE AM BASE Evening Late Night TOTAL Saturday Service Periods AM 12:00 AM to 9:00 AM Base 9:00 AM to 6:00 PM Evening 6:00 PM to 10:00 PM Late night 10:00 PM to 12:00 AM Standard SUNDAY ROUTE AM BASE Evening Late Night TOTAL Sunday Service Periods AM 12:00 AM to 9:00 AM Base 9:00 AM to 6:00 PM Evening 6:00 PM to 10:00 PM Late night 10:00 PM to 12:00 AM Legend: Below standard Standard No Service 19

39 5.a Boardings per Revenue Hour by Time Period (July 01, March 31, 2018) Community Bus WEEKDAY ROUTE PEAK MIDDAY OFF PEAK TOTAL Weekday Service Periods Peak 5:00 AM to 9:00 AM & :30 PM to 6:30 PM Midday 9:00 AM to 2:30 PM Off Peak 6:30 PM to 5:00 AM Standard

40 5.a Boardings per Revenue Hour by Time Period (July 01, March 31, 2018) Community Bus SATURDAY ROUTE AM BASE Evening Late Night TOTAL Saturday Service Periods AM 12:00 AM to 9:00 AM Base 9:00 AM to 6:00 PM Evening 6:00 PM to 10:00 PM Late night 10:00 PM to 12:00 AM Standard SUNDAY ROUTE AM BASE Evening Late Night TOTAL Sunday Service Periods AM 12:00 AM to 9:00 AM Base 9:00 AM to 6:00 PM Evening 6:00 PM to 10:00 PM Late night 10:00 PM to 12:00 AM Legend: Below standard Standard No Service 21

41 5.a Boardings per Revenue Hour by Time Period (July 01, March 31, 2018) Limited Stop Routes WEEKDAY Weekday Service Periods ROUTE PEAK Peak 5:00 AM to 9:00 AM & :30 PM to 6:30 PM Legend: Below standard Standard 15.0 No Service 22

42 5.a Boardings per Revenue Hour by Time Period (July 01, March 31, 2018) Light Rail WEEKDAY ROUTE PEAK MIDDAY OFF PEAK TOTAL Weekday Service Periods 900* Peak 5:00 AM to 9:00 AM & 901* :30 PM to 6:30 PM 902* Midday 9:00 AM to 2:30 PM Standard Off Peak 6:30 PM to 5:00 AM SATURDAY ROUTE AM BASE Evening Late Night TOTAL Saturday Service Periods 900* AM 12:00 AM to 9:00 AM 901* Base 9:00 AM to 6:00 PM 902* Evening 6:00 PM to 10:00 PM Standard Late night 10:00 PM to 12:00 AM SUNDAY ROUTE AM BASE Evening Late Night TOTAL Sunday Service Periods 900* AM 12:00 AM to 9:00 AM 901* Base 9:00 AM to 6:00 PM 902* Evening 6:00 PM to 10:00 PM Standard 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 23

43 5.a Paratransit Operating Statistics

44 SANTA CLARA VALLEY TRANSPORTATION AUTHORITY PARATRANSIT OPERATING STATISTICS FY2018 Third Quarter Transit Operations Performance Report (July 01, March 31, 2018) FY2018 FY2017 Percent Change RIDERSHIP Clients 353, , % Attendants 38,012 35, % Companions 5,917 7, % Total 396, , % Avg. Weekday Trips 1,815 1, % Avg. Weekday Client Trips 1, , % Active Clients 8,635 5, % Avg. Trips per Client % PREMIUM SERVICES Same Day Trips 2,535 2, % Second Vehicles % Open Returns % Service Area Surcharge Trips 2,578 2, % Subscription Trips 113,235 68, % Total 119,103 74, % LEVEL OF SERVICE Revenue Miles 4,074,831 3,308, % Revenue Hours 237, , % Maximum Vehicles Operated (non-taxi) % Total Vehicles Available (non-taxi) % ELIGIBILITY Total Data Cards Received 5,852 4, % New Applicants Certified 2,132 2, % New Applicants Denied % Clients Recertified 1,981 2, % Clients Denied Recertification % Total Eligibility Assessments 4,602 4, % Denial Rate 5.1% 3.1% 65.5% EXPENSES AND REVENUES EXPENSES Contracted Fixed Costs $ 2,360,370 $ 3,136, % Contracted Variable Costs $ 8,408,774 $ 9,348, % Contracted Eligibility Certification Costs $ 542,946 $ 287, % Contracted Supplemental Trip Costs ** $ 1,752,130 $ 2,943, % Contracted Fare Processing * $ 94,742 $ - NA VTA Administration & Oversight - Labor Costs * $ 885,154 $ 6, % Fleet Maintenance and Fuel ** $ 1,262,830 $ 411, % Hardware, Software, Utilities, phone and data services ** $ 254,756 $ 305,593-17% ADA-Facilities, Maintenance & Utilities ** $ 334,452 $ 54, % Total Operating Costs $15,896,155 $16,495, % REVENUES NA Client Fare $1,422,607 $1,416, % Other Fare $42,591 $78, % Total Revenue $1,465,198 $1,494, % Net Expenses $ 14,430,956 $ 15,001, % Fare Recovery Rate 9.2% 9.0% 2.4% COST PER PASSENGER TRIP (excludes capital expenses) Total Reported Costs $40.04 $ % Fare Revenue $3.69 $ % Net Cost $36.35 $ % PERFORMANCE Passengers / Revenue Hour % Passenger Miles / Passenger Trip % On-Time Performance 87.6% 91.3% -4.1% *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 a

45 5.a Glossary

46 5.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 highdensity 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.

47 5.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.

48 5.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.

49 6 Date: May 7, 2018 Current Meeting: May 18, 2018 Board Meeting: June 7, 2018 BOARD MEMORANDUM TO: THROUGH: FROM: SUBJECT: Santa Clara Valley Transportation Authority Safety, Security, and Transit Planning and Operations General Manager, Nuria I. Fernandez Director - Planning & Programming, Chris Augenstein Automated Driving System Draft Policy Policy-Related Action: Yes Government Code Section Applies: No ACTION ITEM RECOMMENDATION: Recommend that the VTA Board of Directors review and adopt VTA s Automated Driving Systems (ADS) Policy. BACKGROUND: VTA s Strategic Plan challenges us to Innovate the Way Silicon Valley Moves. To do this we choose a leadership position to proactively craft our own future and make automation work for us rather than happen to us. Crafting VTA s own future in terms of Automated Driving Systems (ADS) means proactively addressing the issues and opportunities ADS present, and exploring many pathways to incrementally introduce automation into VTA s business model and practices. ADS is a comprehensive term that describes a technology where vehicles can drive themselves in any condition without human intervention. Considering the formative nature of ADS technologies, other terms commonly used when referring to ADS include autonomous vehicles (AVs), driverless cars, robotic cars, self-driving cars, and others. The Society of Automotive Engineers (SAE) has established standards and definitions for the automated driving industry in the SAE International s Standard J3016: Taxonomy and Definitions for Terms Related to On- Road Motor Vehicle Automated Driving Systems. VTA uses the SAE standard definitions of ADS for its policy. The SAE standard establishes (i) a classification system based on six (6) levels of automation ranging from no automation to full automation; (ii) base definitions and levels of functional aspects of the various technologies; and (iii), categorical differences for a stepped natural progression through the different levels of driving automation. Attachments A provide more

50 6 information on SAE definitions and ADS technologies. The SAE levels of automation do not imply any particular order of market introduction or penetration, and the elements indicate minimum rather than maximum system capabilities for each level. The classification system is based on the amount of driver intervention and attentiveness required, rather than vehicle capabilities. Thus, a particular vehicle may have multiple driving automation features such that it could operate at different levels depending upon the feature(s) that are engaged (the Tesla Model S is an example of this). All levels of automation offer benefits including enhanced safety, operational efficiency, and customer experience. VTA s ADS Policy forms the foundation for VTA to enter into, and proceed within the ADS arena. It is designed to provide an overarching policy framework and a strategic policy direction for the planning, development, funding and application of ADS. The policy is designed to work for the benefit of VTA towards the adoption of this new technology in future systems where integrated networks of autonomous, connected/interconnected, and zero-emission vehicles and services are commonplace. This policy shall also guide the engagement of both internal and external stakeholders and partners. The ADS Policy is also designed to be adaptive and responsive to the rapidly changing nature of this industry. The ADS Policy will be incorporated into a comprehensive Emerging Technologies Strategic Plan currently under development by VTA. VTA s ADS Policy pivots on an overarching goal to plan, design, test, evaluate, and deploy automated, zero-emission, information and communications technology-based solutions to address the transportation needs, challenges and opportunities confronting Silicon Valley for the benefit VTA and our constituents. DISCUSSION: Technological innovations are happening worldwide at a rate unprecedented in human history. Private and public entities all around the world are strategizing about ways to respond to these circumstances to both protect their interests and to take full advantage of the new opportunities that are rapidly emerging. In the automotive industry, automated technologies are rapidly emerging, and every major automobile manufacturer and startup company is investing heavily in these evolving technologies where news of new innovations is an almost daily occurrence. Automated transportation technologies are also rapidly permeating the trucking, shipping, freight rail, passenger rail, and aviation industries. Autonomous operations combined with Artificial Intelligence (AI) are predicted to significantly affect every sector of the economy in the coming years. In order to survive and thrive, VTA must adapt to, and take advantage of, new technologies such as ADS. Significant risk exists for VTA if the choice is to wait on the sidelines to see what happens as new services and markets form to meet the transportation needs of our society. California and Silicon Valley is leading the way in developing new ADS technology and new multi-modal business models. Inaction would result in falling further and further behind, making catching up more difficult, if not impossible. Therefore, VTA must show leadership in this area, and actively seek and seize new opportunities to strengthen its future. As a vital member of the Silicon Valley Culture, VTA is uniquely positioned to seek and develop partnerships that utilize ADS emerging technologies to make Page 2 of 4

51 6 VTA s business practices, operations, and infrastructure investments safer, more efficient, costeffective, customer-oriented, and productive - and therefore of greater value to its customers and society. With greater efficiency, VTA could provide more services to the public and get greater value from its existing and future investments; with better products and services VTA can broaden its market influence and better position the agency for long-term health and growth. Taking a strong position as an active partner in the development of Smart City Initiatives is also paramount for VTA if it plans to assume a leadership role in the implementation of new transportation and communications technologies and practices. Working with our Member Agencies and stakeholders to implement innovative and practical transportation solutions, VTA intends to create synergies of far greater value than the sum of its parts. Automated Driving Systems Potential Benefits ADS has the potential to benefit society in many ways: (i) reducing, if not eliminating, fatalities on our transportation systems; (ii) reducing crashes; (iii) improving first and last mile connections for transit users; (iv) reducing the need for owning a private vehicle; (v) reducing the need for parking; and (vi) optimizing mobility options for all socio-economic groups. Through ADS, it s envisioned that more value can be gained from our existing and future transportation investments through increased operational efficiency. Attachment A provides more information about ADS and its related technologies. Potential Drawbacks and Risks ADS also has the potential to increase or decrease; (i) traffic congestion; (ii) vehicle miles traveled; and (iii) travel-related pollution. Investments in ADS infrastructure could also increase financial demands on public agency transportation budgets while the use of ADS could threaten or greatly alter the norms of today such as revenues from moving violations and parking. Thus, our journey into this realm must be pragmatic, conscientious, bold, and guided by a sound policy framework. The protections and rules of the roadway adopted by federal, state and local governments will substantially determine how much benefit or corresponding burden is experienced by VTA and other agencies as a result of emerging technologies such as ADS. VTA will engage in policy development at all of these government levels. In 2018, ADS are being tested on public streets in Massachusetts, Pennsylvania, California, Florida, Nevada, Arizona, and many other areas in the U.S., and around the world. In addition, ride-hailing services such as Uber, Lyft, and Didi Chuxing are testing and looking for rapid deployment of ADS to make their business models profitable. It is clear that ADS are coming, and coming quickly, and vehicles that are largely and fully autonomous (SAE Levels 4 and 5) are expected to be operating in U.S. cities within the timeframe. In order to maximize potential benefits and minimize potential drawbacks and risk, the ADS Policy provides a set of foundational principles to support this policy and guide our work with ADS, while supporting the values and goals of VTA s Strategic Plan. Every sector of society will be greatly affected by the coming of ADS and other emerging technologies. This policy framework will help guide us to make beneficial, equitable, and practical decisions. Page 3 of 4

52 6 Summary of ADS Foundational Elements The Mission, Vision, and Values of VTA s Strategic Plan provide key organizing elements of this policy. The draft policy, provided as Attachment B, is intended for VTA to: Engage all sectors of its labor force to craft continued professional development, training and re-training opportunities programs to keep pace with the application of ADS and other emerging technologies and maximize opportunities for employment in these new and emerging sectors. Work proactively to position ourselves to take full advantage of current and future development in technology and service models. Establish performance metrics to measure the value and effectiveness of ADS and other emerging technologies. Create a more financially sustainable business model by maximizing the value of every dollar spent. Provide improved and superior customer-focused products and services, especially for our customers with special needs. Plan, design, test, deploy and evaluate automated, zero-emission, information and communications technology for the betterment of VTA and our services. Support the creation of a corporate/business structure that better positions VTA to adapt, survive, and thrive to remain resilient even in the face of economic downturns. Seek collaborations or partnerships with public agencies and private companies to accomplish its goals. Ensure that ADS and other future services meet Accessibility/Americans with Disabilities Act (ADA) requirements. Next Steps Based on input received during the committee review process and our on-going internal review process, VTA will make changes to this policy and return to the Board of Directors for adoption at its June 7, 2018 meeting. The ADS Policy VTA will become part of VTA s Emerging Technologies Strategy that includes consideration of a broad range of technologies and business practices. VTA will establish an Emerging Technologies Steering Committee within VTA to advance and guide VTA and countywide ADS and emerging technology development and implementation. FISCAL IMPACT: There is no fiscal impact associated with the adoption of the ADS Policy at this time. Prepared by: Chris Augenstein Memo No ATTACHMENTS: Att-A_ADS description (DOC) Att-B_DRAFT AV Policy Joint (DOC) Page 4 of 4

53 Attachment A 6.a Society of Automotive Engineers (SAE) Levels of ADS Autonomy. Progression to Automated Driving Systems (ADS) involves the merging of several areas of technology. The graphic below how ADS nests within in integration of three primary areas of technology.

54 Attachment A 6.a Typical ADS Vehicle Technologies These technologies may be incorporated into any vehicle type; personal car/suv/van/truck, freight trucks, buses, trains, and watercraft. The technologies are rapidly evolving and subject to similar patterns as described in Moore s Law that is of increasing miniaturization and power, and decreasing per unit costs. Page 2 of 2

55 6.b DRAFT POLICY Document Number: AUTOMATED DRIVING SYSTEMS POLICY Version Number: 01 Date: xx/xx/xxxx 1. Purpose: The Automated Driving Systems (ADS) Policy establishes an overarching framework for the Santa Clara Valley Transportation Authority (VTA) to research, define, analyze, fund, test, implement, operate, and maintain ADS technologies and services. For the purposes of this policy, the definition of ADS technologies in this policy includes the use of Artificial Intelligence (AI), and Connected Vehicle (CV) Technologies - so that the systems may be able to make decisions independently and self-sufficiently. The 2016 Strategic Plan Vision Statement challenges VTA to Innovate the Way Silicon Valley Moves. To do this we must proactively craft our own future and make ADS and related technologies work for us rather than happen to us. With the values and goals of the Strategic Plan supporting the framework of this policy that VTA will follow to ensure that VTA s active role in implementing ADS technologies is fair, equitable, practical and beneficial. This policy is designed to provide an implementation framework to enable VTA to accomplish the following: (i) establish short- and long-term development strategies and programs; (ii) foster institutional coordination and collaboration, and (iii) pro-actively establish VTA as a local, state, national, and international leader in the advancement of ADS technologies for the benefit of VTA s interests, its employees and constituents, and society at-large. Proactively crafting its own future and making automation work for VTA requires the exploration of many pathways to success and incrementally introducing these technologies over time. Background In 2018 technological innovations are happening worldwide at a rate unprecedented in human history. Private and public entities all around the world are strategizing about how to respond to these circumstances to both protect their interests and to take full advantage of the new opportunities that are emerging every day. Smart Cities in Santa Clara County and around the world are using new tools such as ADS, information and communication technologies, the Internet of Things (IoT), Big Data, and urban informatics to optimize the efficiency of city operation, services, and transportation systems. Applied automation and AI, such as ADS vehicles in the transportation industry, are providing passengers with special needs new freedom. These technologies open new opportunities that will allow our local cities to interact directly with the community, infrastructure, transportation, and VTA operations through connected vehicle and other advanced technology. Automated transportation technologies and ADS must be designed Original Date: 04/19/2018 Revision Date: N/A Page 1 of 9

56 6.b DRAFT POLICY Document Number: AUTOMATED DRIVING SYSTEMS POLICY Version Number: 01 Date: xx/xx/xxxx with accessibility and ergonomic concerns in mind to address the needs of all persons and meet user/market demands. 2. Scope: 2.1. For the purposes of this policy, ADS includes Connected Vehicles (CV), Electric Vehicles (EV), and Artificial Intelligence (AI) technologies This policy applies to: All departments and personnel within VTA that have a role in the investigation, policy development, planning, design, funding, and operation of ADS technologies, including, but not limited to: (i) other public agencies; (ii) VTA s external business interests and interactions; and (iii) emerging technologies that can be applied to all mobility solutions that VTA is involved with, including public transit, roadway and highway operations, bicycling, walking, carpooling, car-sharing (aka as Ride-Hailing), bicycling sharing, and all new forms of personal transport e.g., electric bikes and skateboards, and self-balancing motorcycles and unicycles. 3. Responsibilities: 3.1. VTA will form an Emerging Technologies Steering Committee (ETSC) to serve as an overarching program administrator and point of contact for all ADS-related projects, programs, and services. The VTA Division responsible for transportation planning and programming functions will lead this effort in close collaboration with the VTA Divisions that lead business services, technology, and program/project delivery. VTA will create an Emerging Technologies Strategic Plan (ETSP) that includes analysis and recommendations for the research and adoption of ADS technologies and associated, necessary, and emerging technologies. The ETSC will oversee the development, funding, and implementation of the ETSP The ETSC will coordinate with the appropriate stakeholders including private companies, public agencies/local jurisdictions, employee labor unions, and internal VTA divisions interested in and/or affected by automation and the effects of automation The ETSC will be responsible for monitoring the ADS regulatory environment, the advancement of ADS technologies, and the developing amendments to this policy as appropriate. Original Date: 04/19/2018 Revision Date: N/A Page 2 of 9

57 6.b DRAFT POLICY Document Number: AUTOMATED DRIVING SYSTEMS POLICY Version Number: 01 Date: xx/xx/xxxx 3.4. VTA s Policy and Legislative staff will closely monitor the development of ADS local, state and federal policy and legislation, and develop, as necessary, legislative and policy program activities to favorably position VTA and its interests VTA will study freeway, highway and local networks in Santa Clara County to identify roadway corridors to test and implement innovation/smart corridor technologies to facilitate and refine ADS and other related technologies VTA will seek the California State Department of Transportation (Caltrans) as an active partner in projects involving state infrastructure, property, or operations VTA will take a leadership role in developing and standardizing data and communications protocols to assist in the connection, interconnection, operations, evolution and growth of ADS technologies and its primary and supporting industries This policy will guide and be consistent with the ETSP and the work of the ETSC ADS efforts, programs and projects will be vetted by the relevant stakeholders, VTA executive management committees, and associated working groups as needed for specific projects, programs, or services. ADS efforts, programs and projects will be vetted through a public process that includes VTA Working Groups, Committees, and Board of Directors. VTA Committees and Board of Directors will be responsible for providing direction on ADS implementation, and are encouraged to use the VTA values of creativity, collaboration and leadership to guide their actions All ADS projects or programs shall be consistent with the goals and objectives of VTA s Strategic plan and the ETSP. Recognition of ADS and other emerging technologies shall be considered and incorporated where appropriate into VTA planning documents including but not limited to the Countywide Long-Range Transportation Plan (i.e., Valley Transportation Plan) the Short-Range Transit Plan (SRTP), Business Plan, Budget, ITS Strategic Plan, Complete Streets, and other plans and programs VTA will continually seek new opportunities through ADS (and other emerging) technologies to improve the safety, accessibility, and efficiency of its operations, to sustain and improve its financial condition, and to position the agency as an active, valuable, and effective partner in the implementation of smart cities and transportation technologies with cities, the county, other public agencies, and the private sector VTA will seek to engage the private sector in the creation of beneficial Public/Private partnerships. Original Date: 04/19/2018 Revision Date: N/A Page 3 of 9

58 6.b DRAFT POLICY Document Number: AUTOMATED DRIVING SYSTEMS POLICY Version Number: 01 Date: xx/xx/xxxx VTA will provide local and regional coordination and liaison assistance between interested parties on ADS and related issues as necessary VTA will make ADS implementation a key policy element of its Legislative Program When a viable ADS project, program or service is forwarded for research and development (R&D) by VTA, it will be vetted through an internal process before proceeding. As ADS projects, programs or services move through R&D phases, it shall be the responsibility of the project proponents and the ETSC to identify funding All sources of public and private funding will be considered to advance ADS per the guidance of this policy VTA will pursue pilot and testing projects or programs that help guide and implement the ETSP, and that receive approval from the ETSC VTA will update this policy, at a minimum, every two years in tandem with its update of the Strategic Plan, Business Plan and Budget; or as needed to align with or take advantage of material changes in how mobility services are provided VTA, through the ETSC, will evaluate unsolicited proposals on a case-by-case basis. The ETSC will provide a recommend to either accept and proceed, revise and proceed based on the revised proposal, or deny. 4. Policy: In order to maximize benefits and minimize potential threats, this policy establishes a set of foundational principles to support and guide: (i) VTA s work with ADSs; and (ii) the values and goals of VTA s Strategic Plan. Given the fluidity and rapid rate of development in the ADS industry and the rapid rate of innovation, these principles shall be periodically reviewed and revised, as needed, to take full advantage of new technologies, business practices, service models, and other opportunities VTA shall explore and implement ADS technologies to: a. Create new opportunities and partnerships for the benefit of VTA, its employees, its consumers and constituents, and society at-large. b. Collaborate proactively with public and private entities to generate mutually beneficial circumstances and opportunities. Original Date: 04/19/2018 Revision Date: N/A Page 4 of 9

59 6.b DRAFT POLICY Document Number: AUTOMATED DRIVING SYSTEMS POLICY Version Number: 01 Date: xx/xx/xxxx c. Lead the industry in policy development, research, and implementation of ADS technologies, and innovative public-private partnerships VTA shall foster a culture of creative and strategic risk-taking to identify and take full advantage of new opportunities resulting from ADS technologies and services VTA will work proactively to position VTA to benefit from the development and emergence of ADS technologies and other related emerging technologies VTA will research, plan, design, test, evaluate, deploy and evaluate automated, zeroemission, accessible information and communications technology for the betterment of VTA, and its projects, programs and services In anticipation of the evolution of ADS technologies and the infusion of these technologies in society, VTA will create training and retraining programs to ensure VTA employees have opportunities to grow and benefit from the implementation of these and other new technologies VTA will adapt its corporate/business structure to better position the agency to adapt and thrive, and remain resilient during economic downturns through the application of ADS technologies and other emerging technologies VTA will seek partnerships with public agencies and private companies to implement the tenants of this policy and accomplish other goals VTA will explore ADS technologies to create a more financially sustainable business model and maximize the value of every dollar spent VTA will use ADS technologies to provide improved and superior customer-focused products and services VTA will create performance and evaluation metrics, as necessary, to measure the need, value and effectiveness of ADS technologies and other emerging technologies VTA will examine ADS technologies to improve public transit services to become part of the landscape for providing mobility solutions. Original Date: 04/19/2018 Revision Date: N/A Page 5 of 9

60 6.b DRAFT POLICY Document Number: AUTOMATED DRIVING SYSTEMS POLICY Version Number: 01 Date: xx/xx/xxxx VTA will examine ADS technologies to help manage and optimize roadway travel, reduce low-occupancy vehicle trips, and maximize roadway capacity and operational efficiency VTA recognizes that public streets will provide the primary travel corridors for the operation of ADS vehicles. As such, this is where public and private ADS interests will interconnect, and where public policy can exert the greatest influence. VTA will provide ADS policy development assistance to its member and partner agencies as requested. This will include, but not be limited to, the creation of a model policy and/or regulatory language tailored for the respective agency and technical and policy support to agencies exploring ADS and related systems VTA will conduct planning studies to evaluate its systems for opportunities to transition to partial or full automation. These evaluations will include cost-benefit and the effect on the workforce, accessibility, and equity VTA will examine ADS technologies to facilitate and mange pricing strategies and programs to manage travel demand and help pay for any impacts ADS may have on local and regional transportation systems Efficiency and Reliability: VTA will work to ensure that ADS technologies improve travel time reliability and system efficiency by maintaining or reducing the number of vehicle trips during peak congestion periods, by managing existing infrastructure/resources to achieve greater capacity/productivity, and designing future infrastructure for ADS and integrated/interconnected vehicle operations Equity: VTA will endeavor to make benefits of ADS technologies and other emerging technologies available on an equitable basis to all socio-economic groups Data/Communications: VTA will use a complete range of tools to ensure that ADS technologies and private data communications infrastructure/systems can generate realtime data streams, seamlessly share and anonymize information, and optimize data quality Safety: VTA will ensure that ADS technologies shall be explored and implemented to advance opportunities for VTA to increase the safety and security of travel; and that all levels of self-driving vehicles operate safely for all users, especially in the presence of vulnerable roadway users. Original Date: 04/19/2018 Revision Date: N/A Page 6 of 9

61 6.b DRAFT POLICY Document Number: AUTOMATED DRIVING SYSTEMS POLICY Version Number: 01 Date: xx/xx/xxxx Integrity: VTA will ensure that ADS technologies shall be explored and implemented to help VTA fulfill its obligations to employees, the public, and business [private enterprise] Quality: VTA will ensure that ADS technologies shall be explored and implemented to improve the customer experience for all modes of travel, enhance the quality of the built environment, and make VTA s services more attractive competitive Sustainability: VTA will ensure that ADS technologies shall be explored and implemented to assist VTA in reducing harmful emissions and impacts to the environment, improving the quality of life for Silicon Valley residents and businesses, and financially sustaining its operations; and to work to reduce low-occupancy vehicle trips during peak congestion periods, paying for use of, and impact on the region s transportation system including transit, roadways, bicycling and walking Diversity: VTA will ensure that ADS technologies shall be explored and implemented to better meet the travel needs of a modern culture, and serve all socio-economic sectors of society Accountability: VTA will ensure that ADS technologies shall be explored and implemented in an open an inclusive environment to help ensure VTA meets its obligations to tax payers, its employees, and its patrons Pilot Projects: VTA will establish a program of pilot projects compatible with the ETSP. Pilot projects will be designed to test and evaluate potential pros and cons of applied ADS technologies in limited initial applications to explore the best methods of advancing adopted goals, policies, and objectives Environmental: VTA will ensure that ADS technologies and services shall be designed for consistency with local agency s climate protection strategies, emissions reductions goals, and to support Transportation Demand Management (TDM) efforts and policies minimizing single-occupant automobile trips and overall vehicle miles traveled (VMT) Efficiency and Reliability: VTA will ensure that ADS technologies improve travel time reliability and system efficiency by maintaining or reducing the number of vehicle trips during peak congestion periods; reducing low-occupancy vehicle trips during peak congestion periods; paying for use of, and impact on, transportation system including Original Date: 04/19/2018 Revision Date: N/A Page 7 of 9

62 6.b DRAFT POLICY Document Number: AUTOMATED DRIVING SYSTEMS POLICY Version Number: 01 Date: xx/xx/xxxx All ADS technology efforts will be bound by VTA Personnel Policies and Procedures. 5. Definitions: Automated Driving Systems (ADS) Technologies refer to all on-vehicle, drive-by-wire electronic sensors, actuators, electro-hydraulic, electromechanical, computer hardware, software and integrated systems necessary to achieve safe and fully autonomous vehicle operations. Autonomous Vehicles (AVs) Also known as self-driving vehicles, automated vehicles, robotic vehicles. These technologies include but are not limited to cars, vans, SUVs, trucks, buses or all sizes and configurations, rail vehicles and all related AV infrastructure, communications systems, and software needed to deploy, operate and maintain AVs within VTA s systems and adjacent systems where VTA may operate service. Levels of Automated Operations. This policy uses the Society of American Automotive Engineers (SAE) definitions for levels of automation used in the US DOT Federal Automated Vehicles Policy produced by the National Highway Traffic Safety Administration (NHTSA). This policy primarily relates to Levels 3 through 5. See Attachment A for further information. Drive-by-wire is a catch-all term that can refer to a number of electronic systems that either augment or completely replace traditional mechanical controls. Instead of using cables, hydraulic pressure, and other ways of providing a driver with direct, physical control over the speed or direction of a vehicle, drive-by-wire technology uses electronic controls to activate the brakes, control the steering, and operate other systems. There are three main vehicle control systems that are commonly replaced with electronic controls: throttle, brakes, and steering. When replaced with drive-by-wire alternatives, these systems are typically referred to as: Electronic Throttle Control (ETC): is an automobile technology which electronically "connects" the accelerator pedal to the throttle, replacing a mechanical linkage Brake-By-Wire: is an automobile technology with the ability to control brakes through electrical (non-mechanical) means. Steer-By-Wire: is an automobile technology with the ability to control steering through electrical (non-mechanical) means. Original Date: 04/19/2018 Revision Date: N/A Page 8 of 9

63 6.b DRAFT POLICY Document Number: AUTOMATED DRIVING SYSTEMS POLICY Version Number: 01 Date: xx/xx/xxxx Electric Vehicles (EVs) Also known as Zero Emission vehicles. This technology uses electric motors for propulsion and can use battery or fuel cell technology as the energy source. Workforce The total number of workers in a specific undertaking or employed by a specific company. Public/Private Partnerships A cooperative contractual arrangement between two or more public and private sectors, typically of a long-term nature. Through this agreement, the skills and assets of each sector (public and private) are shared in delivering a service or facility for the use of the general public. 6. Summary of Changes: None 7. Approval Information: Prepared by Reviewed by Approved by Chris Augenstein Director of Planning & Programming Chris Augenstein Director of Planning & Programming Gary Miskell Chief Technology Officer Casey Emoto Deputy Director, Project Development Nuria I. Fernández General Manager/CEO Board of Directors Date Approved: Original Date: 04/19/2018 Revision Date: N/A Page 9 of 9

64 7 Date: May 10, 2018 Current Meeting: May 18, 2018 Board Meeting: N/A BOARD MEMORANDUM TO: THROUGH: FROM: SUBJECT: Santa Clara Valley Transportation Authority Safety, Security, and Transit Planning and Operations General Manager, Nuria I. Fernandez Director - Planning & Programming, Chris Augenstein Light Rail Safety and Speed Pilot Project in Downtown San Jose FOR INFORMATION ONLY BACKGROUND: Downtown San Jose (Downtown) is the slowest part of Valley Transportation Authority s light rail system. The current maximum operating speed for light rail in Downtown is 10 mph, although trains average about 7.5 mph between stations. For context, operating speeds in some transit malls in California reach up to 20 mph. Staff previously proposed two major capital projects to speed up light rail through Downtown: double tracking on First Street and constructing a light rail subway below Downtown. Because of high costs and large construction impacts, Staff was asked to study near-term, lower cost, and lower impact improvements that could increase light rail operating speeds in Downtown. Several factors contribute to slow speeds in Downtown, but the design of the transit mall is problematic because it lacks definition between the pedestrian and transit environments. This causes unpredictable pedestrian, bicycle, and vehicle intrusions into the trackway. These unsafe movements are a perennial source of near misses throughout the day, and must be addressed before VTA can increase operating speeds in this area. In response, VTA is developing a pilot project (Pilot) designed to improve safety near the trackway as the first step to eventually increasing operating speeds in Downtown. The Pilot is part of the Light Rail Enhancement Program, which is designed to improve light rail operating speeds system wide. It is also in-line with the goals of VTA s Fast Transit Program, which seeks to increase transit speed and improve transit reliability.

65 7 DISCUSSION: Transit Mall Design Light rail in Downtown is defined as First and Second Streets between Devine and San Carlos Streets. Pedestrians and light rail vehicles share a wide transit mall that contains the light rail trackway, a median walkway on the platform-side of the trackway, trees, lighting, and a sidewalk between the trackway and business frontages. These transit mall elements are constructed of similar materials in a similar color, and connected by a smooth walkable surface. The lack delineation lends itself to continuous unpredictable intrusions into the trackway. Page 1 of Attachment A shows the typical transit mall cross section and identifies its major design elements. Existing Conditions Analysis The complex nature of the transit mall and stakeholder priorities in Downtown warranted an extensive existing conditions analysis. Results of the analysis revealed more safety problems that affect light rail operations in Downtown than can be addressed within the Pilot. Short and longterm deficiencies were defined, categorized, and prioritized based on their impact to light rail operations at times that affect the most riders. The resulting Safety Deficiency List forms the basis for Pilot treatments and the Pilot location. Some deficiencies are outside of VTA s control, such as crosswalk or lane striping, while others require VTA and the City of San Jose to coordinate solutions. The list was distributed to VTA and City of San Jose staff for future implementation. Pages 2-4 of Attachment A summarize the Safety Deficiency List and existing conditions in Downtown. Pilot Project Objective The objective of the Pilot is to test the effectiveness of safety treatments to yield predicable pedestrian, bicycle, and vehicle behavior near the trackway as the first step towards increasing operating speeds in the Downtown. The improvements should complement and enhance the public realm, and be applicable in several areas of the transit mall. Location The pilot will be installed on Second Street between San Fernando and San Carlos (Attachment A, page 5). The block has common design elements with other blocks in Downtown and is subject to several deficiencies that affect light rail operations during times that impact the most riders. A single block was chosen to determine if synergistic safety impacts result from an array of treatments in one corridor. Eliminated Treatments VTA and stakeholders underwent an iterative process to define appropriate treatments and ensure design elements address the needs of the community, businesses, residents, City of San Jose, and other stakeholders. Many treatments were considered but ultimately eliminated from the final pilot based on cost, aesthetics, maintenance, or constructability concerns (Attachment A, pages 6-8). Recommended Treatments Five treatments are proposed for six locations in the pilot project area. The primary treatment is two different kinds of railing (regular and bistro-style) installed within the tree/light line to Page 2 of 5

66 7 delineate the sidewalk from the trackway. The railings will run the length of the Pilot block with breaks for driveways and the Paseo de San Antonio crossing. The goal of this safety measure is to prevent pedestrian intrusion into the trackway from the sidewalk and deter pedestrian intrusion into the trackway from the platform or center median. Other complementary treatments include crosswalk enhancements and improved warning signals for vehicles entering and exiting the Pavilion Garage. Pages 9-15 of Attachment A provide more details and images of the proposed treatments. Materials VTA is sensitive to stakeholder desire to protect the cohesive look of the transit mall. As such, materials and installation methods were vetted through several stakeholders to address aesthetics and maintenance concerns. Improvements are proposed in high-quality materials because they are attractive and have low long-term maintenance costs. Quality removal and repair methods will be included in the bid specs should the Pilot be removed. Maintenance Continual upkeep of the pilot is crucial to success. VTA will make arrangements with the City of San Jose, Pavilion Garage, and Groundwerx to establish maintenance schedules and responsibilities, as needed. Stakeholder Engagement The planning process centered on early and ongoing outreach to engage and involve all the Downtown stakeholders in the project definition, problem identification, and proposed improvements. Staff from several departments at the City of San Jose, San Jose Downtown Association, District 3 Councilmember Raul Peralez and staff, California Public Utilities Commission (CPUC), and VTA Safety, Operations, and Maintenance informed the best ways to integrate competing priorities into the Pilot. The site walks were a valuable tool for staff and stakeholders to observe and discuss the existing conditions, and identify issues and opportunities in the transit mall. Ongoing meetings addressed specific concerns, design considerations, and project updates. Staff also engaged the residential, business, and commercial property owner s communities via the Downtown San Jose Association committees, a homeowner association meeting, and a public meeting hosted by Councilmember Peralez. These multiple open communication channels helped build consensus for the Pilot from almost all stakeholders. Before/After Study Evaluation The Pilot treatments will undergo an initial 6 month evaluation. Successful treatments will remain after the Pilot. The methodology for the before/after study will include qualitative and quantitative measures that indicate improved predictability of pedestrian, bicycle, and driver behavior near light rail tracks in the transit mall. These criteria include reduced near misses, reduced dwell times, and improved operator confidence. Other evaluation criteria will address stakeholder acceptance, durability and maintenance of materials, and an enhanced public realm. Construction Cost The pilot project is fully funded through VTA local transit funds. The current budget is $900,000. Total costs will be confirmed during final design. Page 3 of 5

67 7 Schedule Staff recommends an aggressive schedule to complete installation prior to several large events, a construction moratorium that runs from November 23, 2018 through January 31, 2019, and San Jose State spring 2019 semester. The draft schedule is as follows: May Final Report June Final Design September Procurement/Fabrication October/November Installation December May Evaluation/Feedback July Before/After Study and Recommendations Next Steps The Pilot is being transferred to Engineering & Transportation Program Delivery (ETPD) to start final design and implementation. Planning will wrap up the final report, develop the before/after study methodology, and work with ETPD to meet the installation schedule. The Citizens Advisory Committee received this information at their May 9, 2018 meeting. Members of the committee had the following questions/comments: 1)One member thanked staff for the project because she lives in downtown and the light rail operations in the transit mall feel unsafe; 2) Is evening lighting included in the Pilot?; 3) What will make the project successful?: 4) Several members expressed concern about crime that could arise from the installation of bistro table tops such as a person having his/her back to the sidewalk or multiple people standing together and blocking the pathway; 5) How fast will the trains go?; 6) People might jump over railings and knock them down; 7) Make sure evaluation is performed at all hours of the day; 8) Is there enough space above BART to put light rail in a tunnel?; 9) Is the purpose to make transit faster?; 10) Will the railings hinder tree growth? 11) How many people has light rail hit in the transit mall?; 12) Does the bistro-railing meet ADA standards and State 24 height requirements?; 13) What is the purpose of the table top?; 14) Why don t you put rail on both sides of the trackway?; 15) The project seems too expensive. Staff responded as follows: 1) Comment noted; 2) No. Staff explained that the pilot is testing treatments for problems during the hours when the most riders are affected by safety problems; 3) Staff listed several evaluation criteria and explained that the downtown Stakeholders have already provided some input and will continue to be involved in the evaluation methodology and criteria; 4)Comments noted; 5) The pilot does not include a speed increase. Travel time improvements might come from the reduced number of near misses due to the safety improvements; 6) Comment noted; 7) Comment noted; 8) I don t know the answer to that but can look into it and get back to you. The Staff Liason then added that tunneling has been talked about for a long time but there are no plans. 9) Yes, eventually, once we treat the safety problems; 10) The railing will be fixed to the ground outside of the tree well. The tree well has a lot of space for growth; 11) Only a couple, but I can look into it and get the exact number; 12) Yes to ADA, Staff will check on State 24; 13) To enhance the public realm; 14) California Public Utility Commission said railing on both sides could create an entrapment issue; 15) Comment noted. Page 4 of 5

68 7 The Bicycle Pedestrian Advisory Committee received this information at their May 9, 2018 meeting. Members of the committee had the following questions/comments: 1) Have you considered a bike rack fence?; 2) Have you identified slow speeds in the light rail system?; 3) Where are the treatments going to be installed in downtown San Jose after the Pilot?: 4) Have you talked to residents in Downtown and do they like the project?; 5) Commenter noted that the Citizens Advisory Committee discussed the topic of crime due to railings; 6) How much faster will light rail operate during the pilot?; 7) A couple members commented that this is a fantastic project that is necessary and long overdue. Staff responded as follows: 1) Yes, but the height impedes on operating sightlines; 2) Yes. Downtown is the slowest. The Slow Speed Zone Study identified the slow zones; 3) We won t know where or which treatments will be implemented in other parts of downtown until the Pilot is finished and we have recommendations from the lessons learned; 4) Yes, The 88 homeowners association meeting and the Downtown Residents Association Construction Update hosted by Councilmember Peralez. Residents at both meetings were very supportive of the improvements; 5) Comment noted; 6) The pilot does not include a speed increase. Travel time improvements might come from the reduced number of near misses due to the safety improvements; 7) Comment noted. The Committee for Transportation Mobility and Accessibility received this information at their May 10, 2018 meeting. Members of the committee had the following questions/comments: 1) Several members commented that the lack of differentiation between trackway and sidewalk or platform entry and trackway are serious safety problems that need tactile and/or paint for visual and physical detection; 2) Platforms and ramps say to stay behind yellow line, but no yellow line exists; 3) Platform is too narrow for two wheelchairs. If more people will be walking on the platform instead of across the tracks there won't be room to maneuver; 4) Commenter noted that the Citizens Advisory Committee discussed the topic of crime due to railings; 5)The Clipper machine on the San Antonio platform is in a bad location that makes it hard to pay fare and board the light rail vehicle; 6) Will people be able to board from both sides of the train?; 7) Design change is difficult to do in downtown San Jose. Staff responded as follows: 1) Tactile and paint were both considered but not moved forwarded in the Pilot due to stakeholder opposition; 2) Staff offered to pass on the information to maintenance and operations; 3) Comment noted; 4) Comments noted; 5) Staff is looking into relocating the Clipper machine to a better spot on the platform as part of the Pilot; 6) No; 7) Comment noted. Prepared By: Tamiko Percell Memo No Page 5 of 5

69 Transit Mall Cross Section Attachment A: Light Rail Safety 7.a and Speed Improvements Pilot Project 1

70 LRT Safety Deficiency List (Summary): Downtown San Jose 7.a Category Vehicle Intrusion into Trackway Specific Problem Transit Mall Occurrences When entering and exiting driveways* 7 When making a right turn across tracks at an intersection 7 Drive in the trackway after making a right turn 4 Ped/Bicycle Intrusion into Trackway Mid-block Crossing Safety From sidewalks parallel to tracks* 8 From platform across tracks to sidewalk and vice versa* 4 From crosswalk parallel and within dynamic envelope* 6 Designated crossings need more lighting* 4 Paseo de San Antonio alignment on 2nd Street 1 Platform Safety Clipper machine location* Railing gaps on elevated platform 4 platforms 4 platforms Signalized Crosswalk Ped activated crosswalk signal, except at peak hour 8 3 ped signal activators at each crosswalk (each sidewalk plus median) 6 * A treatment to address the problem is included in the pilot project 2

71 7.a Lack of definition between trackway and sidewalk/median Bike intrusion into trackway Existing Conditions in Transit Mall Ped Intrusion into trackway from platform Crosswalk too close to dynamic envelope 3

72 Pedestrian intrusion in the trackway Vehicle intrusion into trackway to/from driveways 7.a Existing Conditions in Transit Mall Minimal tactile warning Vehicle intrusion into trackway from right turns 4

73 Pilot Project: 2 nd Street Between San Fernando and San Carlos 7.a 5

74 Eliminated Alternatives 7.a Curb with plants LED lights lining trackway or platform Cluster planters to create a wall in the median Create parklets/dining areas along sidewalk Tables and seating at edge of sidewalk by trackway 6

75 Eliminated Alternatives 7.a Add a raised curb and/or visible color at edge of dynamic envelope Texture and color in dynamic envelope, colored warning cobblestone in trackway Bollards and bot dots to guide vehicles 7

76 Eliminated Alternatives 7.a Temporary Fencing Public Art Fencing Ideas: Work with local artist to design fencing Engage the community to spend time downtown by displaying student or local art or holding a competition 8

77 Recommended Pilot Treatments 7.a Proposed Treatments: 1. Restripe Crosswalk Away from Dynamic Envelope 2. Railing on Sidewalk 3. Lower Signals to Driver Height, Additional Signal/Sign 4. Bistro-style Railing on Sidewalk 5. Highlight Paseo as Primary Crossing 6. Railing on Sidewalk 9

78 Issue 1: Pedestrian Intrusion into Trackway from Parallel Crosswalk Pilot project issues & Proposed Treatment: Re-paint crosswalk edge outside of dynamic envelope potential improvements 7.a Before After Restripe the crosswalk three feet back from the edge of track to discourage pedestrian intrusion into trackway from parallel crosswalks. The extra space will act as a buffer between pedestrians and moving light rail vehicles. 10

79 7.a Issue 2: Pedestrian Intrusion into Trackway from Sidewalk and Median Proposed Treatment: Add railing and planters between trees/lights on sidewalk Before After Install railing between lights and trees on the sidewalk-edge at the north end of the block to prevent pedestrian intrusion into trackway from the sidewalk and the median. An artistic design element could potentially be added to this section. 2 nd St 11

80 Issue 3: Vehicle Intrusion into Trackway to/from Garage 7.a Proposed Treatments: Add new signal or sign, fix signals in garage, pavement warning Replace Painted warning on driveway Before Flashing warning sign is small and old technology After Replace with brighter sign in current standard size Before Exit signal inside Pavilion Garage is too high and does not work After Warning light at driver sightline, flash yellow or red Before Driveway extends past warning signal. After Painted warning strip 12

81 Issue 4: Pedestrian Intrusion into Tracks from Platform to Sidewalk 7.a Proposed Treatment: Add bistro railing between trees/lights on sidewalk Before After table top will be narrow Install bistro railing (bar-height) between lights and trees on the sidewalk edge. The goal is to prevent pedestrian intrusion into the trackway from the sidewalk or the platform, while also providing more activated spaces near businesses. A modular design will support testing different table tops. 13

82 Issue 5: Direct Pedestrians to Safe Crossing 7.a Proposed Treatment: Add lighting at Paseo and exit signage on platform Lighted Bollards Add lighted bollards to define Paseo de San Antonio as the preferred mid-block crossing of the trackway and road. 14

83 7.a Issue 6: Pedestrian Intrusion into Trackway from Median and Sidewalk Proposed treatment: Add railing between trees and lights on sidewalk side Before After Install railing between lights and trees on the sidewalk-edge at the south end of the block to prevent pedestrian intrusion into trackway from the sidewalk and the median. 15

84 8 Date: May 8, 2018 Current Meeting: May 18, 2018 Board Meeting: June 7, 2018 BOARD MEMORANDUM TO: THROUGH: FROM: SUBJECT: Santa Clara Valley Transportation Authority Safety, Security, and Transit Planning and Operations General Manager, Nuria I. Fernandez Chief Engineering & Program Delivery Officer, Carolyn M. Gonot Annual Sustainability Report FOR INFORMATION ONLY BACKGROUND: On February 7, 2008, the Santa Clara Valley Transportation Authority (VTA) Board of Directors formally approved the VTA Sustainability Program. The Program s goal is "to strengthen VTA s commitment to the environment by reducing the consumption of natural resources, the creation of greenhouse gases, and the generation of pollution in the provision of public transportation services." Each year, the Sustainability Team prepares a Sustainability Report that documents VTA s environmental performance and major accomplishments for the reporting year in comparison to previous years. DISCUSSION: The 2017 Sustainability Report is included as Attachment A. Highlights from the report demonstrate that VTA: Reduced fuel use by 2% compared to the previous year (2016). Fuel use is anticipated to decline as VTA moves to electrify its bus fleet and procure fuel efficient non-revenue and paratransit vehicles. This is a positive trend as nearly 90% of VTA s greenhouse gas emissions are attributed to fuel use. Increased solar electricity production by 8% due to addition of solar panels on the BART Berryessa/North San Jose parking garage. Increased electricity and natural gas use by 11% due to expansion of paratransit service in-house and increased energy use associated with operations at North Division, Chaboya

85 8 Division, Milpitas BART Station, and VTA's new Bus Rapid Transit stations. To conserve energy, VTA is replacing older light fixtures with LEDs. In 2017, VTA received a rebate check for $11,720 from PG&E for these retrofits. Increased water use by 6% due to irrigation of landscaping at River Oaks, Great Mall Transit Center, light rail station platforms, Eastridge Transit Center, and BART stations. VTA will continue to monitor water consumption to identify improvements, connect to recycled water sources, and ensure projects comply with VTA s Sustainable Landscaping Policy. Reduced solid waste by 13% and achieved 23% diversion rate. VTA is currently implementing a Zero Waste Project to increase this diversion rate to 30% by the end of The Project expands composting to restrooms and break areas at the River Oaks campus. In 2017, VTA adopted an Environmental Preferable Procurement Policy to ensure that environmental criteria are considered when purchasing goods and services. The Sustainability Team will continue to work collaboratively with staff to develop other policies and procedures, such as a Green Building Policy, to conserve resources and support VTA s sustainability goals. Prepared By: Lani Lee Ho Memo No Page 2 of 2

86 2017 Sustainability Report 8.a

87 8.a Contents Message from the General Manager/CEO 2 Executive Summary 3 Introduction 4 About VTA 4 Sustainability at VTA 4 Purpose and Scope of Report 6 A Closer Look: Engaging Staff and Our Community 7 Environmental Performance Achievements 8 Zero Waste Program 8 LED Retrofits 8 Solar Parking Canopies 9 Irrigation Upgrades 9 Electric Vehicles 9 Paper Reduction and Reuse 9 Performance Assessment 10 Fuel 10 Electricity 11 Natural Gas 12 GHG Emissions 12 Water 13 Waste 13 A Closer Look: VTA s Silicon Valley BART Extension 14 1 Current and Planned Projects 15 Green Fleet and Electric Vehicles 15 GHG Emissions and Climate Change 15 Renewable Energy and Energy Conservation 16 Waste Reduction and Recycling 16 Water Conservation 16

88 8.a Message from the General Manager/CEO As a transportation agency, sustainability is integral to everything we do. By providing sustainable, accessible, community-focused, and innovative transportation solutions, we are improving the air quality and health of our region. By operating our services and designing our projects in an environmentally-friendly way, we are conserving resources and reducing our carbon footprint. This is VTA. VTA s Sustainability Program is celebrating its 10th anniversary this year. I am proud of the work our employees have accomplished over the past decade from installing solar panels at our bus yards, to greening our fleet, to replacing turf with drought-tolerant landscaping. One of our major accomplishments last year was replacing 198 light fixtures at the Guadalupe Light Rail Division with LEDs. This project will save us over $10,000 in electricity costs each year and pay for itself in less than 3 years. Every positive action makes a difference. I am particularly excited about VTA s future as we introduce various additions to public transit to proactively reduce the consumption of natural resources, minimizing the creation of greenhouse gases to help protect the environment for future generations. This spring, we added five all-electric Proterra buses to our fleet with plans to bring five more on line later this year. And VTA s BART Silicon Valley Extension will bring a 30-year dream to Santa Clara County, of extending the heavy rail service to complete the network of rail service around the San Francisco Bay Area, providing an alternative to driving for tens of thousands. This Sustainability Report presents VTA s environmental progress and performance in I encourage you to read about all our accomplishments and I hope this report inspires you to make change toward protecting our environment. 2 Nuria I. Fernandez General Manager/CEO

89 Executive Summary -2% 8.a Reduction in fuel use This annual Sustainability Report provides an update on VTA's environmental performance and achievements. The highlights from 2017 are: -4% +11.5% +11% Reduction in traction power energy use Increase in electricity use for facilities Increase in natural gas use -2% +6% -13% -23% CO 2e Decrease in greenhouse gas emissions Increase in water use Reduction in waste Of waste diverted from landfills Light fixtures replaced with LEDs Kilowatts of solar added 3 54 Electric vehicle charging stations installed

90 8.a Introduction About VTA The Santa Clara Valley Transportation Authority (VTA) is an independent special district responsible for bus and light rail operation, regional commuter and inter-city rail service, Americans with Disabilities Act (ADA) paratransit service, congestion management, specific highway improvement projects, and countywide transportation planning. As such, VTA is both an accessible transit provider and a multi-modal transportation planning and implementation organization involved with transit, roadways, bikeways, and pedestrian facilities. VTA provides transit services to the 326 square mile urbanized portion of Santa Clara County that is composed of 15 cities and towns and unincorporated areas with a total population of more than 1.9 million residents. Sustainability at VTA Sustainability refers to meeting the needs of the present without comprising the ability of future generations to meet their own needs. As a founding signatory to the American Public Transportation Association s (APTA) Sustainability Commitment, VTA is committed to economic, social, and environmental sustainability. In 2008, the Sustainability Program was approved by VTA s Board of Directors with the following goal and operating strategies: 4 Goal: to strengthen VTA s commitment to the environment by reducing the consumption of natural resources, the creation

91 of greenhouse gases, and the generation of pollution in the provision of public transportation services. Strategies: educational programs and outreach, transitoriented development, increasing sustainability at existing facilities, incorporating green building practices in new facilities, developing environmental preferable procurement strategies, and establishing a means of measuring the progress of the Sustainability Program. Based on a review of environmental performance and improvements over time, VTA achieved gold-level recognition from APTA in Only three other transit agencies in California have received this level of recognition or higher. VTA is one of only 16 organizations in North America to have reached this level of recognition. In 2016, VTA adopted a new Strategic Plan that outlines the Mission, Vision, Core Values, Action Values, and Strategic Goals of the agency. Sustainability was included as a Core Value to guide the agency s decision-making and apply to everything VTA does. VTA's six Core Values are: 8.a VTA s Sustainability Program is managed by a diverse team designed to represent VTA s broad array of responsibilities and functions. This annual report and the achievements of the Sustainability Program could not have been done without the tremendous support of VTA s Sustainability Team: 5 Lorraina Alvarez, Customer Service Chris Augenstein, Planning and Programming Kevin Balak, Real Estate and Joint Development Marshall Ballard, Transportation Planning Hassan Basma, Engineering and Program Delivery Patty Boonlue, Transportation Planning Ann Calnan, Environmental Programs Marc DeLong, Engineering and Program Delivery Casey Emoto, Engineering and Program Delivery Inez Evans, Operations Ron Golem, Real Estate and Joint Development Mel Gonzales, Facilities Maintenance Lani Lee Ho, Environmental Programs Karly Hutchinson, Environmental Health and Safety Christina Jaworski, Environmental Programs Jon Maier, Technology Belle Pannu, Human Resources Kathleen Podrasky, Community Engagement Heidi Samuels, Operations Mehakmeet Saini, Office of Civil Rights Rajwinder Sehdev, Engineering and Program Delivery Jesse Soto, Facilities Maintenance Robert Victor, Technology Kendall Whitson, Facilities Maintenance

92 8.a Purpose and Scope of Report The purpose of this report is to measure VTA s environmental performance in providing bus, light rail, and paratransit services. Therefore, the scope of this report extends to transit centers, stations, traction power facilities, and operating divisions. VTA has five main operating divisions. These divisions are grouped as follows: Cerone, Chaboya, and North Divisions are dedicated to the maintenance, cleaning, and fueling of VTA s bus fleet. Guadalupe Division is responsible for all light rail operations and maintenance functions, including major vehicle overhaul, historic trolley maintenance, and light rail operator and maintenance training. River Oaks Administration Office includes the Offices of the General Manager, Board Secretary, General Counsel, Government Affairs, Chief of Staff, Planning and Programming, Engineering and Program Delivery, Finance and Budget, Operations, and Business Services. VTA participates as a funding partner in regional rail service including Caltrain, Capital Corridor, and the Altamont Corridor Express. However, these services are not included in the scope of this report. 6

93 8.a A Closer Look: Engaging Staff and Our Community Traffic a pain? Try the train. VTA encourages people to give public transportation a try. Public transportation helps the environment by reducing the number of cars on the road and also saves people money on gas and car maintenance. Through the Adopt-A-Stop program, individuals, organizations, and businesses can volunteer to pick up litter and keep VTA s 4,500 bus stops clean. 7 Each May VTA participates in Bike to Work Day to promote biking as a green, safe, and healthy commute option. VTA is a strong proponent of bicycle commuting. All VTA buses and trains are equipped with bike racks and secure bike parking is available at most Park-and-Ride lots and transit centers. VTA works proactively with local jurisdictions and the public to receive input on its long-range transportation planning efforts. These efforts are part of the regional transportation planning process to reduce greenhouse gas (GHG) emissions in accordance with Senate Bill 375. Employees and the public are reminded to keep storm drains clear of trash and pollutants. To learn more about preventing pollution from stormwater runoff, visit the Stormwater Management Program website at stormwater.

94 8.a Environmental Performance 2017 Achievements Each annual report highlights the achievements made in the reporting year. This year s achievements are described below followed by a discussion of VTA s environmental performance in 2017 compared to the previous year. Zero Waste Program In an effort to reduce waste, increase efficiency, and improve housekeeping, VTA launched a Zero Waste Program at River Oaks. The Program consists of ending desk-to-desk janitorial pick-up and implementing centralized waste stations for employees to empty their own desk side bins. The centralized waste stations include bins for recycle, compost, and landfill. Additionally, existing bins in restrooms were converted to allow paper towels to be composted instead of sent to the landfill. After a successful pilot phase with select departments in 2017, the Program is being expanded throughout the River Oaks campus. 8 LED Retrofits In October 2017, PG&E issued a rebate check for $11,720 for the replacement of 198 high-intensity discharge (HID) fixtures with energy-efficient LED s at the Guadalupe Light Rail Division. These lights are used to illuminate the rail yard at night when most of the maintenance activities take place. PG&E estimated VTA would save 62,374 kwh of electricity and $10,261 per year in electricity costs by replacing the HID fixtures. The net cost of this project was $46,289 with a payback of 2.5 years when annual maintenance savings of approximately $3,250 per year are included. LED s last twice as long as HID fixtures, and therefore, do not have to be replaced as often.

95 Solar Parking Canopies Solar canopies were installed at the Berryessa/North San Jose BART Station to provide 152 kilowatts of renewable energy to the parking garage. Solar canopies will also be installed at the Milpitas BART Station in Solar is just one of the many sustainability features that were included in the design of the stations as part of the VTA s BART Silicon Valley Project. For a closer look, check out page 14. Irrigation Upgrades Irrigation controllers were upgraded at 22 park-and-ride lots. These weather-based controllers, originally installed in 2009, utilize a cloudbased platform that adjusts watering schedules based on weather forecast, plant types, and soil data. The updated controllers allow VTA staff to remotely manage irrigation schedules via a mobile device and receive alerts when abnormal flows occur. Electric Vehicles Six charging stations were installed at River Oaks in early 2017 for plug-in hybrid and full electric non-revenue vehicles. In addition, 24 charging stations were installed in each of the parking garages of Berryessa/North San Jose and Milpitas BART Stations. Paper Reduction and Reuse VTA is committed to reducing paper and reusing materials when possible. Here are a few actions we have taken in 2017 to reduce waste: Added collection bins for scratch paper. VTA s in-house copy center turns the scratch paper into note pads for employees to use. Converted request forms for benefits, such as the Family and Medical Leave Act (FMLA), from hard copy to electronic. Launched the Contract Center, a central, electronic repository for inter-agency agreements and construction, procurement, and professional services contracts. Introduced durable, weather resistant media for large-format printing. Unlike previous products, the new media can be recycled at the end-of-life. Began using digital signature capture in the VTA mail room and warehouse. This allows employees to sign for deliveries electronically. 8.a 9 Improved the River Oaks Reuse Center for employees to share unwanted or surplus office supplies.

96 Performance Assessment 8.a Fuel In 2017, VTA consumed 4.7 million gallons of fuel for the revenue, non-revenue, and paratransit fleets. This is 2% less than the previous year (2016) and 5% higher than the baseline year (2011). The baseline year was selected based on data available at the time of this report. Figure 1 shows the fuel usage by fleet type. The differences in fuel use from year-to-year are described below Figure 1: Fuel Use Usage (Gallons) Revenue Non-Revenue Paratransit Revenue Fleet In 2017, the revenue fleet consumed approximately 4.2 million gallons of fuel, a decrease of 2% from the previous year, but an increase of 6% from the baseline year. The increase from the baseline year can be attributed to service changes including additional routes and frequency of service. Non-Revenue Fleet In 2017, the non-revenue fleet consumed 194,811 gallons of gasoline. Fuel use by the non-revenue fleet was approximately 2% lower than the previous year and 16% higher than the baseline year. The difference in fuel use is attributed to a variance of construction and project activities that fluctuate each year. 10 Paratransit In 2017, the paratransit fleet consumed 345,859 gallons of gasoline. Fuel use by the paratransit fleet was 1% lower than the previous year and 13% lower than the baseline year. The decline in fuel usage is due to the procurement of more fuel efficient vehicles, such as hybrids, over the years.

97 Electricity In 2017, total VTA electricity use, including traction power for light rail, was 33.9 million kilowatt hours (kwh), enough to power 3,151 homes for one year. This is approximately 0.1% lower than the previous year. Figure 2 shows the total electricity use by type. 8.a Usage (kwh) Figure 2: Electricity Usage Facilities Traction Power Solar Solar Energy Figure 3 shows the annual solar energy generation in kwh for 2012 (the first year of production), 2016, and The solar electricity production for 2017 was 3,486,097 kwh, an increase of 8%, as compared to 3,200,926 kwh for This increase was due to the connection of VTA s solar photovoltaic system at the new BART Berryessa/North San Jose Station parking garage in 2017 and sunnier weather throughout the year Figure 3: Solar Electricity Production Production (kwh) Light Rail Traction Power The light rail traction power had usage of 23.9 million kwh in 2017 and 24.9 million kwh in the previous year. This is a decrease in usage of 4%, but an increase in cost by $144,718. The decrease in traction

98 8.a power usage is attributed to fewer special light rail service events at Levi s Stadium and a return to a normal operating year in the absence of a Superbowl game, which took place at the Levi s Stadium in Facility Energy Use In 2017, electricity use was 9.9 million kwh compared to 8.9 million kwh in This is an increase of 11.5% in usage and a cost increase of $116,645. The increase in usage over last year is due to housing staff for the operation of paratransit service 7 days per week at River Oaks from late 2016 to September 2017 and increased energy use associated with operations at North Division, Chaboya Division, Milpitas BART Station, and VTA's new Bus Rapid Transit stations. Natural Gas Figure 4 shows the natural gas usage and the associated cost in 2008, 2016, and Natural gas use increased by 11% compared to the previous year and decreased by 16% compared to the baseline year. The higher use in 2017 resulted in a cost increase of $35,320. This increase was primarily at the River Oaks Administrative Offices for heating due to cooler weather and additional operating hours for paratransit service. Usage (Therms) Figure 4: Natural Gas Use Greenhouse Gas Emissions In 2017, GHG emissions were 54,488 metric tons of CO2e. This is an increase of 3% or 1,474 metric tons of CO2e from 2011 and 2% decrease or 1,372 metric tons of CO2e from Figure 5 illustrates the percentage of GHG emissions by source for Figure 5: GHG Emissions by Source

99 8.a Water Potable and recycled water usage is shown in Figure 6. Potable water usage was approximately 27 million gallons in 2017, representing a 6% increase from the previous year and a 47% decrease from the baseline year. The increase in usage resulted in a cost increase of $59,628 between 2016 and Construction of the new Eastridge Paratransit Center and installation of new irrigation and landscaping at the BART stations are the primary causes for the increase in potable water use. Recycled water usage in 2017 was 10,228,238 gallons, representing an increase of over 1000% from the baseline year, in which no recycled water was used, and a 54% increase from the previous year. The increase in recycled water use resulted in a cost increase of $21,618 between 2016 and The reason for the increase is most likely due to broken lines that were discovered and repaired at North Division and Great Mall Transit Center Figure 6: Water Use Usage (Gallons) Potable Recycled Waste In 2017, approximately 397 tons of material was recycled or composted and 1,314 tons of waste was sent to the landfill. As shown in Figure 7, VTA has reduced waste by approximately 13% compared to the previous year and 38% compared to the baseline year. In 2008, the overall waste diversion rate (representing the amount of waste diverted from the landfill) was 12%. In 2017, the waste diversion rate was 23% which is 5% lower than the previous year Figure 7: Waste Reduction 2500 Usage (Tons) Recycling/Compost Landfill

100 8.a A Closer Look: VTA's Silicon Valley BART Extension Multi-modal amenities include pedestrian walkways, bike paths, bicycle storage rooms, bus transfer centers, private shuttle areas, and a direct connection to the existing Montague Light Rail Station in Milpitas. By providing greater access to alternative modes of transportation and supporting transit-oriented development, VTA plays a key role in reducing regional GHG emissions. Energy-efficient intermittent escalators run with infrared motion sensors on each end. When a rider approaches the escalator it speeds up to a normal speed, but when no one is riding the escalator, it slows down to save energy. Approximately 3,008 tons of recycled Tire Derived Aggregate (TDA) was installed beneath the tracks in four locations along the BART Silicon Valley corridor to help reduce vibration from passing BART trains. That is equivalent to 300,800 California tires diverted from the waste stream by the project. Parking structures include solar photovoltaic panels and twenty-four, 220-volt electric vehicle charging stations. 14 Stations are designed with skylights and other light-permeable surfaces to increase natural light levels and take advantage of daylight, thus reducing electrical power demands. Bioswales, designed to filter and clean rain as it leaves the project site, and drought-tolerant landscaping, featuring many California native plants, are located throughout station areas. Irrigation is provided by recycled water at both stations.

101 8.a Current and Planned Projects Green Fleet and Electric Vehicles VTA s light rail is powered by electricity and, starting this year, buses will move in that direction too. Electricity is a greener choice over diesel because it is produced mainly from domestic sources. Electric vehicles also produce fewer tailpipe emissions that contribute to climate change and smog. Six charging stations and associated infrastructure were installed at the Cerone Bus Division in early These chargers provide power for VTA s new fleet of zero emission battery-electric buses. Five electric buses are expected to enter revenue service in the spring 2018, with another five to arrive later in the year. To reduce the impact on the state s electricity grid due to the rise in electric vehicle use, VTA is partnering with Prospect Silicon Valley to launch a pilot project to manage the degree of electricity needed to charge buses using vehicle-to-grid technology. The project is funded by the California Energy Commission and will serve as a case study for other transit agencies. Greenhouse Gas Emissions and Climate Change VTA is committed to measuring and managing its GHG emissions by preparing an annual GHG inventory report. Approximately 88% of VTA s emissions are attributed to fuel use. The remainder of emissions comes from the use of electricity, natural gas, and propane for VTA s light rail and facilities. Moving towards an electric fleet, and away from fossil fuels, will help VTA reduce emissions. 15 To better understand climate vulnerability and risk, VTA has partnered with Adapting to Rising Tides (ART), a program of the San Francisco Bay Conservation and Development Commission. Together, VTA

102 and ART are studying transportation vulnerabilities and developing adaptation responses that can be integrated into local and regional planning and decision making. 8.a Renewable Energy and Energy Conservation As VTA grows as an agency, electricity use is expected to increase. Increases in electricity as a result of paratransit service was already noted above. Additional increases are anticipated with the opening of BART Silicon Valley. Staff will continue to closely monitor and manage VTA s utilities and identify areas for improvement. To conserve energy, VTA will continue to replace lighting with LEDs and install solar photovoltaic panels where financially feasible. Currently, VTA is in the process of procuring bus shelters equipped with solar power for lighting and advertising. These shelters will be installed at high ridership stations in 2018 and Additionally, VTA will consider upgrading the source of its electricity to 100% renewable under the City of San Jose s Community Choice Energy program. VTA has already done this for utility accounts located in communities governed by Silicon Valley Clean Energy. San Jose s Clean Energy program is expected to launch later this year. Waste Reduction and Recycling VTA will continue to operate its reuse center for employees to reuse office supplies, look for new ways to reduce waste and reuse products, and expand its Zero Waste Program. In addition, VTA will work towards adopting policies to support waste reduction. In 2018, VTA adopted an Environmental Preferable Procurement Policy to ensure that environmental criteria are considered when purchasing goods and services. VTA is currently drafting a policy to incorporate green building principles into the planning, design, construction, renovation, and operation of all new and existing facilities. 16 Water Conservation The 2012 through 2016 drought included the driest statewide precipitation and snowpack on record. Although the drought emergency was declared over in 2017, conservation remains a way of life in California. At VTA, water conservation means decreasing the amount of potable water used for operations and maintenance such as bus and train washing, irrigation, and cleaning facilities. VTA is constantly monitoring water consumption to identify abnormal use, report leaks, and identify improvements. One major improvement is the replacement of VTA s train wash system. This replacement is being planned for the near future.

103 8.a 3331 North First Street San Jose, CA Administration Customer Service SCVTA scvta