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CAPITAL PROGRAM COMMITTEE
Friday, November 30, 2018
12:00 PM
VTA Conference Room B-106
3331 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 June 28, 2018.
REGULAR AGENDA
5. INFORMATION ITEM - Receive a presentation on the current capital budget development process. (Verbal Report)
6. INFORMATION ITEM - Receive information on VTA Planning activities.
7. DISCUSSION ITEM - Receive a presentation and provide input on continued development of VTA's Enhanced Capital Program process.
Santa Clara Valley Transportation Authority Capital Program Committee November 30, 2018
Page 2
OTHER ITEMS
8. Items of Concern and Referral to Administration.
Business Interruption Fund Study for BART Phase II
9. Review Committee Work Plan. (Flynn)
10. Committee Staff Report. (Flynn)
11. Chairperson's Report. (Carr)
12. Determine Consent Agenda for future Board of Directors Meeting.
13. ANNOUNCEMENTS
14. ADJOURN
In accordance with the Americans with Disabilities Act (ADA) and Title VI of the Civil Rights Act of 1964, VTA will make reasonable arrangements to ensure meaningful access to its meetings for persons who have disabilities and for persons with limited English proficiency who need translation and interpretation services. Individuals requiring ADA accommodations should notify the Board Secretary’s Office at least 48-hours prior to the meeting. Individuals requiring language assistance should notify the Board Secretary’s Office at least 72-hours prior to the meeting. The Board Secretary may be contacted at (408) 321-5680 or [email protected] or (408) 321-2330 (TTY only). VTA’s home page is www.vta.org or visit us on www.facebook.com/scvta. (408) 321-2300: 中文 / Español / 日本語 / 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 any contribution in an amount of more than $250 made within the preceding 12 months by the party, or his or her agent, to any Board Member. No party, or his or her agent, shall make a contribution of more than $250 to any Board Member during the proceeding and for three months following the date a final decision is rendered by the agency in the proceeding. The foregoing statements are limited in their entirety by the provisions of Section 84308 and parties are urged to consult with their own legal counsel regarding the requirements of the law.
All reports for items on the open meeting agenda are available for review in the Board Secretary’s Office, 3331 North First Street, San Jose, California, (408) 321-5680, the Monday, Tuesday, and Wednesday prior to the meeting. This information is available on VTA’s website at http://www.vta.org and also at the meeting.
NOTE: THE BOARD OF DIRECTORS MAY ACCEPT, REJECT OR MODIFY ANY ACTION RECOMMENDED ON THIS AGENDA.
Capital Program Committee
Thursday, June 28, 2018
MINUTES
CALL TO ORDER
The Regular Meeting of the Capital Program Committee (CPC) was called to order at
12:03 p.m. by Chairperson Carr in Conference Room B-106, 3331 North First Street, San
Jose, California.
1. ROLL CALL
Attendee Name Title Status
Larry Carr Chairperson Present
Cindy Chavez Member Present
David Cortese Alternate Member N/A
Dev Davis Alternate Member N/A
Daniel Harney Alternate Member N/A
Glenn Hendricks Alternate Member N/A
Chappie Jones Member Present
Bob Nuñez Member Present
Raul Peralez Member Present
Rob Rennie Alternate Member N/A
Savita Vaidhyanathan Member Present
A quorum was present.
2. Welcome remarks from the General Manager/CEO, Nuria I. Fernandez
Nuria I. Fernandez, General Manager and CEO, provided welcome remarks and an
overview of need, benefits, and opportunities of a Board-level committee to provide input
on VTA’s capital program. Ms. Fernandez noted the Committee’s vital role on matters
concerning State of Good Repair, transit asset management, and infrastructure
maintenance.
Chairperson Carr provided welcome remarks.
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Capital Program Committee Minutes Page 2 of 5 June 28, 2018
3. PUBLIC PRESENTATIONS
Member Peralez arrived at the meeting and took his seat at 12:12 p.m.
Roland Lebrun, Interested Citizen, made the following comments: 1) referenced the
long-term recreational vehicle (RV) parking for VTA employees and suggested to
continue to offer parking for a fee; and 2) suggested VTA consider a microtransit pilot
program at the Kaiser Permanente in South San Jose, similar to the partnership between
the University of California San Francisco (UCSF) and Chariot, through a Metropolitan
Transportation Commission (MTC) grant program.
4. ORDERS OF THE DAY
Chairperson Carr noted a request from staff to hear Agenda Item #8. Overview of Short-
Range Transit Plan (SRTP) Process following Agenda Item #9. Overview of Transit
Asset Management, State of Good Repair, and Enterprise Asset Management System
Processes.
M/S/C (Chavez/Nuñez) to accept the Orders of the Day.
RESULT: ACCEPTED [UNANIMOUS] – Orders of the Day MOVER: Cindy Chavez, Member
SECONDER: Bob Nuñez, Member
AYES: Carr, Chavez, Jones, Nuñez, Peralez, Vaidhyanathan
NOES: None
ABSENT: None
5. Committee Vice Chairperson for 2018
Stephen Flynn, Senior Policy Analyst and Staff Liaison, provided a brief overview of the
election process.
M/S/C (Chavez/Jones) to close nominations and elect Member Nuñez as the
Committee’s Vice Chairperson for calendar year 2018.
RESULT: APPROVED [UNANIMOUS] – Agenda Item #5 MOVER: Cindy Chavez, Member
SECONDER: Chappie Jones, Member
AYES: Carr, Chavez, Jones, Nuñez, Peralez, Vaidhyanathan
NOES: None
ABSENT: None
CONSENT AGENDA
There were no items under the Consent Agenda.
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Capital Program Committee Minutes Page 3 of 5 June 28, 2018
REGULAR AGENDA
6. Overview of Proposed Enhanced VTA Capital Program Planning Process
Ms. Fernandez introduced Joe Speaks, Senior Consultant, Jacobs (CH2M), and provided
a brief overview of the Committee’s purpose.
Chris Augenstein, Director of Planning and Programming, provided an overview of key
objectives of the enhanced capital program process and current key VTA planning
activities.
Mr. Speaks noted VTA's diverse responsibilities and provided an overview of the
comprehensive capital planning activities, as guided by the Strategic Plan. He outlined
the recommended capital program process enhancements, including the development of a
comprehensive, unconstrained 10-year Capital Needs List and a fiscally constrained
5-year Capital Plan (CAP5).
Mr. Augenstein noted recommended Committee responsibilities, including a brief
overview of the comprehensive capital program planning process leading up to the
biennial budget.
Members of the Committee made the following comments: 1) requested staff provide
additional information on cost implications of a capital program that includes operations
and maintenance, and to bring forward a formal definition of terms for Board adoption;
2) requested additional information on funding authority and source of funds as it
pertains to VTA’s capital planning activities; 3) asked about planning process to assess
opportunities in innovation or emerging technologies; and 4) operating and maintenance
needs should be factored into the capital needs.
Staff noted existing federal, state, and regional approaches are not aligned with the pace
of change in emerging technologies. Staff clarified VTA’s vision statement refers to
technological innovation as well as business model innovation.
Public Comment
Glenn Hendricks, Interested Citizen and City of Sunnyvale Mayor, highlighted the
importance of fully understanding the fiscal impact of capital projects including
operational and maintenance costs. He suggested a policy that future proposed capital
projects include an analysis on operational cost implications.
Mr. Lebrun noted the challenge of VTA’s diverse responsibilities and suggested VTA
consider separating its congestion management duties and bus and light rail operations,
similar to the County of San Francisco’s structure.
On order of Chairperson Carr, and there being no objection, the Committee received a
presentation and provided input on the proposed enhancement of VTA's Capital Program
planning process.
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Capital Program Committee Minutes Page 4 of 5 June 28, 2018
7. Overview of VTA Strategic Plan
Scott Haywood, Transportation Planning Manager, provided an overview of the VTA
Strategic Plan, highlighting mission and vision statements, values, business lines, and the
relationship of the Strategic Plan with the Committee's purpose.
On order of Chairperson Carr, and there being no objection, the Committee received a
presentation on the VTA Strategic Plan and its relationship to the Capital Program
Planning process.
The Agenda was taken out of order.
9. Overview of Transit Asset Management, State of Good Repair, and Enterprise Asset
Management System Processes
Bruce Abanathie, Principal Transportation Planner, provided a brief overview of Transit
Asset Management (TAM) and State of Good Repair (SGR), highlighting: 1) overview of
VTA asset inventory; 2) condition assessments; 3) Transit Economic Requirements
Model (TERM) Lite projections; and 4) overview of Enterprise Asset Management
(EAM) software.
On order of Chairperson Carr, and there being no objection, the Committee received a
presentation on VTA's Transit Asset Management, State of Good Repair, and Enterprise
Asset Management System Processes.
8. Overview of Short-Range Transit Plan (SRTP) Process
Adam Burger, Senior Transportation Planner, provided an overview of the staff report,
highlighting: 1) SRTP purposes and the Metropolitan Transportation Commission’s
(MTC) interest in the SRTP; 2) projected transit service levels and declining bus speeds;
3) slowing routes require more buses; 4) summary of core capital program budget;
5) VTA bus purchase history and bus fleet usage; and 6) long-term expense projections.
On order of Chairperson Carr, and there being no objection, the Committee received a
presentation on VTA's Short-Range Transit Plan planning process.
OTHER ITEMS
10. Items of Concern or Referral to Administration
There were no items of concern or referral to Administration.
11. Committee Work Plan
On order of Chairperson Carr, and there being no objection, the Committee reviewed
the CPC Work Plan.
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Capital Program Committee Minutes Page 5 of 5 June 28, 2018
12. Committee Staff Report
Discuss future meeting dates
Mr. Flynn noted staff recommendation to hold quarterly meetings and proposed
the next CPC meeting be held on October 25, 2018. The Board Secretary’s Office
will conduct polling to assess Committee Members’ availability.
13. Chairperson's Report
Chairperson Carr requested staff spell out or provide definitions of acronyms.
14. Determine Consent Agenda for the August 2, 2018, Board of Directors Meeting
CONSENT:
None.
REGULAR:
None.
15. ANNOUNCEMENTS
There were no Announcements.
16. ADJOURNMENT
On order of Chairperson Carr, and there being no objection, the meeting was
adjourned at 1:37 p.m.
Respectfully submitted,
Michelle Oblena, Board Assistant
VTA Office of the Board Secretary
4
Current Capital Budget Development Process
Capital Program Committee
November 30, 2018
Agenda Item #5
FY20 & FY21 Capital Budget Development Schedule
2
Call For Projects
Budget & Grants Department Review
Project Scoring
Initial Ranking and Funding
Executive Review of Projects
GM Review of Projects
Proposed Capital Budget Finalized
CPC Review of Proposed Budget
CPC 2nd Review (if necessary)
Board Budget Workshop
Community/Advisory Comm Review
Budget Adoption
Project Evaluation Criteria
3
• Enhances Safety & Security
• Environmental Sustainability
• Improves Cost Efficiency/Effectiveness
• Improves Transit System
• Increases Ridership
• Preserves/Maintains Transit System
Additional Prioritization Parameters
4
• Mandated—legal or contractual obligations
• Grant or other “outside” funding source(s)
• Return on investment of less than 2 years
• Augmentations to existing projects
• “Recurring” maintenance programs—HVAC,
pavement, roofing, etc.
Current Prioritization Limitations
5
• Evaluation criteria and weighting may not
accurately reflect current agency priorities
• Focus limited to VTA Transit projects
• Qualities/characteristics of Technology and
Innovation projects not well represented
QUESTIONS???
Date: November 26, 2018
Current Meeting: November 30, 2018
Board Meeting: N/A
BOARD MEMORANDUM
TO: Santa Clara Valley Transportation AuthorityCapital Program Committee
THROUGH: General Manager, Nuria I. Fernandez
FROM: Director - Planning & Programming, Chris Augenstein
SUBJECT: VTA Planning Activities
FOR INFORMATION ONLY
BACKGROUND:
The Capital Program Committee received information on key VTA planning activities as part of the Strategic, Comprehensive Program Process presentation at their June 28, 2018 meeting. As a result, the Committee requested more information on the resources that VTA dedicates to transportation planning. This memorandum is intended to respond to that request.
VTA’s planning activities fall into three main categories:
1. Countywide plans to fulfill VTA’s mission as the Congestion Management Agency (CMA) and Transportation Authority for Santa Clara County, manage mobility and provide transit service.
2. Targeted studies to address regional or sub-regional mobility issues3. Other studies requested by member agencies.
VTA receives ongoing planning funding through the Metropolitan Transportation Commission (MTC) and the State Transportation Improvement Program (STIP). MTC periodically provides grants for short-range transit plans and other regional priorities. Plans related to specific ballot-measure programs may be funded through those programs. VTA also seeks outside grants for specific planning efforts and to fund targeted studies for member agencies.
DISCUSSION:VTA’s transportation planning efforts are concentrated in two divisions: Planning and Programming and Engineering and Transportation Program Delivery. The specific sub-units are outlined below. Planning activities are carried out with a combination of VTA staff and consultant services.
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• Planning and Programming Division:o Transit Planningo Transportation Planning (non-transit)
• Engineering and Transportation Program Delivery Divisiono Mobility and Project Development Department
Below is a summary of the larger planning efforts that have been recently completed, are currently in process or are anticipated to begin in the very near future. This is not intended to be a comprehensive list of planning activities or studies. In addition, the planning activities outlined in this memo are those related to capital projects. VTA transit planning staff also plans and schedules all of VTA’s bus and rail services.
Transit Planning: Plans and Studies
Short Range Transit Plan (SRTP): The SRTP is VTA’s most comprehensive transit planning document. The SRTP documents VTA bus, light rail and paratransit services and provides a ten-year projection of operating and supporting capital strategies. In addition, the SRTP identifies many challenges to sustainability that VTA faces and frames these challenges within the overall goals of VTA.Updated every two to four years, staff is currently updating the SRTP, which will cover 2018 -2027. The planning efforts are primarily completed by VTA staff, with consultant support for graphics and publication. The current SRTP covers 2014 - 2023.
Next Network: The Next Network was a study of VTA’s bus network which resulted in a major redesign of the bus network that expanded VTA’s frequent network of transit service to more people. Once implemented, the redesigned network will provide “show up and go” frequent service to 150,000 more residents and 160,000 more jobs while maintaining a strong network of neighborhood services that are a lifeline for many residents.
Completed and adopted by the VTA Board of Directors in 2017, the plan was delivered by VTA staff, supported by $340,000 in consulting contracts, including a contract with Jarrett Walker for specialized planning services.
SR 85 Transit Guideway Study: The State Route (SR) 85 Transit Guideway Study is the first step towards potential transit improvements on SR 85, the 23.7-mile corridor that connects the cities of Mountain View and San Jose, from the SR 85/US 101 interchange in Mountain View to the SR 85/US 101 interchange in South San Jose. In 2018, staff completed work on a travel market and engineering constraints analysis to understand which types of transit services may be good fits for the corridor. The next steps are to identify and analyze multiple project alternatives for cost and feasibility. This study will continue in early 2019, with a loan from MTC. The current $1.6 million cost estimate is primarily for consultant costs.
Fast Transit Program: The Fast Transit Program is a comprehensive examination of the causes of VTA’s significantly declining transit speeds. This decline in transit speed increases travel times, affecting on-time reliability, which makes transit less appealing to riders. In addition, the
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slowing routes become increasingly more expensive to operate as additional buses or trains are need to maintain the same frequency of service. The goals of the Fast Transit Program are to provide VTA with cost-effective projects or solutions to address the declining speeds and policy decisions to prioritize speed improvements throughout the agency.
VTA staff is currently conducting the Fast Transit Program. Future consultant needs to complete the study are anticipated.
Strategic Plan for Advancing High Capacity Transit Corridors: This study will help guide future VTA investment decisions for the next phase of high capacity transit corridors. Evaluation criteria of a recently-released Request for Proposals for the study includes transit supportiveness in the corridor, capital and operating costs, and local support for high capacity transit. The study will also help VTA explore and evaluate the potential integration of autonomous vehicle technology into the next wave of high capacity transit corridor development. The corridors recommended for advancement will inform VTA’s long range transportation plan. Study kick-off is scheduled for early 2019. Consultant services are approximately $760,000.
Diridon Station Concept Plan: With the addition of BART and High Speed Rail, the San Jose Diridon Station is on target to become the largest inter-modal facility in Northern California. Recent development interest has prompted new urgency to analyze transportation facility needs, resolve short and long-term operational issues, and design world-class intermodal transportation facility that is seamlessly integrated within the urban fabric of downtown San Jose. To ensure its success VTA, Caltrain, and California High Speed Rail, as well as the City of San Jose, in whose jurisdiction the station resides, are partnering together to develop a San Jose Diridon Station Concept Plan. The partners have entered in to a Cooperative Agreement to plan and fund the Diridon Station Concept Plan. The partners have also hired the architectural and engineering team of Arcadis Benthem Crouwel to develop the concept plan. The current phase is approximately $3.5 million.
Transportation Planning (non-transit)
Envision Silicon Valley: The VTA launched Envision Silicon Valley, a dynamic visioning process to discuss current and future transportation needs of Santa Clara County, to identify solutions and to craft funding priorities. Through this extensive community-based process, VTA successfully placed a transportation sales tax measure (Measure B) on the November 2016 ballot. Measure B was approved by 72% of Santa Clara County voters to enhance transit, highways, expressways and active transportation in the County. Over the next 30 years, Measure B is anticipated to generate $6.3 billion in 2017 dollars. The Envision Silicon Valley planning effort was completed almost entirely by VTA staff, with minimal consultant support for community outreach.
VTA Strategic Plan (2017-2022): The Plan establishes VTA’s Mission, Vision, and Values, and guides the development and implementation of VTA’s Business Lines, which outline the strategies necessary to reach our goals. This Plan will also serve to guide our budgeting process and allocation of resources. The Plan was primarily completed in-house by VTA staff, with
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$52,000 in consultant support.
Valley Transportation Plan 2040 (Countywide Transportation Plan): The Valley Transportation Plan (VTP) is the countywide long-range transportation plan for Santa Clara County. As the Congestion Management Agency (CMA) for the county, the Santa Clara Valley Transportation Authority (VTA) periodically updates this 25-year plan. VTP provides a planning and policy framework for developing and delivering future transportation projects as well as location-specific improvements for all modes of travel. All work on the current VTP was completed in-house by VTA staff.
Congestion Management Plan (2017-2024): VTA serves as the Congestion Management Agency (CMA) for Santa Clara County. California State statute requires CMAs to develop, adopt and update a Congestion Management Program (CMP) every two years. This Program is summarized in a ‘Congestion Management Program document’ which is published every two years and completed in-house by VTA staff.
Community Design and Transportation Manual Update: VTA is updating the Community Design and Transportation Manual (2003) to incorporate new pedestrian and bicycle design best practices and to address innovations in transportation demand management and parking strategies, automated vehicles, on-demand shared ride, micro-mobility, and other changes in land use and transportation. VTA is in the process of procuring consultants for this update, and costs are anticipated to be approximately $200,000.
Countywide Bicycle Plan: VTA's comprehensive Bicycle Program is committed to improving the bicycle infrastructure throughout Santa Clara County and to enable and encourage people to bike to work, school, errands and for recreation. The recently updated Countywide Bicycle Plan establishes a network of Cross County Bikeway Corridors that will provide continuous, complete bike connections across the county. The plan also identifies locations where new and improved bicycle connections are needed across freeways, rail lines, and creeks. Lastly, the plan identifies ways to make it easier for people to use their bicycle with transit, including bicycle access to major transit stops, bicycle parking at stops, and bicycle accommodations on board. Under $500,000 was expended for consultant services for the most recently updated plan.
Pedestrian Access to Transit Plan: The VTA Pedestrian Access to Transit Plan is the first countywide plan to emphasize improving pedestrian access to transit on a regional scale. The plan identifies twelve Focus Areas in Santa Clara County-areas with high VTA bus ridership and high need for pedestrian infrastructure improvements-and 165 capital projects that can improve pedestrian access to transit in these Focus Areas. It complements local pedestrian planning documents, which cover specific geographic areas based on the communities’ needs. A total of $95,000 was expended on consultant services.
Complete Streets: Three Complete Streets Corridor studies were led by VTA planning staff in partnership with city staff. All of the studies evaluate transit travel times, signal coordination, signal-timing modifications, multimodal access, safety, and connectivity in the respective corridors. The three Complete Streets Studies are as follows:
• Bascom Complete Streets - Ongoing. Consultant services for this effort are
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approximately $1.1 million.• Tasman Complete Streets - Ongoing. Consultant services for this effort are
approximately $1.1 million.• Story/Keyes Complete Streets - Complete. Consultant services for this effort was
approximately $400,000.
Taking the Lead on the Senate Bill 743-Transition to Vehicle Miles Traveled (VMT): Senate Bill (SB) 743 calls for a major shift in the transportation analysis of projects such as land developments and plans, moving away from congestion-focused measures and towards Vehicle Miles Traveled (VMT). VTA has taken a leading role with the cities of Santa Clara County as well as the County to develop consistent countywide guidelines, tools and data to help implement SB 743. To date, VTA has established a multi-disciplinary working group, set up a dedicated website (www.vta.org/los-vmt <http://www.vta.org/los-vmt>), hosted an informational webinar, and produced a fact sheet on “Things Local Agencies Should Be Thinking About” with the SB 743 transition, among other efforts. VTA is also in the process of gathering funding to develop a countywide, web and Geographic Information Systems (GIS)-based tool to estimate VMT from land use projects and plans, which would be among the first countywide tools of its kind in the state and the nation.
Work on this endeavor is done in-house by VTA staff. Future consultant needs on the GIS-based tool described above is expected.
Mobility and Project Development
SR 87 Corridor Study: In partnership with the City of San Jose, this study seeks to address existing concerns for SR 87 in advance of anticipated growth and land-use in the area. VTA will identify technology-based improvements and innovative solutions that will maximize use of existing infrastructure, focus on less capital-intensive operational applications, and rely on real time information to find “hidden” capacities along SR 87. The cost of the study is approximately $225,000.
I-280 Corridor Study: The primary objective of the I-280 Corridor Study was to identify multi-modal improvement projects for Santa Clara County’s next iteration of its long range transportation plan, Valley Transportation Plan (VTP). The study area extends from the US 101/I-680/I-280 interchange in San Jose to the Santa Clara/San Mateo county line. The cost of the study was approximately $750,000.
Prepared By: Marcella RensiMemo No. 6771
6
VTA Planning Activities
Capital Program CommitteeNovember 30, 2018
Agenda Item #6
2
VTA Planning: One Purpose, Three Linked Efforts
Transit
Highways
Transportation (CMA) Best
Practices
Contributing Support Functions: ‐ Environmental‐ Sustainability
VTA Planning
3
Transit Planning
4
Transit Planning: Our Overall Charge
• Design and improve transit service
• Plan for the future
• Develop policies for efficient, equitable service
• Work with other agencies
5
Transit Planning: Design and Improve Service
Next Network Plan and implementation
Transit Service Performance Analysis
Annual Transit Service Plan
FAST Program: faster, more reliable bus and light rail transit
Passenger focus: stops, shelters, benches, maps, schedules, signs
Manage: quarterly changes, events, agency coordination
6
Transit Planning: Plan for the Future
Short Range Transit Plan: 10‐year projections & projects
Bus Improvements: Rapid 522 & 523, El Camino, King Road
Light Rail: Capitol & Vasona extensions, speed/safety
Corridors: High Capacity Corridor Study, SR 85 Study
Stations: Diridon, MTV & Great America Transit Centers
First/last mile innovative transit services – Measure B
7
Transit Planning: Develop Policies
Transit Service Guidelines
Station Access Policy
Transit Passenger Environment Plan
Title VI Service Equity Policy & Standards
8
Transit Planning: Work with Other Agencies
Caltrain: Business Plan, South County, Measure B projects
BART: Phase II planning, service coordination
Rail: High Speed Rail, ACE, Capitols, Dumbarton
Cities: Downtown San Jose Mobility Plan, St. James Park,
MV Transit Center, Great America Transit Center
San Fernando Street Bikeway
9
Transportation Planning
(Congestion Management Agency)
10
• Long-range Planning
• Required Planning Activities
• Countywide Lead
• Corridor-level Studies
• Support Member Agencies
Transportation Planning
11
Long-range Planning
Strategic Plan (2017-2022)
Valley Transportation Plan (VTP)
Countywide Bicycle Plan
Transportation Planning (cont.)
12
• Envision Silicon Valley
• Pedestrian Access to Transit
• Community Design & Transportation Update
• Congestion Management Plan
Recent Transportation Planning Activities
13
• Complete Streets Studies
Story/Keys
Tasman
Bascom
• Lead for Implementation of SB 743
Recent Transportation Planning Activities (cont.)
14
Highway Program Planning
15
Highway Project Delivery Process
Corridor/Area Studies
CountywideTransportation
Plan(e.g., VTP 2040)
MTC RTP
VTA Board Implementation
PlanPSR
TransportationImprovement
Plan (TIP)
PA/ED(Environmental/ PE)
PS&E(Final
Design)
ProjectConstruction
Operations&
Monitoring(Caltrans)
STIP
PROJECTDEVELOPMENT
PLANNING &PROGRAMMING
ENGINEERING, CONSTRUCTION& OPERATIONS
MTC: MetropolitanTransportation Commission
RTP: Regional TransportationPlan
PSR: Project Study Report
STIP: State TransportationImprovement Program
PA: Project Approval
ED: Environmental Document
PE: Preliminary Engineering
PS&E: Plans, Specifications & Estimates
CMP: Congestion ManagementProgram
16
Highway Program Activities
• Coordinate with Caltrans and Federal Highway Administration (FHWA)
• Develop cooperative and funding agreements with Caltrans and local
agencies
• Deliver highway projects from project initiation to final design
• Administer the construction contract for projects
• Deliver a variety of highway projects:
Express Lanes
Highway Interchanges
Highway Noise Abatement
Freeway Corridor Studies
Complete Streets Implementation
17
Potential Fund Sources
• LocalCity/Developer funds, VTA (Vehicle Registration Fees, sales tax measure)
• StateSTIP (State Transportation Improvement Program), SB1 Programs, Planning
grants
• FederalGrants, Surface Transportation Program (STP)/(Congestion Management and
Air Quality (CMAQ)
• OthersFinancing; private contributions
Active Highway Projects
• Mathilda Avenue Improvements at US 101 and SR 237 – Construction phase
• SR 237 Express Lanes (Phase 2) – Construction phase
• US 101‐SR 85 Express Lanes (Phase 3) – Construction phase
• US 101‐SR 85 Express Lanes (Phase 4) – Design phase
• US 101/Trimble Road‐De La Cruz Blvd. Interchange Improvements – Design phase
• US 101/SR 25 Interchange Improvements (Phase 1) ‐ Design phase
• I‐680 Sound walls from Capitol Expwy. to Mueller Avenue – Environmental
• I‐280/Wolfe Road Interchange Improvements – Environmental phase
• I‐280/Winchester Boulevard Interchange Improvements – Environmental phase
• US 101/ Zanker Road Interchange – Environmental phase
18
19
Questions?
Date: November 21, 2018
Current Meeting: November 30, 2018
Board Meeting: N/A
BOARD MEMORANDUM
TO: Santa Clara Valley Transportation AuthorityCapital Program Committee
THROUGH: General Manager, Nuria I. Fernandez
FROM: Director - Planning & Programming, Chris Augenstein
SUBJECT: Proposed Enhanced VTA Capital Program Process
FOR DISCUSSION ONLY
BACKGROUND:
In December 2016, the Board established the Capital Program Committee (CPC). This action resulted from GM/CEO Nuria Fernandez’s recommendation, based on her extensive transportation industry experience, that having a board standing committee focused on the capital program is both best practice and good governance, and the lack thereof was hindering VTA’s ability to fully achieve its strategic goals. The CPC's primary responsibilities can be summarized as:
• Provide Board-level policy direction on the capital program
• Determine capital priorities
To maximize the CPC’s effectiveness and value to the Board and VTA, a process was initiated to:
(1) Further define and clarify the CPC’s mission and specific duties
(2) Identify potential adjustments to enhance VTA’s existing capital program
(3) Determine the tools and information needed by the committee to optimally fulfill its mission of determining capital priorities
A key objective of this process, mindful of VTA’s current economic challenges, was to enhance the existing capital program utilizing existing resources as much as possible. In short, to identify actions needed to efficiently adjust existing processes into a more unified capital program capable of providing the CPC and Board with the needed comprehensive view of VTA’s strategic capital needs. To aid this process and provide expertise on best practices, VTA engaged the services of transportation consulting firm Jacobs. The Jacobs team is led by Joe Speaks, Senior Consultant.
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At the initial CPC meeting, held in June 2018, the CPC reviewed information on the current VTA capital program and several key planning efforts. The Committee also reviewed and discussed several initial draft recommendations on the CPC’s overall role and responsibilities as well as some potential adjustments to the overall capital program and associated processes.
DISCUSSION:
Since the first CPC meeting, development has continued on potential ways to efficiently improve the capital program process. This work, combined with input provided by the Committee at the initial meeting, has yielded several new or revised recommendations for optimizing the current VTA Capital Program and planning processes into what will henceforth will be termed the “Enhanced Capital Program.”
The recommended Enhanced Capital Program includes the proposed integrated process and schedule that provides defined, recurring opportunities for Committee input, direction and approval, in fulfillment of its capital program stewardship responsibilities, while concurrently limiting CPC meetings to a small number.
Staff will present recommendations on the following topic areas:
• Refinement of CPC mission
• CPC Roles/Responsibilities
• Enhanced Capital Program
• Scope
• Process including key CPC points of input and approval
• Schedule
• VTA Capital Plan
• Items for future consideration
It should be noted that significant time will be needed to fully develop, refine and implement the Enhanced Capital Program process and products, full implementation is projected for mid-2020.
Given the breadth and complexity of VTA’s capital program, the enhancement process will most likely be an evolving process with refinements occurring during the first few years.
Prepared By: Stephen Flynn, Sr. Policy AnalystMemo No. 6797
7
Enhanced Capital Program
Designing VTA’s Future by Charting the Course
Capital Program CommitteeNovember 30, 2018
Agenda Item #7
2
Key Topics for Today
1) Capital Program Committee (CPC) Mission
Recommended Roles/Responsibilities
2) Enhanced Capital Program Proposed Scope and Process
Process and Timetable
Next Steps
3) Potential Items for Future CPC Consideration
3
Capital Program Committee (CPC)
4
Capital Program Committee (CPC) Mission
Board established CPC to:
• Elevate focus on Capital Program
• Strengthen Board understanding of capital investment
needs and challenges
• Provide Board-level policy direction for Capital
Program
• Optimize strategic capital planning efforts
5
Recommended CPC Roles/Responsibilities
Specific Key Duties
A. Policy stewardship and strategic direction for Capital Program
B. Provide input/direction and recommend Board approval of:
Project priorities and scoring criteria
Strategic capital plan (CAP5)
Major cost and/or scope changes to existing mega-projects
C. Review and evaluate:
Existing major projects for current need and operating impacts on system
Capital expansion plans for alternative service provision options
D. Monitor project progress at summary/exception level
6
Proposed CPC Meeting Schedule
• Four recurring meetings on 4th Thursday of month @ noon:
February
May
August
October
• Potentially 1 - 2 supplemental meetings, if
needed, during CAP5 development (every other
year)
7
Proposed 2019 Meeting Schedule
• February 28
• March 12 or 14 (if needed)
• May 23
• August 22
• October 24
8
Proposed
Enhanced Capital Program
9
Current VTA Capital Program
• Mature and effective planning activities Transit
CMP
Highways
Bike/Pedestrian
Other
• Overall Capital Program process
Opportunities to incorporate best practices
Modify/enhance to best align with/support CPC mission
10
Enhanced Capital Program
Scope
• Projects VTA is responsible for delivering
• Where VTA provides capital funding to partner agency/agencies (for
example, Caltrain)
• Progress monitoring of 2016 Measure B projects
11
Implementation
Completion is targeted to be ready for use in biennial budget process for FY22 &
FY23 budgets (starts Summer 2020)
• Significant time needed to:
Develop/refine process and products
Receive CPC input/guidance
Train staff
Complete Board-adopted Business Plan
• Exception (early application): In February 2019, CPC will review and be
asked to make a recommendation to the Board on capital portion for the
FY20 & FY21 budgets
12
Resources for Enhanced Capital Program
• Given financial constraints, goal is to deliver with no/minimal
additional cost/burden
Use existing resources and staff
Adjust and align existing planning and reporting processes
Streamline process by integrating with existing biennial budget process
Simplify process to minimize additional time requirement for project managers
13
Key Proposed Capital Program Enhancements
• Board-adopted fiscally-constrained 5-year strategic capital plan (CAP5)
• Capital priorities re-evaluated/adopted by Board every two years
Under CPC guidance, develop, enhance or promote:
• Comprehensive, strategic capital program capturing all
business lines
• Capital priorities, informed by Business Plan, adopted
by Board along with scoring criteria
14
Proposed Capital Program Enhancements (cont.)
• Transparency of long-term operating impacts of capital
projects
• High-level summary status reporting by program (material
exceptions from plan highlighted)
• CPC points of input/policy direction/recommended approval
• Capital Program-related Board policies (as determined by CPC)
Proposed Enhanced Capital Program Workflow
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Draft project priorities &
scoring criteriadeveloped
Board approvesBusiness Plan
CPC reviews/ revises/recommends priorities & scoring
criteria
CAP5 project requests scored /
ranked /then matched to funding
Board approvesproject priorities & scoring criteria
CPC reviews/ revises/ recommends
CAP5
Board approves CAP5; nearest 2 years become
capital element of biennial budget
Following Board adoption of biennial budget, CPC monitors
status of major projects (ongoing)
CPC input or action
Board action
Staff task
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10‐Year Capital Needs Projection
6 ‐ 15( p p g )
1 – 5(First 2 are capital portion of Biennial Budget)
VTA Capital Plan
CAP5
YEARS
Integrated Process/One Comprehensive Document with Two Elements
ELEMENTS
PRIORITIZED
FISCALLY CONSTRAINED
Yes
Yes
No
No
BOARD APPROVES Yes Information/Input
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Potential Items for CPC Consideration/Guidance
• Future of VTA Light Rail
• Evaluate current need/value and operating
impacts of specific previously-approved major
projects, as needed
• Should dedicated Innovation Program fund be established
• Consider establishing targeted allocation for VTA local share of capital
expenditures
• Long-term implications of ballot-defined expansion
projects
• Technology defining VTA workforce of the future
• Applied technology/autonomous vehicles
18
Next Steps in Process (not inclusive)
• Complete Business Plan development
• Continue development of:
Capital Program process
Improved informational reporting tools for Board/CPC strategic decision-making
• Begin development of:
Framework for capital priorities and scoring process
Capital Plan/CAP5 process, schedule and tools
• Formalize CPC duties/responsibilities in Admin
Code and Board Rules of Procedure
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Questions?
MEMORANDUM
TO: Santa Clara Valley Transportation Authority Capital Program Committee FROM: Director Raul Peralez Director Cindy Chavez DATE: November 26, 2018
SUBJECT: Referral to Administration - Business Interruption Fund Study for BART Phase II
We request staff to:
1. Undertake the process to procure an expert third-party consultant study of a Business Interruption Fund (BIF) for BART Phase II in which the scope should include but not be limited to: a. Funding structure and allocation, and, b. Comparative data of financial assistance models from comparable major transit
projects 2. With assistance from the third party consultant, create a baseline with which to be
able to gauge impacts once the project commences. 3. Following completion of a study, report back to the Board with recommendations for
consideration.
DISCUSSION:
While we are relieved that all parties have agreed to the less intrusive boring method of Single Bore, it does not necessarily mean there will be no impacts to the surrounding businesses along the BART Phase II corridor. In a major transit project that will introduce for the first time underground tunneling through San Jose and Santa Clara, there are always elements that are unpredictable. We have seen that firsthand with the Alum Rock Bus Rapid Transit project, in which was well-planned but encountered major construction problems that created substantial damages on adjacent businesses, many local and minority owned. The result was the creation of a Small Business Sustainability Program to respond and providing between $1,000 to $50,000 in
Page 2
financial assistance. There were many lessons learned from the project including the necessity to be proactive rather than reactive.
The concept of a BIF is not alien to major transit projects. The most prominent being Los Angeles Metro’s BIF which provides financial assistance to “small ‘mom and pop’ businesses located along the Crenshaw/LAX Transit Project, the Little Tokyo area and the 2nd/Broadway segment along the Regional Connector and Section 1 and Section 2 of the Purple Line Extension that are impacted by transit rail construction.” The purpose is to cover operating expenses that have been impacted due to potential lost revenue from construction. Whether VTA would like to adopt the same model or explore a different one, it would be prudent first to study and determine how a BIF would fit into the overall construction management strategy for BART Phase II. Regardless of the model, the creation of a baseline is especially important for the small businesses that may be operating on a mostly or all cash basis and do not have proper tax forms and/or books to back up their earnings. We would like to thank staff for their work up to this point in their Construction and Outreach Management Plan. We appreciate the efforts to proactively position activity in ways to minimize impacts. However, a project this monumental in scale should have all tools considered including how to make a business that may be severely impacted whole again. cc: Nuria I. Fernandez, VTA General Manager/CEO Capital Program Committee members
Capital Program Committee (CPC)
Committee Work Plan
Doc ID Short TitleCPC
11/30
Board
12/6
CPC
2/28 (1)
CPC
3/12 (2)
Board
4/6
CPC
5/23 (1)
Items for
Future
Consideration6797 Recommended Enhanced Capital Program Process D
6771 VTA Planning Activities I
Current Capital Budget Development Process. V
6804 Capital Element of FY20 & FY 21 Biennial Budgets A A (2) A
6805 Policy on Expansion Projects Operating Costs Provision A A
Effects of Ad Hoc Financial Stability Recommendations on
Capital Program
D
Proposed 10-Year Capital Needs List Report Layout D
Preview of Potential Capital Project Scoring Criteria Matrix D
2000 Measure A Semi-Annual Report I
Update CPC Charter and Responsibilities In Admin Code and
Board Rules of Procedure
A
Recommended Evaluation Process and Criteria for Staff
Scoring of Proposed Projects
A
2016 Measure B Semi-Annual Report I *
VTP Highway Program Semi-Annual Report I
6622 Next Steps in Innovating the Way Silicon Valley Moves D
6623 Potential Value of Dedicated VTA Innovation Fund D
6624 What Does It Mean for VTA to be "Transportation Authority" D
LEGEND:
(1) Proposed, pending CPC approval.
(2) 3/12 & 3/14 are reserved to conduct one supplemental meeting, if needed
A = Action Item D = Discussion I = Information Item
P = Presentation V = Verbal Report * = Proposed
Revised: 11/21/2018
2016 Measure B Update: November 2018 Local Streets and Roads
Draft Master Agreement
o Sent to CIPWG/TAC members for second round of reviews – 11.19.18
o Comments due 01.10.19 Complete Streets Checklist – finalizing layout Program manual development
o Initial stages
BART Phase II No action
Bicycle/Pedestrian Education/Encouragement
o Draft Master Agreement development o VTA/SCCo developing countywide activities
Capital Project Competitive Grant – 10 year program o Draft Criteria – Aug/Sept/Jan CIPWG & Feb
BPAC o Program manual development – initial stage
Planning Project Competitive Grant Program – early stage of development
Caltrain Grade Separation Finalizing draft Implementation Plan scope in
conjunction with all three cities and Caltrain
Caltrain Corridor Capacity Improvements $4.3mil increase in budget approved at June
BOD Draft funding agreement – internal review
Highway Interchanges Noise mitigation program development – early fall
2018
County Expressways Continue working with County staff as County
is reconsidering priorities and action plan.
SR 85 Corridor Transit Guideway Study Task 2
o MTC agreement executed; awaiting MTC process to enter into TIP – possibly Jan 2019
Transit Operations Innovative Mobility draft criteria
o Currently scheduled for Jan TAC
Upcoming BOD/Committee Items MT #6692 – Bike/Ped Capital Grant Program Draft Criteria
o Feb BPAC o March TAC/BPAC
MT #6128 ‐ Innovative Transit Mobility Grant Program Draft Criteria –Discussion o Jan TAC
Miscellaneous FY20 & FY21 budget needs for 2016 Measure B in
discussion
