Measure D Highway Program - SBCAGmeetings.sbcag.org/Meetings/SBCAG/2003/November/Strategic Plan .pdf3-1 Measure D Highway Program Progress ... PS&E Plans, Specifications and ... accomplishments

Measure D Highway Program2004 Strategic PlanNovember 2003

260 North San Antonio Road, Suite BSanta Barbara, CA 93110

www.sbcag.org

TABLE OF CONTENTS

Measure D Highway Program 2004 Strategic Plan i

Page PART ONE – EXECUTIVE SUMMARY PART TWO – INTRODUCTION Background of Measure D ............................................................................................................................ 2-1 The Measure D Highway Program.............................................................................................................. 2-1 The Measure D Highway Projects ............................................................................................................... 2-2 The SBCAG Board.......................................................................................................................................... 2-3 The Measure D Strategic Plan ...................................................................................................................... 2-4 PART THREE – PROGRAM PROGRESS Project Baselines ............................................................................................................................................. 3-2 Program Scope Changes................................................................................................................................ 3-4 Program Cost Changes ................................................................................................................................. 3-4 Summary of Project Cost Changes............................................................................................................... 3-7 Program Schedule Changes ......................................................................................................................... 3-8 PART FOUR – ACTIVE PROJECTS Project Work Plans ........................................................................................................................... 4-2 to 4-10 PART FIVE – COMPLETED PROJECTS Project Work Plans ........................................................................................................................... 5-5 to 5-32 PART SIX – PROGRAM FINANCING Financing Plan ................................................................................................................................................ 6-1 Financing Strategy.......................................................................................................................................... 6-1 Program Funding .......................................................................................................................................... 6-3 Program Expenditures................................................................................................................................. 6-10 Program Cash Flow...................................................................................................................................... 6-14 PART SEVEN – ROLES AND RELATIONSHIPS Santa Barbara County Association of Governments ................................................................................ 7-1 Caltrans............................................................................................................................................................ 7-1 County of Santa Barbara................................................................................................................................ 7-3 City of Santa Barbara ..................................................................................................................................... 7-3 City of Santa Maria ........................................................................................................................................ 7-3 Consultants ..................................................................................................................................................... 7-4 Summary ......................................................................................................................................................... 7-5 PART EIGHT – IMPLEMENTATION OF MEASURE D Project Implementation ................................................................................................................................. 8-2 Project Baselines ............................................................................................................................................. 8-4 Program Financing Plan................................................................................................................................ 8-5 Reporting......................................................................................................................................................... 8-5 Monitoring Agencies and Consultants and Resolution of Issues............................................................ 8-6 Policies and Procedures................................................................................................................................. 8-6 Unresolved Issues ......................................................................................................................................... 8-7

LIST OF TABLES

Measure D Highway Program 2004 Strategic Plan ii

Table Page 2-1 Measure D Highway Projects ................................................................................................................ 2-2

2-2 Governing Board of Santa Barbara County Association of Governments ...................................... 2-3

3-1 Measure D Highway Program Progress .............................................................................................. 3-1

3-2 Project Schedule Milestones .................................................................................................................. 3-3

3-3 Cost Comparison by Project – 2004 Strategic Plan vs. 2001 Strategic Plan ..................................... 3-7

6-1 Bond Issue Schedule Series 1993........................................................................................................... 6-2

6-2 Bond Issue Schedule Series 2003........................................................................................................... 6-2

6-3 Funding by Source .................................................................................................................................. 6-6

6-4 SLTPP Cycle Match Ratios for SBCAG Projects.................................................................................. 6-7

6-5 Project Funding Source Plan.................................................................................................................. 6-9

6-6 Expenditures by Category .................................................................................................................. 6-10

7-1 DBE and Local Program Participation in Professional Service Contracts....................................... 7-5

8-1 Prioritized Project Ranking as Established in 1991............................................................................. 8-1

LIST OF FIGURES

Measure D Highway Program 2004 Strategic Plan iii

Figure Page 2-1 Sales Tax Revenue Distribution ............................................................................................................ 2-1

3-1 Program Schedule Active Projects ........................................................................................................ 3-8

3-2 Program Schedule Completed Capital Projects .................................................................................. 3-9

6-1 Measure D Sales Tax Revenues – Annual............................................................................................ 6-4

6-2 Measure D Sales Tax Revenues – Cumulative ................................................................................... 6-5

6-3 Net Sales Tax Revenues vs. Total Gross Debt Service...................................................................... 6-11

6-4 Measure D Expenditures – By Phase.................................................................................................. 6-12

6-5 Measure D Expenditures – By Funding Source ................................................................................ 6-13

6-6 Program Cash Flow and Yearly Ending Fund Balance.................................................................... 6-14

8-1 Project Development Process ................................................................................................................ 8-3

APPENDIX

Measure D Highway Program 2004 Strategic Plan iv

Appendix One Measure D Expenditure Plan

Appendix Two Measure D Financing Plan

Appendix Three Project Budget Changes

Appendix Four SLTPP Milestones

Appendix Five Project Support Budget Percentages

Appendix Six Program Financing Tables A6-1 A6-2 A6-3 A6-4

GLOSSARY OF TERMS

Measure D Highway Program 2004 Strategic Plan v

A

ABT Additional Bonds Test.

Acceleration lane A transitional lane for merging into the traveled lanes from an intersection or ramp.

Auxiliary lane An additional travel lane built for a specific travel movement, such as a merge or a turn, rather than a general road widening.

B

BOE State Board of Equalization. The state organization that collects and distributes the sales tax.

Bond financing The financing strategy that allows for debt financing through a bond issue(s) to advance project delivery.

Bond fund One of two on-going funds from which SBCAG paid expenditures. The bond fund originated with 1993 bond issue and was eliminated in 2003 when the refunding occurred.

C

Caltrans California Department of Transportation.

Capital project A construction project funded by the Authority.

CEQA California Environmental Quality Act.

CHP California Highway Patrol.

CMA Congestion Management Agency.

CTC California Transportation Commission.

D

DBE Disadvantaged Business Enterprise.

E

ED Environmental document.

EIR Environmental Impact Report. A state environmental document.

Expenditure Plan SBCAG’s twenty-year Transportation Expenditure Plan.

F

FHWA Federal Highway Administration.

FTIP Federal Transportation Improvement Program. The three year program of projects that utilizes Federal funds.

GLOSSARY OF TERMS

Measure D Highway Program 2004 Strategic Plan vi

Freeway A divided arterial highway for through traffic with full control of access and with grade separations at intersections. In California law, a freeway is defined as any controlled access roadway.

G

General Fund One of two funds from which SBCAG pays expenditures. The general fund is the repository for the sales tax revenues.

Grade separation Crossing of travel paths which intersect at grades (elevations) which are sufficiently separated to permit all directions of travel to continue uninterrupted.

H

HBRR Highway Bridge Replacement and Rehabilitation. A federal funding program.

I

IP (Route 101) Implementation Plan.

ISTEA Intermodal Surface Transportation Efficiency Act of 1991.

ITIP Interregional Transportation Improvement Program – State funding source.

L

Local program The largest component of the 1989 Measure D Expenditure Plan. The local program receives 70% of all collected sales tax revenue.

Local share which is (local funds) (matching funds)

The portion of a Measure D capital project cost paid by the local jurisdiction it serves.

LTA Local Transportation Authority. SBCAG acts as the LTA to administer Measure D.

M

Maintenance funds Caltrans’ district accrual of maintenance funds.

Minor A Caltrans District Five Annual Minor Projects Fund.

MOU Memorandum of Understanding.

N

NEPA National Environmental Policy Act.

NTP Notice to Proceed

GLOSSARY OF TERMS

Measure D Highway Program 2004 Strategic Plan vii

O

Overcrossing A structure accommodating a local street that spans a freeway/highway.

Overhead A structure accommodating a local street that spans a railway.

P

PA&ED Project Approval and Environmental Document. A milestone marking the completion of preliminary engineering and environmental studies.

Pay-as-you-go The financing strategy that allows for payment of expenditures only as incoming revenues are available.

PDT Project Development Team.

Plant establishment The time period for construction where the contractor is charged with maintaining planting, irrigation and erosion control prior to contract acceptance.

PR Project Report.

PSR Project Study Report.

PS&E Plans, Specifications and Estimates.

R

Regional Program A component of the 1989 Measure D Expenditure Plan that receives approximately 29.5% of all collected sales tax revenue. Also known as Measure D Highway Program.

Revenue projection Forecast of incoming sales tax revenue stream for the 20-year Measure D program duration.

RFP Request for Proposal

RTP Regional Transportation Plan.

RTIP Regional Transportation Improvement Program.

S

SBCAG Santa Barbara County Association of Governments

Self-Help Counties Coalition of local transportation authorities charged with the administration of local sales tax revenue to fund transportation projects.

Series 1993 Bond Bonds issued by SBCAG in 1993.

Series 2003 Bond Bonds issued by SBCAG in 2003.

SHOPP State Highway Operation and Protection Program.

GLOSSARY OF TERMS

Measure D Highway Program 2004 Strategic Plan viii

State State of California.

SLTPP State-Local Transportation Partnership Program. State funds which will be released to local entities for use on approved transportation projects, via SB 300, in proportion to local funds.

STIP State Transportation Improvement Program. The five-year program of projects utilizing State funds.

T

TBD To be determined.

TEA21 Transportation Equity Act for 21st Century signed into law on June 9, 1998 and that expired at the end of federal fiscal year 2003.

U

Utility relocation The relocation of underground and overhead utility lines which would otherwise conflict with new roadway construction.

UPRR Union Pacific Railroad.

Page 1Page 1--11

Part One Part One -- Executive SummaryExecutive Summary

The 2004 Measure D Strategic Plan reports on another year of keyaccomplishments and marks a significant turning point toward developing a “completion plan” for the remainder of the regional program. Some of the key milestones achieved since the last strategic plan update are:

Another crucial development that occurred since the 2001 Strategic Plan was adopted was approval by SBCAG on a policy and plan to tackle the huge issue of Route 101 congestion relief on the South Coast of Santa Barbara County. This decision was made in October 2003, when SBCAG approved the use of $11.1 revenues from the Measure D regional allocation to help fund two operational improvement projects on Route 101. These two projects were facing significant delays as a result of the State financial situation. The Measure funds will allow these two key projects to move forward in 2004. Both the Route 101 Milpas to Hot Springs project and the Route 101 Ortega Hill (Evans to Sheffield) project provide operational improvements on US 101 and are fully consistent with a future “widening” project on US 101.

In addition, SBCAG also approved the allocation of Measure D regional funds to expand the Coastal Express transit service from Ventura to Santa Barbara (jointly funded with Ventura County Transportation Commission) and to allocate up to $1.1 million for the US 101 Implementation Plan. The 101 Implementation Plan is an action plan that will result in a recommended list of projects to address the problem of congestion on the South Coast corridor. Finally, the SBCAG board adopted a policy in October 2003 that required at least one specific result from the Implementation Plan – a project that would provide additional capacity on US 101 by adding lanes. The Implementation Plan and projects that result from this intensive effort will be the focus of energy for SBCAG in managing the regional highway program through the sunset date in 2010.

Construction was completed on two important interchange projects in the Santa Maria area - Route 101/Stowell Road and Route 101/Donovan RoadEnvironmental studies began on a second phase of operational improvements along the Route 154 corridorSBCAG refunded its bonded debt to save $1.3 million

Page 1Page 1--22 2004 Strategic Plan2004 Strategic PlanMeasure D Highway ProgramMeasure D Highway Program


SBCAG approved the Route 101 Deficiency Plan and commissioned the start of the 101 Implementation Plan in June 2002.In October 2003, SBCAG approved an expenditure plan amendment to fund the 101 Implementation Plan and to allocate funds to operational improvements to help relieve congestion on the South CoastConstruction was completed for both the Route 101/Donovan Road and Route 101/Stowell Road Interchange projects in September 2002 .In January 2003, preliminary engineering was initiated for the Route 154 Operational Improvements (Group II) project.Plant establishment monitoring work continued on the Route 101/154 North project (through early 2004) and on the Route 101/Stowell and Donovan projects (through end of 2003).

Now that a “completion plan” for the Measure D Regional Program has been laid out, SBCAG can continue to promote the many successes that have been achieved to date. The most telling success is shown in the fact that 14 of the 15 regional projects were completed by 2002, several years before the Measure D sunset date. How was this accomplished? Through proactive project planning and management, strategic risk-taking, capitalizing on a favorable local economy early in the program, the use of private consultants, and having the foresight to advance project delivery through bond financing.

It was this latter decision that has allowed SBCAG to deliver these projects and the associated benefits to the citizens of Santa Barbara County as quickly as possible. Early project delivery has also contributed positively toward a forecast ending cash balance by minimizing the impact of escalation costs. SBCAG administers the Measure D Highway Program under the parameters and goals contained within its annual Strategic Plan update. The first Strategic Plan for the Measure D Highway Program was prepared in 1991 – one year after sales tax collection began. The purpose of the Strategic Plan still remains the same and addresses the following three areas: Annual Reporting, Project Baselines, and Program Financing. A brief summary of each of these areas is shown below.

Annual Progress ReportAs the annual progress report for the Measure D Regional Program, the Strategic Plan is charged with describing key advancements, milestones completed and overall program progress. Below are some of the accomplishments and significant milestones (some previously mentioned) completed over the last two years:

Establish Project BaselinesThe overall Measure D program baseline that is developed is comprised of the individual project baselines. The recently approved developments on the 101 corridor have resulted in key changes to both the timing and amount of Measure D funds being used on the Milpas/Hot Springs project and the Ortega Hill project. New project workplans have been developed for these projects, as SBCAG continues to work out roles and responsibilities with Caltrans. For more details on these projects see Part Four – Active Projects.



Beginning work on the 101 Implementation Plan, which include developing consensus building strategies and evaluating baseline and forecast scenarios to address South Coast congestion.Acting on the SBCAG board’s plan to allocate funding to the Milpas/Hot Springs and Ortega Hill projects.Continuing work on the Route 154 Group II environmental document including presentation of various alternatives at each of the improvement locations and conducting public outreach. Preparing and coordinating project closeout documentation as plant establishment work will be completed on the Route 101/154 North interchange as well as the Route 101/Stowell Road and Route 101/Donovan Road interchange.

In the two years that have passed since adoption of the 2001 Strategic Plan, a number of changes have occurred on the regional program. The total program cost is now estimated at $180.2 million. This includes $120-million in actual expended dollars, mostly to complete and deliver 14 regional projects. Another sixty million dollars is anticipated to be sent prior to the sunset date in 2009.

Program FinancingThe financial future of the Measure D Regional Program remains strong. A positive “end of the day” cash balance in the program is forecast at $9.9 million in the year 2010. SBCAG was able to bolster the forecast balance by refunding its bond debt at interest rates nearly two points lower and resulting in savings of around $1.3 million. In 2003, collected revenues increased slightly to 3.1% growth. In the 2004 Strategic Plan, SBCAG has included a fairly conservative revenue projection of 2.0% average annual growth for the remaining years of the program.

There are several milestones in the immediate horizon for the Measure D Highway Program. SBCAG anticipates the following efforts to be the focus for Measure D over the next year:

Page 2Page 2--11

Part Two Part Two -- IntroductionIntroduction

BACKGROUND OF MEASURE D

Measure D was passed by the voters of Santa Barbara County in November of 1989 to improve transportation infrastructure in the county. Measure D provides for a one-half cent sales tax increase over a period of twenty years and dedicates these revenues solely to fund transportation projects and programs. Under Measure D, $270 million in sales tax revenues have been collected since April 1990 with over $77 million having been allocated to the Measure D Regional Program. Sales tax revenues will continue to be collected until the program sunset date in April 2010.

Passage of Measure D by the voters was preceded by approval of the Measure D Expenditure Plan by SBCAG, the County of Santa Barbara and each of the cities. The Measure D Expenditure Plan defined how the sales tax revenues would be distributed (see Appendix One for the original Measure D Expenditure Plan and amendments). Figure 2-1 shows how the revenues are distributed under the Measure D Expenditure Plan. Local agencies receive 70.0% of the revenues, 29.5% fund regional

Highway projects (Measure D Highway Program), and the remaining 0.5% is used for specialized transit services. The Santa Barbara County Association of Governments (SBCAG), acting as the Local Transportation Authority (LTA), maintains the responsibility for administering these transportation programs.

THE MEASURE D HIGHWAY PROGRAM

The original Measure D Expenditure Plan called for the implementation of sixteen regional projects known as the Measure D Highway Program. Since the approval of the Expenditure Plan, three amendments have been approved by the SBCAG board. The nature of the expenditure plan amendments is described in Appendix One – Measure D Expenditure Plan. The most recent amendment, approved by the SBCAG board in October 2003, expanded the scope and limits of the 101 Widening project to include operational improvements between Milpas Street and the Ventura County line. The amendment also addressed funding expanded transit service on the corridor.

Sales Tax Revenue DistributionFigure 2-1

M easure D Highway Program

29.5%

Local Program

70.0%

Specialized Transit

Services0.5%

THE MEASURE D HIGHWAY PROJECTS

The fifteen projects that are included in the program consist of nine interchange improvement projects, three rural highway operational improvement projects, two intersection improvement projects, and improvements to the Route 101 corridor from Milpas Street to the Ventura County line. Each of the fifteen projects and the current scope of improvements are shown in Table 2-1 below.

MEASURE D HIGHWAY PROJECTSTable 2-1



Project Improvements

Route 1 Operational Improvements

Route 101 – Milpas Street to Ventura County Line • Widening/Interchanges/Operations Widening, Interchanges and Operational

Improvements • Milpas Street to Hot Springs Road Operational and Interchange Improvements • Ortega Hill Operational Improvements • Coastal Express Expanded Transit Service

Route 101/Milpas Street Interchange Interchange Improvements

Route 101/La Cumbre Road Interchange Interchange Improvements

Route 101/154 (South) Interchange Interchange Improvements

Route 101/Storke Road Interchange Interchange Improvements

Route 101/154 (North) Interchange Interchange Improvements

Route 101/Betteravia Road Interchange Interchange Improvements

Route 101/Stowell Road Interchange Interchange Improvements

Route 101/Main Street Interchange Interchange Improvements

Route 101/Donovan Road Interchange Interchange Improvements

Route 101/Betteravia Road Intersection Intersection Improvements

Route 154 (Group I and Group II) Operational Improvements


Hollister Avenue/Fairview Avenue Intersection Interchange Improvements


THE SBCAG BOARD

The thirteen-member governing board is comprised of each of the five county supervisors and an appointed member from the councils of each of the incorporated cities in the county. The SBCAG board takes action on various items pertaining to the Measure D Highway Program but one of the most important is the adoption of the annual Strategic Plan update. The SBCAG board for the 2003 calendar year is as follows:

GOVERNING BOARD OFTHE SANTA BARBARA COUNTY ASSOCIATION OF GOVERNMENTS

Table 2-2


Jurisdiction 2003 Board Member

Santa Barbara County - 1st District Supervisor Naomi Schwartz

Santa Barbara County - 2nd District Supervisor Susan Rose (Vice Chair)

Santa Barbara County - 3rd District Supervisor Gail Marshall

Santa Barbara County - 4th District Supervisor Joni Gray

Santa Barbara County - 5th District Supervisor Joe Centeno

City of Buellton Mayor Victoria Pointer

City of Carpinteria Mayor Richard Weinberg

City of Goleta Mayor Jack Hawxhurst

City of Guadalupe Mayor Sam Arca

City of Lompoc Mayor Richard DeWees

City of Santa Barbara Councilman Gregg Hart

City of Santa Maria Mayor Laurence Lavagnino (Chair)

City of Solvang Councilman David Smyser


Part One - Executive Summary• Highlights of the Measure D Highway Program over the last year and summary of the 2004 Strategic Plan.

Part Three - Program Progress• Changes to the project scope, cost or schedule since the adoption of 2001 Strategic Plan are documented.• A comparison of the individual project and total program costs since last year is shown.

Part Six - Program Financing• Documentation of the financing strategy to implement the Measure D Highway Program.• Description and estimate of funding available to the program.• Discussion of program expenditures as they relate to the scheduled implementation of each project.• Identification of debt service expenditures for the previous bond issue.• Presentation of an overall program cash flow, indicating that projected funding meets the expenditure

requirements of the 2004 Strategic Plan.

Part Five - Completed Projects• A work plan for each completed project is shown, including final scope, cost, and funding information. Changes

since the 2001 Strategic Plan are incorporated, establishing the 2004 project baseline.

Part Four - Active Projects• A work plan for each active project is shown, including a current status of the proposed scope of work, cost,

schedule and funding information. Changes since the 2001 Strategic Plan are incorporated, establishing the 2004 project baseline.

Part Two - Introduction• Background of Measure D and its programs.• Description of SBCAG and its governing board.• Introduction to the Measure D Strategic Plan.

THE MEASURE D STRATEGIC PLAN

SBCAG issued its first Measure D Highway Program Strategic Plan in May 1991. Annual updates assist SBCAG in evaluating the viability of the program due to the dynamic nature of the projects, and revenue sources. The 2004 Strategic Plan is organized into the sections summarized below:

Part Seven - Roles and Relationships• Discussion of interagency and consultant relationships and responsibilities on the Measure D Highway Program.• Description of various roles played by Caltrans, local agencies and consultant on the Measure D projects.

Part Eight - Implementation of the Measure D Program.• Description of implementation goals, the project development process, and tools used to monitor and control

implementation of the program. • Discussion of key unresolved issues for implementation of the program.


Page 3Page 3--11

Part Three Part Three –– Program ProgressProgram Progress

MEASURE D HIGHWAY PROGRAM PROGRESSTable 3-1

Phase

Project

Hollister/Fairview

Rte 166

Rte 154 – Group II

Rte 154 – Group I

Rte 135/Betteravia

Rte 101/Donovan

Rte 101/Main

Rte 101/Stowell

Rte 101/Betteravia

Rte 154 (North)

Rte 101/Storke

Rte 154 (South)

Rte 101/La Cumbre

Rte 101/Milpas

Rte 101• Widening/Interchanges/Operations• Milpas to Hot Springs• Ortega Hill• Coastal Express

Rte 1

Construction/Implementation

Final Design &Right of WayEnvironmental

- In Progress or Complete - Not Underway


PROJECT BASELINES

For purposes of controlling each project, a baseline of scope, cost, and schedule has been developed. A description of how each of these aspects of the project baseline is determined is described below.

Project ScopeThe scope of improvements for each of the Measure D projects is described in the Project Work Plans located in Part Three and Part Four of this report. The project scope often evolves as the project develops. During the preliminary engineering phase, the project scope may change due to findings of the environmental studies, new design standards or updated traffic counts. The scope of a project in design may be modified at times due to updated information on site conditions, technical review comments, re-evaluation of project needs, public feedback, or funding constraints.

• SBCAG board approved the start of the 101 Implementation Plan, a regional strategy for addressing congestion on the South Coast.

• The SBCAG board approved in October 2003 a policy to add lanes on the South Coast as a required result of the Implementation Plan.

• Construction was completed for both the Route 101/Donovan Road and Route 101/Stowell Road Interchange projects in September 2002 and the projects are nearing completion of plant establishment.

• Preliminary engineering was initiated for the Route 154 Operational Improvements (Group II) project in January 2003.

• Plant establishment monitoring work continued on the Route 101/154 North project.

• Construction: The actual or projected cost for construction of capital improvements on a project. Projected costs are based on the most recent engineer’s estimate or actual construction contract value plus contingency.

• Right of Way: The actual or projected cost to acquire any land rights, temporary or permanent, for a project to be constructed. This budget also includes the cost for utility relocations not included as part of the construction contract.

• Project Support: The actual or projected cost for all project development, management, coordination, and support tasks. Included are costs for program management, environmental studies, preliminary engineering, final design engineering, right of way and construction support, community relations, legal services and general administration and management expenditures.

Project ScheduleSBCAG has promoted a philosophy that calls for implementation of each Measure D project with the most aggressive yet realistic project schedule. With this mission, the traveling public in Santa Barbara County benefits from the completed public improvements at the earliest possible date. This philosophy has allowed SBCAG to complete fourteen of its projects in just over ten years. SBCAG is committed to utilizing a similar approach for the remaining Measure D projects. On those projects, SBCAG will manage the project schedule through the use of several key project milestones. These milestones have been established as essential markers of progress throughout the life of a project. SBCAG uses these milestones within the progress schedules. The key milestones and a description of their significance are shown in Table 3-2.

As with each annual update of the Strategic Plan, the 2004 Strategic Plan establishes new project baselines from which to monitor progress and document changes over the following year. Those changes are grouped by whether they impact scope, cost and schedule of a project and are described below.

Project CostThe cost for developing and implementing each Measure D project has been segregated into the three cost categories identified below:

Some of the major accomplishments that have occurred since SBCAG adopted the 2001 Strategic Plan are:

Part Three Part Three -- Program ProgressProgram Progress


PROJECT SCHEDULE MILESTONESTable 3-2

Milestone Detailed Description

Begin Project Work on the environmental/preliminary engineering phase begins.

EnvironmentalClearance

Project obtains environmental clearance from lead agency and a project alternative isselected.

Begin Design Final design, the preparation of Plans, Specifications and Estimates (PS&E) begins.

Final DesignComplete

This milestone represents completion of the design efforts by the design team andapproval of the design by the Caltrans District 5 office in San Luis Obispo. At this point,if construction of the project is to be administered by Caltrans, the (PS&E) is submitted toCaltrans Headquarters in Sacramento for final approval. If construction is to beadministered by SBCAG or designee, the plans and specifications are completed andapproved by Caltrans District 5 and other local agencies.

Right of WayCertification

Once all right of way issues have been resolved on the project, i.e. possession of requiredproperty, agreement with utility companies on relocations, all permits obtained, and allcooperative agreements have been executed, the right of way certification document isprepared and approved.

Permit Approvalfor Construction

Once certification of right of way is completed, the PS&E is signed off by Caltrans, andthe encroachment permit for construction is issued. By Caltrans issuing this permit,construction is authorized to occur within State right of way. This permit is only requiredfor those projects where Caltrans will not be administering construction.

Advertise forConstruction

Once the right of way certification milestone has been achieved (and a permit issued, ifrequired) and the PS&E package has been approved and copied, the project is advertisedfor construction bids.

AwardConstructionContract

Once construction bids have been submitted and the "low bidder" approved, thecontractor is awarded the project and a contract is executed. Once the contract has beenapproved, construction typically starts within a month.

ConstructionComplete

The construction contractor has substantially completed construction and the project isopen to traffic.

PlantEstablishmentComplete

Completion of the period that either directly succeeds or overlaps construction that hasbeen set aside for the establishment of landscaping and/or mitigation planting.Typically, one-year of plant establishment has been required by Caltrans for mostprojects. In some cases, an extended timeframe has been employed for ensuring the bestchances of success for planting.

Project Closeout At the completion of construction a number of critical activities are necessary to close outthe project. These activities include: settlement of outstanding construction claims;preparation of as-built drawings; preparation of a Record of Survey map and performingright of way monumentation; reconciling costs; preparing a closeout report; and archivingproject files.



PROGRAM SCOPE CHANGES

For a number of years, SBCAG has not reported any material scope changes to any of the Measure D regional projects. This was a consequence of having a well-defined list of projects with equally defined scopes. The only project not to have a defined scope was the 101 project – though the expenditure plan tied use of the Measure D funds to a project that would result in “interchange improvements and widening to six lanes”.

Just recently, the SBCAG board approved an action plan for the 101 project which included some material changes in project scope by adding three “new” regional projects beyond that which was previously outlined in the expenditure plan. Those new projects are listed in Table 3-1. Generally, the expenditure plan amendment provided for the use of Measure D funds toward “operational improvements”, to expand the western limits of the project to Milpas Street in Santa Barbara, and to fund expanded transit service on the corridor.

The changes in scope being reported in this Strategic Plan update are the addition of these new projects. Work plans for each of these projects are included in Part Four – Active Projects.

PROGRAM COST CHANGES

The 2004 Strategic Plan identifies several cost changes that have occurred over the last two years. Some of these changes have been previously reported to the SBCAG board via quarterly reports. The remaining cost changes are being reported for the first time as part of this Strategic Plan update. Appendix Three provides a detailed outline by project of all the cost changes that have occurred from the 2001 to the 2004 Strategic Plan.

Route 1 Operational ImprovementsAlthough this project was completed in 1998, and plant establishment in 2001, several cost changes are being reported in this Strategic Plan. The reasons for the changes are based on bringing closure on the cost sharing agreement with Caltrans for construction and preparing for the arbitration as a result of construction claims. In July 2002, SBCAG and Caltrans reached agreement on the cost sharing for


all work constructed on the project. SBCAG received payment in June 2003 of an amount overpaid over the time of the construction contract. SBCAG is also recommending a change in the project budget to include costs for retaining special counsel to represent the Authority in the arbitration hearings scheduled to begin in early 2004. SBCAG is also recommending that a contingency of $400 thousand be included in the budget as potential settlement during the arbitration. Also being reported in this Strategic Plan update are budget changes in construction capital as a result of the actual expenditures during construction. These were tabulated as part of the construction closeout and amounted to $577 thousand in additional costs of which SBCAG’s share was $180 thousand and Caltrans funded the remaining. Lastly, the general budget for project administration requires a budget adjustment to continue work through next year. The total cost change being reported in the 2004 Strategic Plan is an increase of nearly $1.1 million.

Route 101 The 2004 Strategic Plan is reporting significant changes to the scope and budget of this project. The project budget reported in the last Strategic Plan was $23.7 million. Based on actions taken by the SBCAG board in October 2003, three “new” Measure D regional projects were added as part of the improvements on the Route 101 South Coast. The new projects have added an approximately $41 million in additional project costs to the Measure D expenditure plan. For the Route 101/Milpas to Hot Springs project, Measure D will contribute $8.0 million out of a total cost of $47.1 million. For the Route 101/Ortega Hill project Measure D is contributing all of the construction capital dollars ($3.1 million) with the total project cost being $4.9 million. In both of these projects, the remaining funds will be provided through the STIP. Measure D revenues were also committed to fund a projected shortfall in the operating budget for the Coastal Express transit service as well as to fund an expanded service to begin in FY 2004-05. Lastly, however not listed as a separate project, the board approved up to $1.1 million in funding toward the 101 Implementation Plan (total cost $1.66 million).


Route 101/Milpas Street InterchangeIn the 2001 Strategic Plan, the budget for construction included an item related to costs that would be incurred to convert the roundabout to a conventional intersection. This element of work was part of the cooperative agreement executed for construction and would only be eliminated if a post-construction traffic analysis confirmed a reduction in level of service as a result of the roundabout. The traffic analysis was completed in 2001 and the results indicated improved level of service and reduced delay through the intersection. As a result, the remediation element of the budget has been eliminated. Also, as part of the final cost reconciliation at close out of construction, the actual total cost for construction was determined to be slightly less than previously reported due to reduced expenditures for vendor contracts for materials and the non-use of CHP services for traffic control and safety since most of the work was off the highway. The total cost change being reported in the 2004 Strategic Plan is a reduction of $0.19 million.

Route 101/154 South Interchange Although this project was completed in 1997, the 2001 Strategic Plan still reserved some contingency in the project support budget to accommodate for any right of way closeout activities that may have been necessary to transfer certain rights of way between Caltrans and the County of Santa Barbara. SBCAG was able to accommodate this real property transfer without the expenditure of any additional funds and therefore the 2004 Strategic Plan is reporting a budget decrease of around $13,000.


Route 101/Storke Road InterchangeSince the adoption of the 2001 Strategic Plan, SBCAG has worked with Caltrans to have a tentative closeout for the construction phase and have finalized actual project expenditures and funding shares. As a result, the construction budget for this project has been reduced by approximately $210 thousand, with SBCAG’s portion from Measure D actually decreasing by $311 thousand and Caltrans’ STIP share increasing by $101 thousand. The same closeout effort was concluded for the shared landscaping project. In this case, actual costs came in under the anticipated budget and the total cost for this element of construction was reduced by around $16 thousand. The total cost change being reported in the 2004 Strategic Plan is a reduction of $0.25 million, which includes the changes mentioned above in addition to some reductions in general program management costs.


Route 101/154 (North) InterchangeDuring construction of this project in early 2000, it was evident that the amount of earthwork required on the project had risen significantly in order to meet the project embankment requirements. A change order was written to identify the cost increase, only after two Cost Reduction Incentive Proposals were approved to minimize the impact. Secondly, a retaining wall and access road on the west end of the project required more effort and cost. The construction cost of the retaining walls, access road and additional earthwork required that additional contingency be authorized. The SBCAG board approved a contingency increase in October 2001 to accommodate the changes listed above in the amount of $263 thousand. This amount was somewhat lessened by a decrease of $12 thousand in the CHP services budget based on actual expenditures. In addition, since adoption of the 2001 Strategic Plan, various changes were required to the budget for elements within project support such as general program management and administration, construction management, design support and design. Also, some minor changes to the right of way capital budget were made. The total budget increase for the items listed above amounts to around $0.34 million.

Route 101/Stowell Road Interchange Since adoption of the 2001 Strategic Plan, much work has been completed on this project. Construction has been completed, and right of way acquisition has been settled, as well as closure to the design phase. As a result, several outstanding contracts are able to be closed and budget changes reported. Another large element being reported is a change in the budget for general program management and administration, which has been increased by $222 thousand to accommodate actual expenditures attributed to this project over the last two years. Overall, the total project support budget increase being reported is $309 thousand, with the


other significant part of that increase being attributed to additional construction management and inspection services that were required during the construction phase. This increase in project support is somewhat neutralized by a decrease being reported in the right of way capital budget in the amount of $176 thousand due to actual expenditures for rights of way and utility relocations. The total budget increase for the items listed above amounts to around $0.13 million.

Route 101/Donovan Road Interchange Since adoption of the 2001 Strategic Plan, much work has been completed on this project. Construction has been completed, and right of way acquisition is settled, as well as closure to the design phase. As a result, several outstanding contracts are able to be closed and budget changes reported. Another large element being reported is a change in the budget for general program management and administration, which has been increased by $274 thousand to accommodate actual expenditures attributed to this project over the last two years. Overall, the total project support budget increase being reported is $389 thousand, with the other significant part of that increase being attributed to additional construction management and inspection services that were required during the construction phase. This increase in project support is somewhat neutralized by a decrease being reported in the right of way capital budget in the amount of $189 thousand due to actual expenditures for rights of way and utility relocations. The total budget increase for the items listed above amounts to around $0.15 million.

Route 154 Operational Improvements – Group II SBCAG is reporting an increase to the budget for general program management and administration of around $138 thousand to accommodate actual expenditures attributed to this project over the last two years.


SUMMARY OF PROJECT COST CHANGES

The total implementation cost of the Measure D Highway Program as documented in the 2001 Strategic Plan was $137.58 million. The 2004 Strategic Plan programs a total implementation cost of $180.15 million, an increase of $42.57 million. A comparison of these costs is shown in Table 3-3.


COST COMPARISON BY PROJECT2004 STRATEGIC PLAN vs 2001 STRATEGIC PLAN

(Current Year Dollars – In Millions)Table 3-3

Project 2003 Plan 2001 Plan Difference

Route 1 15.09 13.99 1.10

Route 101 • Widening/Interchanges/Operations 11.06 23.67 ( 12.61) • Milpas Street to Hot Springs Road 47.11 .00 47.11 • Ortega Hill 4.87 .00 4.87 • Coastal Express 1.50 .00 1.50

Route 101/Milpas Street Interchange 6.91 7.04 ( 0.13)

Route 101/Castillo Street Interchange1 0.57 0.57 0.00

Route 101/La Cumbre Road Interchange 10.39 10.39 0.00

Route 101/154 (South) Interchange 7.49 7.50 ( 0.01)

Route 101/Storke Road Interchange 10.08 10.30 ( 0.22)

Route 101/154 (North) Interchange 10.89 10.58 0.31

Route 101/Betteravia Road Interchange 6.98 6.98 0.00

Route 101/Stowell Road Interchange 6.74 6.52 0.22

Route 101/Main Street Interchange 4.76 4.77 ( 0.01)

Route 101/Donovan Road Interchange 9.08 8.79 0.29

Route 135/Betteravia Road Intersection 1.10 1.10 0.00

Route 154 Operational Improvements – Group I 12.37 12.37 0.00

Route 154 Operational Improvements – Group II 6.76 6.62 0.14

Route 166 Operational Improvements 2.70 2.70 0.00

Hollister Avenue/Fairview Avenue Intersection 3.69 3.69 0.00

Total Program Cost $ 180.15 $ 137.58 $ 42.57

1 See Appendix One – Measure D Expenditure Plan, for details on amendments.


PROGRAM SCHEDULE CHANGES

For the purposes of the Strategic Plan content, SBCAG reports trends that have resulted in a change in the project completion date. Changes to the schedules are noted when one of the key milestones is advanced or delayed. Delays to early milestones in the project development can be mitigated through acceleration of succeeding work or other means. Changes to these key milestones are documented as trends and reported on a quarterly basis to the SBCAG board. If possible, a mitigation approach is presented to get the project back on schedule. However, in some cases a change in schedule cannot be mitigated and is formally changed in the project baseline. SBCAG is reporting the following project completion date schedule changes compared to the 2001 Strategic Plan. Those changes are shown graphically in Figure 3-1, Program Schedule for Active Projects.


Route 101

As previously described under Scope Changes, the SBCAG board approved the addition of three new projects to be funded from Measure D regional funds. These projects are listed in Table 3-1 and vary in their stage of development. Schedules for each of these three “new” projects are shown in Figure 3-1 below.

Route 154 – Group IIThe 2004 Strategic Plan is reporting a schedule change of one year delay in environmental clearance and forecast completion. This delay is a result of the SBCAG board’s desire to have a meeting with the public on the project, a report on the comments and development of an action plan in the proposed consultant scope of work. SBCAG worked in negotiating a scope and cost with the consultant and issued a Notice to Proceed in December 2002.

Figure 3-1

Program Schedule: Active Projects

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Project 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Implementation PlanEnvironmentalDesign and Right of WayConstruction

Route 101 Widening/Inter-changes/Operations1

Route 101/Milpas-Hot Springs

Route 101/Ortega Hill

Route 154 – Group II

Coastal ExpressCurrent and Expanded Operations

EnvironmentalDesign and Right of WayConstruction



1 The anticipated schedule is based on completion of the Implementation Plan in around 20 months and looking at beginning environmental studies at some point near completion of the IP, but after much of the public outreach has been conducted.


Program Schedule: Completed Capital ProjectsFigure 3-2

Project

EnvironmentalDesign and Right of WayConstructionPlant Establishment

1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4









1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002


Rt 101/154 (South) I/CRt 101/154 (South) I/C

Rt 101/Storke Rd I/CRt 101/Storke Rd I/C

Rt 101/La Cumbre Rd I/CRt 101/La Cumbre Rd I/C

Rt 101/Betteravia Rd I/CRt 101/Betteravia Rd I/C

Rt 101/Main St I/CRt 101/Main St I/C

Rt 135/Betteravia Rd IntersectionRt 135/Betteravia Rd Intersection

Rt 154 Operational Improvements Rt 154 Operational Improvements –– Group IGroup I

Rt 166 Operational ImprovementsRt 166 Operational Improvements

Hollister Ave/Fairview Ave IntersectionHollister Ave/Fairview Ave Intersection

Rt 1 Operational ImprovementsRt 1 Operational Improvements

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Project 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4


Route 101/Milpas St I/C


Route101/154 (North) I/C


Route 101/Stowell Road I/C


Route 101/Donovan Road I/C


Page 4Page 4--11


Route 101- Widening/Interchanges/Operations- Milpas to Hot Springs- Ortega Hill- Coastal Express

Measure D Highway Program

Project Work Plans

Part Four Part Four -- Active ProjectsActive Projects


Route 154 Operational Improvements - Group IIProject ScopeThe scope of this project provides for the construction of additional operational improvements along the Route 154 corridor utilizing funds remaining after completion of the Route 154 - Group I improvements. Six improvement locations have been identified, five of which are located in the Santa Ynez Valley in unincorporated Santa Barbara County. Of the six proposed improvements, two are passing lanes, three turn channelization improvements, and one turnout. All of the proposed work is classified as “operational improvements” and these types of improvements have shown themselves beneficial to improve safety on the corridor which exhibits the following problems: Increased traffic volumes, limited passing opportunities and conflicts between turning and through traffic.

StatusIn 1998, SBCAG requested that Caltrans prepare a PSR for a second phase of operational improvements funded by Measure D on this corridor. The PSR was completed in March 2000. SBCAG retained the services of a consultant to refine the PSR alternatives (six of which were chosen are listed below). Preliminary geometrics are being completed and a public workshop is anticipated in early 2004.

Proposed ImprovementsThe following improvements have been identified for implementation as Group II.

Location 1 at PM 28.4: Construct eastbound scenic turnout.Location 2 at PM 22.5: Construction eastbound left turn lane and westbound right turn lane Route 154 into

the Vista Point, just west of Cold Springs Bridge.Location 3 at PM 21.6: Construct westbound right turn lane from Route 154 to Paradise Road.Location 5 at PM 8.3-10.0: Construct westbound passing lane between Santa Ynez River Bridge and the Route

154/Route 246 intersection.Location 6 at PM 8.1: Extend the left turn lane from westbound Route 154 to Route 246. Construct

eastbound right turn lane from Route 154 to Route 246. Evaluate the installation of intersection lighting.

Location 7 at PM 4.5-5.9: Construct eastbound passing lane between Roblar Avenue and Baseline Road.

Right of way may be required for construction of some of these Group II improvements.

Construct Scenic Turnout at PM 28.5

LEGEND

Map Not to Scale- Turnout- Acceleration Lane- Shoulder Widening- Turn Channelization- Passing Lane

ToSanta Barbara

Buellton Solvang

Begin Project (PM 4.5)

End Project (PM 28.5)

LosOlivos

Ala

mo

Pint

ado

Rd

San

Mar

cos R

d

Pain

ted

Cave

Rd

San Antonio Crk Rd

Construct Intersection Improvements at Vista Point- Rt Turn Lane (WB 154)- Lt Turn Lane (EB 154)

246

101

154

101

Construct Passing Lanes

Construct Passing Lanes

Construct Intersection Improvements at Rt 154/Rt 246

- Lt Turn Lane (WB 154)- Lighting- Rt Turn Lane (EB 154)

Construct Rt Turn Lane at- Paradise Road

7

5

6

3

2

1



Route 154 Operational Improvements - Group II

Project Milestones & Delivery Schedule

Begin ProjectEnvironmental Clearance

Preliminary Studies

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009

Final Design CompleteRight of Way Certification

Design and Right of Way

Advertise ConstructionAward Construction

Construction

Construction Complete

Dec-02

June-03

Sep-05

Aug-05

Nov-05

Jan-06

Jan-07

Construction

Right of Way

Project Support

Total

$5.12

$0.10

$1.40

$6.62

Measure D

SLTPP

STIP/SHOPP

Other

Total

$5.12

$0.10

$1.54

$6.76

$6.62

$0.00

$0.00

$0.00

$6.62 $6.76

$0.00

$0.00

$0.00

$6.76

Environmental Document / Project ReportFinal DesignDesign and Right of Way OversightAgency ReviewConstruction ManagementConstructionAdministration and Project Management

RBF ConsultingTBDCaltransCounty of Santa BarbaraTBDTBDFluor


Project Budget

Category 2001 Strategic Plan 2004 Strategic Plan

Project Funding

Source 2001 Strategic Plan 2004 Strategic Plan

Project Responsibility Project Agent


Project ScopeIn October 2003, the SBCAG board approved an amendment to the Measure D expenditure plan to expand the western limits of this project from San Ysidro Road to Milpas Street in the City of Santa Barbara. At the same time, the board also approved the use of Measure D funds toward operational improvements, along with interchange improvements and widening to six lanes along this twelve-mile corridor. This portion of Route 101 passes through the City of Carpinteria, and unincorporated communities of Summerland and Montecito and up to the City of Santa Barbara.

A sub-element of scope in this effort will be the 101 Implementation Plan. In October 2003, SBCAG approved a consultant contract to begin this effort that will address short- and long-range solutions to the congestion problem on the Route 101 corridor from the Ventura County line in the south to Winchester Canyon Road in the north (a span of 27 miles). The scope of services for the Implementation Plan includes a broad public outreach effort to educate the public on the transportation issues,to develop short- and long-range transportation strategies, to evaluate project alternatives based on measures of performance, and to identify sources of potential funding. At the conclusion of the effort, it is the intent to be well-positioned to move forward with programming documents for the projects that are selected while at the same developing a public consensus on the path forward. The study area for the Implementation Plan includes unincorporated areas of Santa Barbara County, such as Summerland and Montecito, as well as passing through the City of Carpinteria, City of Santa Barbara and the City of Goleta.

StatusIn June 2002, SBCAG approved the South Coast Route 101 Deficiency Plan prepared by SBCAG in cooperation with other local and state agencies. This report documented the fact that many areas of this corridor, including the four-lane segment from Santa Barbara to the Ventura County line, have become operationally deficient over the last several years. The plan identified a number of improvement projects both short-term and long-term. A notice to proceed to initiate the Implementation Plan was given in late October 2003 and the upfront effort will include data gathering, forming of committees and developing the plan of action for the public outreach effort. A twenty-month timeframe has been given to complete the Implementation Plan.

Future MilestonesThe scope of any Measure D funded improvements has yet to be determined by SBCAG. SBCAG will begin evaluating options for pursuing improvements identified as the 101 Implementation Plan is developed.


Route 101 Widening, Interchanges and Operational Improvements

Begin Project at Ventura County Line

End Project at Milpas Street

NB 101

SB 101

To Ventura

101

101

192

192

To Santa Barbara


Route 101 Widening, Interchanges and Operational Improvements

Project Milestones & Delivery Schedule1


Preliminary Studies

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012




Construction

Construction Complete2008- 2010

$22.31

$0.00

$1.36

$0.00

Measure D

SLTPP

STIP/SHOPP

Other

Total

$7.50

$0.00

$0.85

$1.05

$23.67

$0.00

$0.00

$0.00

$23.67 $11.06

$0.33

$0.00

$0.00

$10.58


TBDTBDTBDTBDTBDTBDSBCAG

$23.67 $11.06


1 The anticipated schedule is based on completion of the Implementation Plan in around 20 months and looking at beginning environmental studies at some point near completion of the IP, but after much of the public outreach has been conducted.

Project Budget2


Project Funding


Construction

Right of Way

Project Support

Reserve

Total


2007- 2008

2003- 2006

2 In 1996, the SBCAG board approved an expenditure plan amendment that allocated $7.5 million to the local agencies from the 101 project. This amount is shown under “Construction” dollars for the 2001 Strategic Plan column. In the 2004 Strategic Plan, SBCAG is reporting a transfer of funds, to three new projects that has contributed to significant reduction in the project budget. 3SBCAG has expended approximately $850 thousand to date in managing and administering various efforts related to the project including the 1996 Alternative Analysis Study.

$0.00 $1.66Impl. Plan Local $0.00 $0.25


Project ScopeIn October 2003, the SBCAG board approved an amendment to the Measure D expenditure plan to include this project which is located in the community of Montecito (unincorporated Santa Barbara County) and the City of Santa Barbara. The scope of the project consists of constructing operational and safety improvements at and between the interchanges of US 101/Milpas Street and US 101/Hot Springs Road.

Some of the improvements to be included in the project are:


Route 101 – Milpas/Hot Springs

StatusThis project was programmed in the 1996 STIP and was one of the original 11 projects that were identified for the reprogramming of the $50 million in funding originally slated for the widening of 101. Between 1997 and 2000, a multi-agency team worked on alternatives to be studied and a public scoping meeting was held in July 2000. In October 2002, the draft EIR was released to the public and it is anticipated for completion by the end of 2003. Bridge design began in May 2003.

Future MilestonesBy the end of 2003, the EIR is scheduled to be completed and design will continue. Through the infusion of Measure D regional funds to the project, the right of way phase will begin in 2004 and continue through early 2006. Construction is anticipated to begin in late 2006 and continue through 2010.

• A third southbound lane between Milpas Street and Cabrillo Boulevard/Hot Springs.• A northbound auxiliary lane from Cabrillo Boulevard on-ramp to the Salinas Street off-ramp.• A northbound auxiliary lane from Salinas Street on-ramp to the Milpas Street off-ramp.• A new Cacique Street connection between Milpas Street and Alisos Street (under 101).• A roundabout at Cabrillo Boulevard/Hot Springs Road/Coast Village Road/Old Coast Highway for local circulation

improvements.• Improved pedestrian/bicycle access across 101.


Route 101 – Milpas/Hot Springs



Preliminary Studies

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010




Construction

Construction CompleteSep-06

$0.00

$0.00

$0.00

Measure D

SLTPP

STIP/SHOPP

Other

Total

$32.50

$4.80

$9.81

$0.00

$0.00

$0.00

$0.00

$0.00 $47.11

$0.00

$39.10

$0.00

$8.01


CaltransCaltrans/SBCAGSBCAGCity of Santa Barbara/County of Santa BarbaraTBDTBDSBCAG/Caltrans

$0.00 $47.11


Project Budget


Project Funding


Construction

Right of Way

Project Support

Total


Apr-10

May-06

Mar-06

Mar-06

Dec-03

1997


Project ScopeIn October 2003, the SBCAG board approved an amendment to the Measure D expenditure plan to include this project which is located in the unincorporated area of Santa Barbara County, in the community of Summerland. The scope of the project includes the construction of a northbound auxiliary lane on US 101 between Evans Avenue and Sheffield Drive. Also included in the project is the construction of a Class I bikeway between the same limits.

StatusThis project was programmed in the 1996 STIP and was one of the original 11 projects that identified for the reprogramming of the $50 million in funding originally slated for the widening of 101. Work began on the project in 1998 and environmental approval was obtained in June 2003. The Coastal Development permit was approved by the County of Santa Barbara in September 2003.

Future MilestonesThrough the allocation of Measure D funds, the project will be able to start construction early in 2004. SBCAG and Caltrans will be working on a cooperative agreement to define the roles and responsibilities during the construction phase.


Route 101 – Ortega Hill


Route 101 – Ortega Hill



Preliminary Studies

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007




Construction


$0.00

$0.00

$0.00

$0.00

Measure D

SLTPP

STIP/SHOPP

Other

Total

$3.10

$0.20

$1.57

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00 $4.87

$0.00

$1.77

$0.00

$3.10


CaltransCaltransNoneCounty of Santa BarbaraCaltransTBDCaltrans

$0.00 $4.87


Project Budget


Project Funding


Construction

Right of Way

Project Support

Other

Total


May-04

Jan-06

Jan-04

Oct-03

Oct-03

Jun-03

Jun-98


Project ScopeThe Measure D Expenditure Plan was amended in October 2003 to provide funding for the Coastal Express Transit service between Ventura and Santa Barbara. This transit service, jointly funded by Ventura County Transportation Commission (VCTC) and SBCAG is a pay per ride service that runs seven days a week serving the US 101 south coast in both counties.

Project StatusThe Coastal Express service began in August 2001 and ridership has continually increased over the last two years. For the fiscal year ending in June 2003, ridership was up 16% from the previous year. During the week, the service provides 11 northbound and 12 southbound trips. The weekend service consists of 9 northbound and southbound trips. Total annual boardings for this last fiscal year was around 73,000. The Coastal Express service is also a comparatively successful transit service from an economic standpoint, in that its farebox recovery ration is over 33%.

Proposed Service ExpansionCurrently, the Coastal Express operates two northbound and southbound “express” trips between Ventura and Santa Barbara. A component of the Measure D regional funds that were allocated to the Coastal Express are slated to help fund an expansion of the express service, likely to begin in July 2004.


Route 101 – Coastal Express

Current Service

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Expanded Service

$0.00

$0.00

Measure D

Other

Total

$1.25

$0.25

$0.00

$0.00

$0.00 $1.50

$0.00

$1.50

$0.00 $1.50

Project Budget


Project Funding


Current Service

Expanded Service

Total

Page 5Page 5--11

Part Five Part Five –– Completed ProjectsCompleted Projects


Project Work Plans


Part Five Part Five -- Completed ProjectsCompleted Projects

September 2002Rt 101/Donovan Rd Interchange

September 2002Rt 101/Stowell Rd Interchange

August 2000Rt 154 (North) Interchange

April 2000Rt 101/Milpas St Interchange

August 1998Rt 1 Operational Improvements

November 1997Rt 154 Operational Improvements

August 1997Rt 154 (South) Interchange

May 1997Rt 101/Main St Interchange

May 1997Rt 101/La Cumbre Rd Interchange

May 1997Rt 101/Storke Rd Interchange

August 1996Hollister/Fairview Intersection

April 1995Rt 135/Betteravia Intersection

April 1995Rt 166 Operational Improvements

Construction CompletedMeasure D Regional Project


Summary of Project Delivery Dates

Completed Projects 1995 - 2002


19911991

19921992

19931993

19941994

19951995


19901990

19891989

November 1989:•Measure D Approved

April 1995:•Rt 135/Betteravia Intersection Completed•Rt 166 Operational Improvements

April 1990:•Sales Tax Collection Begins

April 1991:•Regional Program Project Development Initiated

Measure D Highway Program Timeline

Milestones and Completed Projects 1989 - 1995


Measure D Highway Program Timeline

Milestones and Completed Projects 1996 - 2002


19981998

19991999

20002000

20012001

20022002

19971997

19961996

May 1997:•Rt 101/Storke Rd Interchange •Rt 101/La Cumbre Rd Interchange•Rt 101/Main St Interchange

August 1996:•Hollister Ave/Fairview Ave Intersection

September 2002:•Rt 101/Stowell Rd Interchange•Rt 101/Donovan Rd Interchange

April 2000:•Rt 101/Milpas St Interchange

August 2000:•Rt 101/154 (North) Interchange



Project ScopeThe scope of this project consists of roadway shoulder widening, passing lanes and left turn channelization at two intersections. The project limits are from the junction of Route 101 in the south to Route 246 in the north. Roadway shoulders were widened to an eight-foot width along a majority of the project limits. Two one-mile long passing lane segments were constructed, one north and one south of Jalama Road. Left-turn lanes were constructed at the intersections with Jalama Road and Santa Rosa Road. Extensive mitigation planting has been added in several areas throughout the length of Route 1, a designated Scenic Highway. This project is located in an unincorporated area of Santa Barbara County and neighbors numerous agricultural fields and cattle ranches.

StatusConstruction on this project was completed in August 1998. Part of the construction contract called for a plant establishment period which continued until October 1998. A two-year extension to the plant establishment effort was completed in March 2001.

Completed ImprovementsRoute 1 had several stretches of non-standard roadway shoulders which have been improved to eight feet, thereby improving operations and safety on the highway. The new shoulder widths also function as Class III bikeways.

Route 1 is used as the primary connection between the community of Lompoc and Route 101 to the south. The construction of passing lane segments north and south of Jalama Road has improved operations and safety along the highway and allows faster moving traffic to pass safely, especially during the morning and evening peak hours. In conjunction with the passing lane improvements, channelization at the two busiest intersections along this stretch of Route 1, now allows through traffic to continue unimpeded, while providing sufficient storage for left turn movements. These left turn lanes were constructed at Jalama Road, which provides access to the County Park at Jalama Beach, and at Santa Rosa Road which is a rural road that connects Route 1 to Route 101.

The last improvement was the rehabilitation of approximately fifteen miles of roadway surface on Route 1. This improvement was desperately needed due to the fact that the existing driving surface had deteriorated significantly. This improvement was jointly funded by Measure D and State Highway Operations and Protection Program (SHOPP) funds.

Before

Completed

LEGEND

Map Not to Scale

Begin Project (PM R0.6)

Shoulder Widening PM R0.6 to R3.0

Santa Ynez River

El Jaro Creek


Ocean Ave

To Lompoc

To GaviotaConstruct Passing Lanes PM R7.0

to 8.1

Shoulder Widening PM R7.0 to 19.3

Construct Passing Lanes PM 16.0 to 17.3

Santa Rosa Road

Jalam

a Road

Buellton

Construct Left Turn ChannelizationJalama Rd (PM 15.0)

Construct Left Turn ChannelizationSanta Rosa Rd (PM 17.8)

Overlay Pavement from PM R7.0 to 19.3

Overlay Pavement from PM R0.6 to R3.0

246

101

1





1991 1992 1993 1994 1995 1996 1997 1998 1999 2000


Advertise ConstructionAward ConstructionConstruction Complete

Apr-91

Mar-94

Jan-96

Feb-96

Apr-96

Jun-96

Aug-98

ConstructionRight of WayProject SupportTotal

$10.97$0.04$2.97

$13.99

Measure DSLTPPSTIP/SHOPPOtherTotal

$12.05$0.04$2.99

$15.09

$10.27$0.47$3.25$0.00

$13.99 $15.09$0.00$3.65$0.47

$10.97

Environmental Document / Project ReportFinal DesignDesign and Right of Way OversightLocal Agency ReviewConstruction ManagementConstructionAdministration and Project Management

Caltrans / CaltransBoyle Engineering CorporationCaltransCounty of Santa BarbaraCaltransSully-Miller Contracting CompanyFluor

Extended Plant Establishment Mar-01

$0.0

$1.0

$2.0

$3.0

$4.0

$5.0

$6.0

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003

Incr

emen

tal $

Construction Project Support Right of Way


Preliminary Studies


Construction


Project Funding


Project Budget



Route 101/Milpas Street Interchange

Project ScopeThe scope of this project includes operational and some capacity improvements to the intersection of Route 101 and Milpas Street in the City of Santa Barbara. A modern roundabout was constructed at the intersection of the northbound Route 101 ramps and Milpas Street, Milpas Street was widened south of Route 101, and a signalized intersection was installed at Quinientos Street. Other improvements include slight modifications to the northbound Route 101 ramps and Carpinteria Street. This interchange, which is one of the busiest in Santa Barbara, provides coastal access and is bordered by retail and commercial businesses.

StatusThis project began construction in July 1999 and was open to traffic in April 2000. Additional construction work for landscaping, lighting and artistic elements continued until July 2000. Plant establishment was completed in August 2000.

Completed ImprovementsThe project eliminated the five-point intersection at the confluence of Milpas Street, Carpinteria Street and the northbound Route 101 ramps. A modern roundabout was constructed at this intersection location. As part of the roundabout construction, the northbound Route 101 ramps and Carpinteria Street were modified. The limits of the improvements were extended from Mason Street on the north to just south of the Union Pacific Railway. Milpas Street was widened south of the Route 101 on the east side. Additional right of way was required in this area for construction.

At Indio Muerto Street, an additional left turn lane was added for access to the Route 101 southbound on ramp. A signal was installed at Quinientos Street and linked with other signals at Indio Muerto and the southbound on ramp. The final stage of construction included a pavement overlay from Mason Street to Calle Puerto Vallarta, south of the Union Pacific Railroad line.

Special features of the project include: extensive landscaping with mature shrubs and trees planted in the medians, in the roundabout and along the street, aesthetic treatments added to signal and lighting poles. Pedestrians and bicyclists have been accommodated through the interchange with the maintenance of sidewalks and crosswalks and bike lanes respectively.

Before

Completed

LEGEND

Map Not to Scale

Construct Roundaboutat Intersection

Route 101

Milpas St.

Milpas St.

Carpinteria St.

Cacique St.

Union Pacific Transportation Company

End Project

Begin Project

Widen Portions of Milpas St. Between Project Limits

To Cabrillo Blvd

SB 101

NB 101

Indio Muerto St.

To Route 144

Install Signals

Quinientos St.Mason St.

Calle Puerto Vallarta

Modify Signals


$0.0

$1.0

$2.0

$3.0

$4.0

$5.0

$6.0

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002

Incr

emen

tal $


Project Funding


Project Budget





$4.67$0.19$2.18$7.04


$4.53$0.19$2.18$6.91

$6.27$0.33$0.00$0.44$7.04 $6.91

$0.32$0.00$0.33$6.26


Caltrans / Parsons, Brinckerhoff, Quade & DouglasParsons Transportation GroupCaltransCity of Santa BarbaraHarris & AssociatesLash ConstructionFluor/COM3 Consulting

Route 101/Milpas Street Interchange


1991 1992 1993 1994 1995 1996 1997 1998 1999 2000



Jun-93

May-96

Mar-99

May-99

May-99

Jun-99

Apr-00

Extended Plant Establishment Aug-00


Preliminary Studies


Construction


Route 101/La Cumbre Road Interchange

Project ScopeThe scope for this project included the replacement of the existing Route 101 overcrossing structure and railroad overhead structure, widening of La Cumbre Road, constructing auxiliary lanes on Route 101 and installing signals at two intersections. This project is located within both the City of Santa Barbara and the unincorporated area of Santa Barbara County.

StatusConstruction on this project was completed in May 1997. An establishment period for landscaping was completed in May 1998.

Completed ImprovementsThe new La Cumbre Road overcrossing, spanning Route 101, accommodates two through lanes northbound, one through lane southbound, dual left turn lanes to the southbound Route 101 on ramp, as well as eight-foot bike lanes and five-foot sidewalks on each side of the structure.

The new railroad overhead, spanning the Union Pacific Railway and Modoc Road, accommodates two northbound through lanes from Las Palmas Drive a southbound through lane, as well as an eight-foot bike lane and five-foot sidewalks on the west side, and a five-foot bike lane and five-foot sidewalk on the eastside of the structure.

The southbound off ramp has been widened to three lanes at La Cumbre Road and the southbound on ramp has been widened to two lanes, transitioning to one prior to entering Route 101.

A northbound auxiliary lane on Route 101 was constructed to improve the weaving operations between the Hope Avenue northbound on ramp and the State Street northbound off ramp.

An auxiliary lane was constructed on southbound Route 101 from the confluence of the State Street southbound on ramp to approximately 300 feet south of the La Cumbre Road southbound off ramp. The State Street southbound on ramp was relocated further north as part of the Measure D project at that interchange, completed in August 1997.

New signals were installed at the intersection of La Cumbre Road and Calle Real, and at the intersection of La Cumbre Road and the southbound ramps.

Before

Completed

LEGEND

Map Not to Scale

Route 101

Route 101

Hope A

veCalle Real

Modoc Rd

La Cum

bre RdUnion Pacific

Transportation Company

End Project

Begin Project

Las Palmas Dr

To State St/Route 154

To Hope Ranch Demolish and ReplaceRailroad Overhead

Demolish and ReplaceHighway Overcrossing

SB On Ramp Retaining Wall

Construct N/B and S/BAuxiliary Lanes

Widen SB Off Ramp

Install Signals

NB 101

SB 101

ViaSenda

Install Signals

Widen SB On Ramp

Horse Trail Retaining Wall



Route 101/La Cumbre Road Interchange


1991 1992 1993 1994 1995 1996 1997 1998 1999 2000



Apr-91

May-93

Jan-95

Feb-95

Apr-95

Jun-95

May-97

$7.50$0.01$2.89

$10.39

$7.50$0.01$2.89

$10.39

$8.99$1.40$0.00$0.00

$10.39 $10.39$0.00$0.00$1.40$8.99


Caltrans / CaltransDaniel, Mann, Johnson & MendenhallCaltransCity of Santa Barbara, County of Santa BarbaraCaltransCC MyersFluor

Plant Establishment May-98


Preliminary Studies


Construction

Project Funding


Project Budget




$0.0

$1.0

$2.0

$3.0

$4.0

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000

Incr

emen

tal $




Route 101/154 (South) Interchange

Project ScopeThe scope for this project included the replacement of the existing Route 154 structure, widening of Calle Real to four lanes, constructing a new southbound on ramp and auxiliary lane onto Route 101, and the installation of signals at four intersections. This project is located within both the City of Santa Barbara and an unincorporated area of Santa Barbara County.

StatusConstruction on this project was completed in August 1997. An establishment period for landscaping was completed in August 1998.

Completed ImprovementsThe new Route 154 structure, spanning Route 101, accommodates two northbound through lanes, a left turn lane onto Calle Real, two southbound turn lanes onto the new southbound Route 101 on ramp, and a southbound through lane to Hollister Avenue and State Street. The Route 154 structure includes eight-foot shoulders/bike lanes and a five-foot sidewalk on the west side.

Calle Real has been widened for two through lanes in the westbound direction between State Street and the intersection at Route 154. In addition, left turn lanes have been constructed for eastbound traffic at Wye and Pesetas Roads. Calle Real was widened to the south and a retaining wall was constructed along this stretch of Calle Real.

The new southbound on ramp was constructed off the east side of the Route 154 structure. A southbound auxiliary lane was constructed on Route 101 as an extension of the southbound on ramp. This auxiliary lane continues until approximately 300 feet south of the La Cumbre Road off ramp. Construction of this new ramp allowed for removal of the old southbound on ramp. The new auxiliary lane has improved the poor weaving condition that previously existed with the southbound La Cumbre Road off ramp.

The northbound and southbound off ramps were widened to three lanes at State Street.

Traffic signals at four intersections were replaced and improved as part of this project. Those intersections are: Calle Real and State Street; Route 154 and State Street; Southbound off ramp and State Street; and Route 154 and Calle Real.

Construct S/B Acceleration Lane

Install New SignalsNB 101

Route 154

SB 101

State St

Remove Existing S/B On Ramp

Widen Calle Real to 4 Lanes and E/B turn lanesand construct retaining wall

End Project

Begin Project

Hollister Ave

Route 101

Modify S/B Off Ramp and Hollister Avenueand Modify Signals

Install New Signals

Construct New S/B On Ramp

Add Lane to State St. for N/B On Ramp Access and Modify Existing N/B On Ramp

Demolish and ReplaceExisting Bridge

To Cathedral Oaks Rd/Foothill Rd

Widen Existing N/B Off RampInstall New Signals

Before

Completed

LEGEND

Map Not to Scale



Route 101/154 (South) Interchange


1991 1992 1993 1994 1995 1996 1997 1998 1999 2000



May-92

Sep-94

Feb-96

Dec-95

Mar-96

Jun-96

Aug-97

$5.17$0.04$2.29$7.50

$5.17$0.04$2.27$7.49

$7.17$0.33$0.00$0.00$7.50 $7.49

$0.00$0.00$0.33$7.16


Caltrans / CaltransMark Thomas and CompanyCaltransCity of Santa Barbara, County of Santa BarbaraHarris & AssociatesC.A. RasmussenFluor

Plant Establishment Aug-98


Preliminary Studies


Construction

Project Funding


Project Budget




$0.0

$1.0

$2.0

$3.0

$4.0

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001

Incr

emen

tal $




Project ScopeThe scope for this project included the replacement of the existing Route 101 overcrossing structure and railroad overhead structure, widening of Storke Road, realigning Tecolotito Creek, constructing new northbound ramps, widening Calle Real and installing signals at two intersections. This project is located in an unincorporated area of Santa Barbara County, in the community of Goleta.

StatusConstruction on this project was completed in May 1997. A follow-up landscaping and mitigation planting contract was awarded for construction in July 1998 and was completed in April 1999. A one-year plant establishment was completed in April 2000.

Completed ImprovementsThe new Storke Road overcrossing, spanning Route 101, accommodates two northbound and southbound through lanes, dual left turn lanes in each direction, five-foot bike lanes and five-foot sidewalk on the westside of the structure. The dual left turn lanes provide access to westbound Calle Real. From the most easterly through lane, access to the new northbound Route 101 on-ramp is made by a right-turn.

The new railroad overhead, spanning the Union Pacific Railway , is a single-span precast concrete girder structure, with Mechanically Stabilized Earth (MSE) wall abutments. This structure accommodates two northbound and southbound through lanes, a dedicated right turn lane onto the southbound Route 101 on ramp, as well as an eight-foot bike lane and five-foot sidewalks on the east side, and a seven-foot bike lane and five-foot sidewalk on the westside of the structure.

A new northbound Route 101 off ramp was constructed approximately 0.6 miles east of the interchange, crossing Tecolotito Creek and aligning with Calle Real. A new signalized intersection was constructed at this location to eliminate the old five-point intersection. Calle Real was widened to two lanes transitioning to one in the westbound direction, and two lanes in the eastbound direction. Construction of reinforced concrete box culvert was required to realign Tecolotito Creek under the new northbound ramps. The new northbound Route 101 on ramp was constructed in a loop configuration, with a small bridge structure being constructed to cross Tecolotito Creek.

The southbound Route 101 off ramp was extended to meet the new alignment of the overcrossing and overhead structures. The southbound on ramp was widened to two lanes, transitioning to one prior to entering Route 101. A new signalized intersection was installed at this location. In November 1998, just over a year after the completion of the Measure D project, the southbound on-ramp was modified as a result of the Camino Real development project. The ramp was widened to three lanes, transitioning to one merge lane and one freeway auxiliary lane.

To Cathedral Oaks Rd

Tecolotito Creek Channel

End Project

Route 101 Route 101

Glen A

nnie Rd

Storke Rd

Begin Project

Calle Real

To Hollister Ave

Union Pacific Transportation Company

NB 101

SB 101

Install Signals

Widen S/B On Ramp

Del Norte

ExtendN/B Off Ramp

Before

Completed

LEGEND

Map Not to Scale Remove ExistingN/B On RampRealign Calle Real

Remove ExistingN/B Off Ramp

Construct NewN/B Ramps

Install Signals


Route 101/Storke Road Interchange


Route 101/Storke Road Interchange


1991 1992 1993 1994 1995 1996 1997 1998 1999 2000



Apr-91

Jan-94

Oct-94

Feb-95

May-95

Aug-95

May-97

$9.22$0.58$0.50

$10.30

$9.00$0.58$0.50

$10.08

$3.53$0.00$5.24$1.53

$10.30 $10.08$1.35$5.57$0.00$3.16

Environmental Document / Project ReportFinal DesignDesign and Right of Way OversightLocal Agency ReviewConstruction ManagementConstruction / LandscapingAdministration and Project Management

County of Santa Barbara / County of Santa BarbaraCounty of Santa BarbaraCaltransCounty of Santa BarbaraCaltransGranite Construction / Acacia LandscapingFluor

Plant Establishment Apr-00


Preliminary Studies


Construction

Project Funding


Project Budget




-$1.0

$0.0

$1.0

$2.0

$3.0

$4.0

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002

Incr

emen

tal $




Route 101/154 (North) Interchange

Project ScopeConstruct a new grade separated interchange at the junction of US 101 and State Route 154, approximately five miles north of the City of Buellton. The project location is rural, agricultural land, bordered by hills, that supports various natural environments such as oak woodland, grassland, and riparian habitat.

StatusIn July 1999, the SBCAG board awarded the project for construction. Construction began in August 1999 and was completed a year later in August 2000. Plant establishment began in November 2000 and will continue for a three-year period ending in November 2003.

Completed ImprovementsThe project began in August 1999. Construction of extensions of Zaca Creek culverts and a majority of the earthwork continued through November 1999. Bridge construction began in January 2000. The project was open to traffic in July 2000. Mitigation planting and miscellaneous construction continued through August 2000.

The new interchange is a full-diamond with a two-lane overcrossing structure. Route 154 was extended and realigned by 0.6 miles to the north. A new intersection at Zaca Station Road and Route 154 was constructed, eliminating the intersection of Route 101 and Zaca Station Road. The intersection of Route 154 and Route 101 was also eliminated. Four new access points for adjacent property owners were constructed. The existing culverts under Route 101 were extended on both sides of Route 101 to accommodate the improvements.

End Project

Begin Project

To Santa BarbaraTo

San

ta M

aria

Remove Existing Driveway

Route 101

Route 101

Zaca Stn. Road

Remove Zaca Station Road intersection with Rt 101

Rout

e 15

4 Remove at grade intersection and realign frontage road

Construct new diamondinterchange to the north

Realign Route 154

Route 154

Construct new Zaca Station Road intersection at Rt 154

Before

Completed

LEGEND

Map Not to Scale




1995 1996 1997 1998 1999 2000 2001 2002 2003 2004



Apr-96

Nov-98

Apr-99

Jul-99

May-99

Jul-99

Aug-00

$6.69$0.48$3.42

$10.58

$6.95$0.48$3.45

$10.87

$6.83$0.00$3.75$0.00

$10.58 $10.89$0.00$3.75$0.00$7.14


Woodward-Clyde/Mark Thomas and Co. Mark Thomas and Co. CaltransCounty of Santa BarbaraVali Cooper & AssociatesGranite ConstructionFluor

Plant Establishment Nov-03

Route 101/154 (North) Interchange


Preliminary Studies


Construction

Project Funding


Project Budget




$0.0

$1.0

$2.0

$3.0

$4.0

$5.0

$6.0

1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003

Incr

emen

tal $




Route 101/Betteravia Road Interchange

Project ScopeThe scope of this project included the replacement of the heavily used Betteravia Road overcrossing with a new structure, the realignment of two of the four freeway ramps to Route 101, the widening of the other two freeway ramps, and realignment of two frontage roads. The improvements increased the intersection separation and improved traffic circulation at this interchange. The project is located within an unincorporated area of Santa Barbara County, in the City of Santa Maria’s sphere of influence, and is bordered by agricultural land.

StatusConstruction on this project was completed in September 1997. An establishment period for landscaping was completed in May 1998.

Completed ImprovementsThe new interchange at Route 101 and Betteravia Road is a diamond configuration, where the ramps and adjacent local roads have been shifted away from the freeway to allow for greater distance between intersections on Betteravia Road, thereby improving circulation and storage capacity.

The new Betteravia Road overcrossing is over three times the width of the previous two-lane structure, accommodating two through lanes in each direction, two left-turn lanes to the northbound on ramp, a single left-turn lane onto the southbound on ramp, two eight-foot shoulders and a five-foot sidewalk on the south side. The overcrossing incorporated the use of aesthetic features on the exterior of the concrete barriers and bridge railing. The eight-foot shoulders function as Class III bikeways. Signals have been installed at the intersections of Betteravia Road and northbound and southbound ramps.

The southbound Route 101 ramps were both realigned away from the freeway. The southbound off ramp was widened to include two right turn lanes (one more than previously existed), and one combination lane for left/through traffic. The new southbound on ramp remains one-lane in width on its new alignment.

The northbound Route 101 ramps were widened. The northbound off ramp was widened to three lanes, with one right turn lane, one left turn lane and one combination left/through lane, at the intersection with Betteravia Road. The new northbound Route 101 on ramp has been widened to two lanes at Betteravia Road, transitioning to one lane prior to merging with Route 101.

Nicholson Avenue was extended 500 feet north of Betteravia Road to provide access for large trucks travelling to and from the adjacent truck stop. This improvement was constructed to alleviate back-ups at the interchange caused by large trucks waiting to make a left-turn into the truck stop directly from Betteravia Road.

To San Luis Obispo

Betteravia Rd

Bradley Rd

Brad

ley

Rd

Demolish and ReplaceExisting Overcrossing

End Project

Begin Project

Realign Bradley Rd

To Orcutt

Realign Nicholson Ave

Rout e 101

Realign S/B Off Ramp

Realign S/B On Ramp

Widen N/B Off Ramp

Widen N/B On Ramp

Nic

hols

on R

d

NB 101

SB 1

01

Install SignalsInstall Signals

Remove Existing Bradley Rd

Construct Extension atNicholson Ave

Before

Completed

LEGEND

Map Not to Scale



Route 101/Betteravia Road Interchange


1991 1992 1993 1994 1995 1996 1997 1998 1999 2000



Apr-91

Jan-93

Jan-95

May-95

Jun-95

Oct-95

Sep-97

$4.24$0.33$2.41$6.98

$4.24$0.33$2.41$6.98

$6.74$0.24$0.00$0.00$6.98 $6.98

$0.00$0.00$0.24$6.74


Caltrans / County of Santa BarbaraCounty of Santa BarbaraCaltransCity of Santa MariaCounty of Santa BarbaraMcKean ConstructionFluor



Preliminary Studies


Construction

Project Funding


Project Budget




-$0.3

$0.8

$1.8

$2.8

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002

Incr

emen

tal $



Page 5Page 5--1919 2004 Strategic Plan2004 Strategic Plan

Project ScopeThe scope of this project will include the replacement of the Stowell Road overcrossing with a wider and longer structure. Stowell Road will also be widened both east (to Nicholson Avenue) and west (to Bradley Road) of the new overcrossing. The profile of Stowell Road will be raised to meet the minimum vertical clearance over Route 101 and will require grade adjustments at the intersections of Nicholson Avenue and Bradley Road. At the Nicholson Avenue intersection a new right turn lane will be added for the northbound off-ramp and a new box culvert will be constructed to accommodate Bradley Channel. The existing signals at the Stowell Road/Bradley Road will be modified. This project is located in unincorporated Santa Barbara County, except for a portion of Stowell Road west of the overcrossing structure, which is in the City of Santa Maria.

StatusPreliminary engineering and environmental studies were completed and the environmental document certified in October 1999. Final design was completed in March 2001 and the project was awarded for construction in May 2001. Construction is anticipated to continue for fifteen months to September 2002.

Proposed ImprovementsThe project will improve the undersized Stowell Road overcrossing by nearly doubling the width of the structure. Development on the west side of Route 101 in recent years has increased the traffic moving through this interchange. No local street improvements have been identified as part of this project, though the intersections at Bradley Road and Nicholson Avenue will be modified to conform to the new profile and width of the overcrossing.

The existing Stowell Road overcrossing is a four-span concrete girder structure 46 feet in width. The new overcrossing will include two through lanes in both the eastbound and westbound directions, and eight-foot shoulders on each side of the structure. The shoulders will function as Class III bikeways. Each side of the structure will also include sidewalks for pedestrian traffic.

An eastbound left turn lane will be constructed to provide access to the northbound Route 101 on ramp, and separate through traffic. An additional westbound lane will be constructed to continue to provide access to the retail centers off of Bradley Road as well as separating through traffic from those going north toward Alan Hancock Community College. The intersection of Stowell Road and Nicholson Road/northbound ramps will be controlled by stop signs at the off-ramp and Nicholson Avenue only. The signal at the intersection of Stowell Road and Bradley Road will be modified.

As a result of the profile and widening changes required for the Stowell Road overcrossing replacement, the existing box culvertbeneath Stowell Road at the Bradley Channel will be replaced entirely with funding provided by Caltrans.

Additional right of way, both temporary and permanent, will be required for construction.

To Orcutt

NB

101

To San Luis Obispo

Brad

ley

Rd

Bradley

Rd Demolish and ReplaceExisting Overcrossing

Nic

hols

on R

d

Battles Road

SB 101

Modify Signals

Brad

ley

Cha

nnel

Replace Existing Box Culvert

Existing

Proposed

LEGEND

Map Not to ScaleBegin Project

Stowell Road

Widen Stowell Road

Route 101/Stowell Road Interchange

Part Five Part Five –– Completed ProjectsCompleted Projects

Page 5Page 5--2020 2004 Strategic Plan2004 Strategic Plan

Project Support

Total

$1.89

$6.52

STIP/SHOPP

Other

Total

$1.89

$6.52

$0.00

$0.75

$6.52 $6.52

$0.75

$0.00


RBF ConsultingRBF ConsultingCaltransCity of Santa Maria, County of Santa Barbara Flood ControlMNS EngineersGranite ConstructionFluor

Route 101/Stowell Road Interchange




Preliminary Studies



Award Construction

Construction


Apr-98

Oct-99

Mar-01

May-01

Mar-01

May-01

Plant EstablishmentSep-02

Advertise Construction

Oct-03

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

$4.29$0.33$1.89$6.52

$4.35$0.16$2.23$6.73

$5.77$0.00$0.00$0.75$6.52 $6.74

$0.84$0.00$0.00$5.90

Project Funding


Project Budget




$0.0

$1.0

$2.0

$3.0

$4.0

1996 1997 1998 1999 2000 2001 2002 2003

Incr

emen

tal $



Route 101/Main Street Interchange

Project ScopeThe scope of this project included the realignment of three of the four freeway ramps to Route 101, construction of reinforced concrete box culverts for both northbound on and off ramps, re-striping of Main Street, and elimination of one signalized intersection. The combination of these improvements has improved storage capacity on Main Street. This project is located within the City of Santa Maria, in an area with both commercial and residential uses.

StatusConstruction on this project was completed in May 1997. An establishment period for landscaping was completed in May 1998.

Completed ImprovementsThe new interchange at Route 101 and Main Street is a diamond configuration with the ramps relocated away from the freeway to allow for greater distance between intersections on Main Street, thereby improving circulation and storage capacity on Main Street.

The northbound on ramp was shifted to the east to conform to the alignment of Nicholson Avenue. A short segment of Nicholson Avenue north of Main Street was converted into the new northbound on ramp. This on ramp is two lanes wide at the intersection with Main Street and transitions to one lane prior to entering Route 101. A box culvert approximately 130 meters long was constructed so that the on ramp could cross Bradley Channel.

The northbound off ramp was realigned to terminate on Nicholson Avenue, approximately 40 meters north of Cypress Street. A three-way stop controlled intersection was installed at this location. A box culvert approximately 50 meters long was constructed so that the ramp could cross Bradley Channel. Nicholson Avenue between Main Street and the new northbound off-ramp was widened to three lanes and resurfaced. The new three-lane configuration consists of two lanes northbound and one lane southbound.

Dual left turn lanes from westbound and eastbound Main Street were provided to the southbound and northbound Route 101 on ramps. The southbound on ramp was realigned to intersect with Bradley Road, enabling the removal of the signalized intersection for the old on ramp entirely. Bradley Road was converted to a one-way street in the southbound direction from Main Street to Jones Street.

Cypres s St .

Begin Project

Route 101

Main St. (Rt 1 66 )

Bradley Drainage Channel

Bradley RdEnd Project

To Or cut t

Nicholson Ave

Jones St. Relocate S/B On Ramp

SB 101 NB 101Resurface & Restripe

Main Street

Realign N/B Off Ramp

Construct Box Culvert

Modify Bradley to a One-Way Street

Construct Box Culvert

Resurface and WidenNicholson Ave

Realign N/B On Ramp

Main St.

Route 101

Before

Completed

LEGEND

Map Not to Scale



Route 101/Main Street Interchange


1991 1992 1993 1994 1995 1996 1997 1998 1999 2000



May-92

Sep-94

Mar-96

Apr-96

Apr-96

Jun-96

May-97

$2.75$0.14$1.88$4.77

$2.75$0.14$1.87$4.76

$4.60$0.17$0.00$0.00$4.77 $4.76

$0.00$0.00$0.17$4.59


Caltrans / CaltransRBF ConsultingCaltransCity of Santa Maria, County of Santa Barbara Flood ControlHarris & AssociatesR. Burke CorporationFluor



Preliminary Studies


Construction

Project Funding


Project Budget





-$0.3

$0.8

$1.8

$2.8

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001

Incr

emen

tal $



Bradley Road

Construct S/B on rampfor eastbound traffic

Car

lotti

Dri

ve

Begin Project

Demolish and ReplaceExisting Overcrossing

NB 101

SB 101

To Orcutt

To San Luis Obispo

Existing

Proposed

LEGEND

Map Not to Scale

ConstructRetaining Wall

ConstructRetaining Wall

Lynn

Dri

ve

End Project

Col

lege

Dri

ve

Donovan Road

Modify Signals

Install Signals

Widen Donovan Road

Route 101/Donovan Road InterchangeProject ScopeThe scope of this project will include the replacement of the Donovan Road overcrossing, and the widening of Donovan Road between two adjacent intersections, realignment of the northbound Route 101 ramps, and construction of a new southbound Route 101 on ramp. Signals will be installed at two intersections. This project is in the City of Santa Maria.

StatusPhase I of the project, realignment of the northbound ramps and signalization of the intersection with Donovan Road, was completed in December 1998. Preliminary engineering and environmental studies for the remaining improvements (Phase II), were completed and the environmental document certified in October 1999. Final design was completed in March 2001 and the project was awarded for construction in May 2001. Construction is anticipated to continue for fifteen months to September 2002.

Proposed ImprovementsPhase I: The intersection of the northbound Route 101 ramps and Donovan Road has been realigned to the east to conform with the alignment of Carlotti Drive. Signals were installed at this new location.

Phase II: The project will improve the undersized Donovan Road overcrossing by nearly doubling the width of the structure with a new two-span overcrossing of Route 101. West of Route 101, the intersection of Donovan Road and southbound Route 101 ramps will also be modified to conform to the widened Donovan Road. Signals will be installed at this intersection. In addition, to accommodate eastbound traffic on Donovan Road, a new southbound Route 101 on ramp will be constructed.

The existing Donovan Road overcrossing is a four-span, 46 foot wide, concrete girder structure that will be replaced by a new two-span structure. The new overcrossing will accommodate two through lanes for both eastbound and westbound traffic, and eight-foot shoulders on each side of the structure. The shoulders will function as Class III bikeways. Each side of the structure will also include sidewalks for pedestrian traffic.

A new southbound Route 101 on ramp for eastbound traffic on Donovan Road will be constructed. The existing southbound on ramp will remain to handle traffic turning right from westbound Donovan Road. A signal will be placed at this intersection of the existing southbound Route 101 ramps and Donovan Road.

Additional right of way, both temporary and permanent, will be required for construction of the Phase II improvements.




RBF ConsultingRBF ConsultingCaltransCity of Santa MariaMNS EngineersGranite ConstructionFluor

Route 101/Donovan Road Interchange


Preliminary Studies



Phase I - Construction Complete

Award Construction

Construction

Phase II - Construction Complete

Apr-98

Oct-99

Mar-01

May-01

Dec-98

Mar-01

May-01

Plant EstablishmentSep-02

Advertise Construction

Oct-03

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006



$6.15$0.36$2.29$8.79

$6.21$0.17$2.70$9.08

$8.49$0.17$0.00$0.30$8.79 $9.08

$0.38$0.00$0.00$8.70

Project Funding


Project Budget




$0.0

$1.0

$2.0

$3.0

$4.0

$5.0

1996 1997 1998 1999 2000 2001 2002 2003

Incr

emen

tal $



Route 135/Betteravia Road Intersection

Project ScopeThe scope of this project included the improvement of this intersection through the construction of two right turn lanes and the lengthening of three left turn bays to increase storage capacity. This intersection is a vital link in the City of Santa Maria as Route 135 (Broadway) is a primary north-south arterial and Betteravia Road provides access to Route 101 and the municipal airport. This project is located within the City of Santa Maria in an area of primarily commercial uses.

StatusConstruction on this project was completed in April 1995. An establishment period for landscaping was completed in July 1995. The Project Closeout Report was accepted by the SBCAG Board in December 1997.

Completed ImprovementsOperational improvements to the intersection were made through the construction and modification of several turning lanes. The following improvements were completed as part of this project:

East Leg: The left turn bay on Betteravia Road was lengthened to accommodate more traffic turning onto southbound Broadway (Route 135).

West Leg: The left turn bay on Betteravia Road was lengthened to accommodate more traffic turning onto northbound Broadway (Route 135).

South Leg: A new right turn lane was constructed for traffic turning onto eastbound Betteravia Road, toward Route 101. In addition, the left turn bay on Broadway (Route 135) was lengthened to accommodate more traffic turning onto westbound Betteravia Road, toward the airport. A portion of right of way that was acquired in order to construct the right turn lane on this leg was restored aesthetically through landscaping and the construction of a retaining wall.

Rt 135 (Broadway)

Betteravia Rd

To Santa Maria A

i rport

Left Turn Bay StorageIncreased

Right Turn Lane Constructed


To Route 101

Before

Completed

LEGEND

Map Not to Scale


Right Turn Lane Constructed



Route 135/Betteravia Road Intersection


1991 1992 1993 1994 1995 1996 1997 1998 1999 2000



Jul-91

Oct-92

Feb-94

May-94

Jun-94

Aug-94

Apr-95

$0.53$0.13$0.45$1.10

$0.53$0.13$0.45$1.10

$1.01$0.09$0.00$0.00$1.10 $1.10

$0.00$0.00$0.09$1.01


Caltrans / CaltransMartin, Northart & SpencerCaltransCity of Santa MariaCaltransUnion AsphaltFluor

Plant Establishment Jul-95


Preliminary Studies


Construction

Project Funding


Project Budget




-$0.2

$0.0

$0.2

$0.4

$0.6

$0.8

1991 1992 1993 1994 1995 1996 1997 1998

Incr

emen

tal $




Route 154 Operational Improvements - Group IProject ScopeThe scope of this project provided twelve operational improvements on Route 154 along the entire length of the highway. Route 154 begins at the north junction with Route 101, north of Buellton, and terminates at its south junction with Route 101 in SantaBarbara. After identification of 28 potential improvement locations along Route 154, the project was segregated into two phasesof work based on priority and schedule. The Group I improvements were narrowed down to eleven high priority locations, comprised of three passing lanes, one acceleration lane segment, five turning lanes improvements, one turnout and one area of shoulder widening. During construction of these eleven improvements, an additional turning lane improvement was added at the Cachuma Village intersection.

StatusConstruction on this project was completed in November 1997. Part of the construction contract included a plant establishment period which continued until November 1998. A majority of the plant establishment was completed in March 2001. The remainder of the plant establishment locations will continue to be monitored until March 2002.

Completed ImprovementsTwelve improvements have been constructed. These improvements are:Location A at PM 30.6-31.3: The roadway shoulder was widened in the westbound direction from 0.3 miles west of the San Antonio Creek Bridge to the Salvar Road overcrossing.Location B at PM 29.7-30.0: Left turn lane for both eastbound and westbound traffic was constructed at San Antonio Creek Road.Location C at PM 27.9: A turnout for westbound traffic approximately 1.2 miles east of Painted Cave Road. Location D at PM 26.9-27.7: A westbound passing lane was constructed from 0.2 miles east to 0.9 miles east of Painted Cave Road.Location E at PM 26.9: Left turn lane for eastbound/westbound traffic was constructed at San Marcos Road/Painted Cave Road intersection.Location F at PM 25.4: Left turn lane was constructed at Kinevan Road (South)/West Camino Cielo.Location G at PM 24.2-25.0: Median acceleration lanes were constructed in each direction to facilitate turn movements to Route 154 from Kinevan Road (North) and East Camino Cielo.Location H at PM 10.3-12.0: An eastbound passing lane was constructed from 0.1 miles east of the Santa Ynez River Bridge to 0.6 miles east of the San Lucas Creek Bridge. The San Lucas Creek Bridge was widened as part of this improvement.Location I at PM 6.9 to 7.9: A westbound passing lane was constructed from 1.0 mile east of Baseline Avenue (Edison Street) to 0.2 miles west of the Route 154/Route 246 junction.Location J at PM 3.7-4.1: Left turn lane for westbound traffic was constructed at Santa Ynez Valley Market Road. Location K at PM 3.0-3.4: Left turn lane for eastbound/westbound traffic was constructed at Alamo Pintado Road.Location L at PM 12.3: The intersection at Cachuma Village was improved by constructing a left turn lane, (this improvement was originally part of the Group II improvements).

Construct Left Turn Channelization at- Alamo Pintado Rd (K)Begin Project

Construct Passing Lane- Westbound (I)

Santa Barbara

Buellton

Solvang

End Project

Los Olivos

Ala

mo

Pint

ado

RdFi

guer

oa M

tn R

d

San

Mar

cos R

d

Painted

Cave R

d

San Antonio Crk Rd

Construct Passing Lane- Eastbound (H)

Construct Acceleration Lanes (G)

Construct Lt Turn Channelization at- Kinevan Rd (South)/W. Camino Cielo (F)

Construct Lt Turn Channelization at- Painted Cave/San Marcos Rd (E)

Mitigation Sites near Locations(K) and (H)

101

154

246

Construct Left Turn Channelization at- Santa Ynez Market (J)

Construct Lt Turn Channelization at- Cachuma Village (L)

101

Construct Lt Turn Channelization at- San Antonio Creek (B)

Construct Passing Lane- Westbound (D)

Construct Shoulder Widening (A)

Construct Turnout- Westbound (C)

LEGEND

Map Not to Scale- Turnout- Acceleration Lane

- Shoulder Widening- Lt Turn Lane- Passing Lane



Route 154 Operational Improvements - Group I


1991 1992 1993 1994 1995 1996 1997 1998 1999 2000



Apr-91

Feb-94

Feb-96

Jan-96

Apr-96

Jun-96

Nov-97

$8.76$0.03$3.61

$12.37

$8.76$0.00$3.61

$12.37

$11.85$0.52$0.00$0.00

$12.37 $12.37$0.00$0.00$0.52

$11.85


Caltrans / CaltransCentennial EngineersCaltransCounty of Santa BarbaraHarris & AssociatesGranite ConstructionFluor

Extended Plant Establishment Mar-02


Preliminary Studies


Construction

Project Funding


Project Budget




$0.0

$1.0

$2.0

$3.0

$4.0

$5.0

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002

Incr

emen

tal $





Project ScopeThe scope of this project included the improvement of this segment of Route 166 (West Main Street), which is an undivided two-lane, conventional highway, that runs from Santa Maria to Guadalupe. Improvements include the construction of left turn lanes at five intersections and shoulder widening throughout the project limits. Route 166 is within the City of Guadalupe from the intersection at Route 1 to Flower Street, then passes through an agricultural and unincorporated area of the County of Santa Barbara until it reaches the Santa Maria city limits at Blosser Road.

StatusConstruction on this project was completed in April 1995. The Project Closeout Report was accepted by the SBCAG Board in February 1998.

Completed ImprovementsOperational improvements along Route 166 were made at the following intersections:

Route 1 (PM 0.0): This intersection was improved by adding a right turn lane in the westbound direction. The railroad grade was improved in conjunction with the Federal Railroad-Highway Grade Crossing Program, to accommodate the increased width of the roadway.

Obispo Street (PM 0.2): Improvements at this intersection included the construction of left turn lane from eastbound Route 166 to northbound Obispo Street.

Flower Street (PM 0.4): The improvement at this intersection provides a left turn lane from eastbound Route 166 to northbound Flower Street.

Bonita School Road (PM 3.8): A left turn lane from eastbound Route 166 to northbound Bonita School Road was constructed at this intersection.

Black Road (PM 4.8): The improvement at this intersection provides a left turn lane from westbound Route 166 to southbound Flower Street.

Shoulder Widening: The roadway shoulders of Route 166 were widened to eight-feet from Post Mile 0.0 at the Route 1 intersection, to Post Mile 6.5.

Flower St.

Obi spo St .

Simas St .

Bonita School Rd

Black Rd


Hanson Rd

Ray R d

Turning Lanes Constructed at:

1) Obispo St.2) Flower St.3) Bonita School Rd4) Black Rd

Shoulders Rehabilitated and Widened Throughout

To Guadalupe

1

1 Modified and UpgradedRailroad Crossing

Begin Project (PM 0.0)

Before

Completed

LEGEND

Map Not to Scale

166

Southern Pacific Transportation Com

pany

1

To Santa Maria





1991 1992 1993 1994 1995 1996 1997 1998 1999 2000



Jul-91

Jul-92

Oct-93

Oct-93

Jan-94

Apr-94

Apr-95

$1.83$0.04$0.84$2.70

$1.83$0.04$0.84$2.70

$1.87$0.25$0.00$0.58$2.70 $2.70

$0.58$0.00$0.25$1.87


Caltrans / CaltransNolte and AssociatesCaltransCity of Guadalupe, County of Santa BarbaraCaltransMadonna ConstructionFluor

Plant Establishment N/A


Preliminary Studies


Construction

Project Funding


Project Budget




$0.0

$0.4

$0.8

$1.2

$1.6

$2.0

1991 1992 1993 1994 1995 1996 1997

Incr

emen

tal $




Hollister Avenue / Fairview Avenue Intersection

Project ScopeThe scope of this project included the improvement of the operations at this intersection through the construction of additional turning lanes, through lanes and the lengthening of one existing left turn lane to increase storage capacity. This intersection is a busy and vital link in Old Town Goleta due to its proximity to Route 101, the Santa Barbara Airport, and many local businesses. This project is located in the community of Goleta.

StatusConstruction on this project was completed in August 1996. The Project Closeout Report was accepted by the SBCAG Board in October 1998.

Completed ImprovementsOperational improvements were made at each leg of the intersection.

East Leg: The left turn bay on Hollister Avenue was lengthened to accommodate more traffic turning onto southbound Fairview Avenue.

West Leg: The existing median and sidewalk were reduced in width to accommodate the construction of a new left turn lane and through lane. The new left turn lane, complements the previous left turn lane by adding storage capacity for traffic desiring to travel from eastbound Hollister Avenue to northbound Fairview Avenue and Route 101. The new through lane eliminates the previous combination through/left lane that existed. The existing right turn lane was maintained but realigned to the west, which required the acquisition of right of way in this quadrant.

South Leg: Fairview Avenue south of the intersection was modified through the construction of a new left turn lane, new sidewalks, and curb and gutters. A new left turn lane was constructed for traffic turning onto westbound Hollister Avenue. This segment of Fairview also includes Class II bikeways and sidewalks to accommodate bicycle and pedestrian traffic.

North Leg: This leg of the intersection was modified through the construction of an additional left turn lane and through lane. The new left turn lane was constructed for traffic turning onto eastbound Hollister Avenue. The through lane provides an additional through lane to South Fairview Avenue. The existing right turn lane was maintained but realigned to the west, which required the acquisition of right of way in this quadrant.

Hollister Ave

Fairview A

ve

To Santa Barbara Airport

Add Left Turn Laneand Through Lane

Add Left Turn Lane

Lengthen Left Turn BayBefore

Completed

LEGEND

Map Not to Scale

Add Left Turn Laneand Through Lane

To Route 101



Hollister Avenue / Fairview Avenue Intersection


Preliminary Studies

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000




Construction


Jul-91

Nov-92

May-94

May-95

May-95

Jul-95

Aug-96

$0.91$1.70$1.08$3.68

$0.91$1.70$1.08$3.68

$3.58$0.11$0.00$0.00$3.69 $3.69

$0.00$0.00$0.11$3.58


County of Santa Barbara / County of Santa BarbaraCounty of Santa BarbaraFluorCity of Santa BarbaraCounty of Santa BarbaraLash ConstructionFluor

Landscaping/Plant Establishment Oct-97


Project Funding


Project Budget




$0.0

$0.4

$0.8

$1.2

$1.6

1991 1992 1993 1994 1995 1996 1997 1998 1999

Incr

emen

tal $



Page 6Page 6--11

Part Six Part Six –– Program FinancingProgram Financing

FINANCING PLAN

A large part of the strategic planning effort is developing the financial plan that ensures feasibility of the Measure D Highway Program. Part Six, “Program Financing”, documents the analysis and results of the financial plan component of the 2004 Strategic Plan. The Measure D financing plan is included as Appendix Two.1

The primary objective of the financing plan is to ensure that funding is available when needed to meet the expenditure needs of the program. At the inception of the Measure D program, SBCAG was faced with the option of choosing a financing strategy of bond funding or pay-as-you-go. In 1993, SBCAG adopted a bond financing strategy that has proven successful with the results being all but one Measure D project being completed well in advance of the sunset date for revenue collection.

Apart from addressing the financial feasibility and the financing strategy, Part Six of the Strategic Plan also addresses in more detail the various revenue sources and expenditure needs and how they are interwoven to ensure financial feasibility. This includes revenue sources such as sales tax collections, project specific funding contributions, and earned interest. The discussion of expenditures revolves around the two principal sources: project expenditures and expenditures related to bond financing. Project expenditures are those necessary for direct implementation of each Measure D project. Expenditures related to bond financing, or more commonly referred to as bond debt service, is the cost for repaying the bonded debt incurred.

Lastly, the program cash flow is discussed in Part Six. The program cash flow aligns actual and forecast funding with actual and anticipated expenditures over time. The program cash flow is derived by summarizing or “rolling-up” the individual cash flows for each project. These individual project cash flows are generated from the project expenditure and funding schedules. The goal in generating the program cash flow is to achieve a positive ending cash balance for each year of the twenty-year program.

FINANCING STRATEGY

At the inception of the program, the decision on a financing strategy was key on how and when the Measure D projects would be delivered. SBCAG was presented with a choice of adopting a financing strategy of bond financing or pay-as-you-go. Under bond financing, project costs are paid using the proceeds from the sale of bonds, while the bonded debt is repaid from the collected sales tax revenues. Under a pay-as-you-go approach, projects are funded as sales tax revenues are received, and expenditures are limited to the available fund balance at any point in time.

Before choosing a financing strategy for the Measure D Program, SBCAG prioritized projects and developed preliminary implementation schedules. The result was a program that was segregated into two implementations phases. Scenarios were developed and evaluated using both financing approaches. The pay-as-you-go financing was rejected because not enough funds were available to complete the entire program without delaying some projects. As

______

1For the purpose of financial planning all dollar amounts discussed in Part Six are in escalated dollars. Projected sales tax revenue are based on a forecast which assumes annual growth factors that include inflation. Future project costs also include an escalation factor (if applicable) to the date of expenditure.


a result, lower priority projects would have had to be deferred until sufficient revenues became available, while project costs actually increased due to escalation.

Consequently, in 1993 SBCAG adopted a bond financing strategy and issued its first bonds. Between 1994 and 2000 each Strategic Plan provided for flexibility in the financial plan to issue additional bonds to maintain “on-schedule” program implementation. In the 2001 Strategic Plan, as a result of several extremely rich years of sales tax growth, SBCAG was able to present a financing plan that did not call for additional bonding in future years to meet the expenditure needs of the program. This is again the case in the 2004 Strategic Plan. Therefore, essentially the program has reverted to a pay-as-you-go program for the remaining years. All proceeds from the 1993 issue have been spent as of this year. Outstanding expenditures include bonded debt and project expenditures, both of which are to be paid from forecast sales tax revenues in that order. The total bonded debt service is less than what was previously reported in the 2001 Strategic Plan as a result of SBCAG refunding its debt in September 2003. For the purposes of context both bond series are discussed below.

Series 1993 Bond IssuePursuant to the SBCAG board’s decision to adopt bonding financing, SBCAG issued bonds in November 1993 (fiscal year 1994). The size of the bond issue was determined using an optimization approach based on the cash needs of the program anticipated at that time. The total issue was set at $48.6 million in tax-exempt, limited tax bonds.

The Series 1993 bond issue was insured and received ratings of "Aaa" by Moody’s Investors Service and "AAA" by Standard & Poor’s Corporation. This issue used a surety bond, as a cash substitute agreement by the bond insurer to provide funds equivalent to the debt service reserve fund, should those funds be needed. Use of a surety bond allowed for a more economical use of the bond proceeds toward project implementation. If a surety bond were not employed, a funded debt service reserve fund would have been used, requiring an increase in the bond amount equal to approximately one year's debt service on the total amount.

Series 2003 Bond IssueIn early 2003, with the public finance bond market having experienced a significant reduction in interest rates, SBCAG began undertaking efforts to refund its bonded debt. In April 2003, the SBCAG approved the refunding process and in August 2003, the board adopted a resolution to sell the bonds. SBCAG received bids in September on the Series 2003 bonds based on a projected principal amount of $26.835 million. Table 6-2 shows the details of the Series 2003 issue. With the sale of this series, the 1993 issue has been paid off.

Part Six Part Six -- Program FinancingProgram Financing

BOND ISSUE SCHEDULE SERIES 1993 ($ In Millions)

Table 6-1

Issue Date

Bond Proceeds

Bond Cost

Par Value

FY 1994 $47.29 $1.28 $48.57

Total $47.29 $1.28 $48.57

Table 6-1 shows the details of the Series 1993 bond issue. The total bonded value, or par value, is comprised of the actual proceeds obtained from bonding and the costs associated with issuing the bond. The repayment of the debt service on the Series 1993 bonds was originally scheduled through the year 2010. Annual debt service payments averaged around $4.6 million based on an average annual interest rate of 4.78%.

BOND ISSUE SCHEDULE SERIES 2003 ($ In Millions)

Table 6-2

Issue Date

Bond Proceeds

Bond Cost

Par Value

FY 2004 $27.19 $0.29 $27.48

Total $27.19 $0.29 $27.48


Coverage AssumptionsThe Additional Bonds Test (ABT) is a measure of credit security as well as a requirement for the issuance of any additional bonds. The ABT is based on a calculation which uses the total of sales tax revenues collected by Measure D. The calculation requires that the total gross sales tax revenues must be equal to or greater than the maximum annual debt service times a multiplier. A result is calculated for each of the remaining years of the program and uses the prior year’s annual sales tax revenues. The Series 1993 bonds used a 2.0 multiplier which at the time was an industry standard. In developing the 2003 Series, it was apparent that current market trends had generally shown a reduction in the allowable ABT based upon coverage assumptions used by other public agencies that have recently issued bonds. Consequently, SBCAG lowered its gross coverage ratio to 1.5. A calculation for net coverage is also included in the Financing Plan, and is calculated based on sales tax revenues allocated to the Measure D Highway Program. This net ABT is calculated in a similar fashion as gross ABT.

PROGRAM FUNDING

Several sources of funding are being utilized to pay for the expenditures of the Measure D Highway Program. Sales tax revenues comprise the greatest source of funding. Supplementing this funding source are fuel tax revenues from the State-Local Transportation Partnership Program (SLTPP), the State Transportation Improvement Program (STIP), and the State Highway Operation and Protection Program (SHOPP). Other identified sources include interest income and bond proceeds. Table 6-3 shows the anticipated funds from each of the major funding sources. A detailed discussion of each of the funding sources follows.

Sales Tax RevenuesAs shown in Table 6-3, the principal funding source is sales tax revenues. The $134.5 million comes directly from the 29.5% share allocated to the regional highway program or Measure D Highway Program. This amount is further allocated based on the Expenditure Plan percentages to each of the fifteen Measure D Highway projects. Part Two "Introduction“ discusses how the total sales tax revenue is split among three programs.

A monthly account of total sales tax collections for Santa Barbara County is reported to the State Board of Equalization (BOE). The BOE administers collection and disbursement of the sales tax revenues associated with all Self-Help Counties. The BOE administers a fee as a first cut from the total sales tax revenue collected. BOE costs are limited by State law to 1.5% of gross sales tax revenues. After the BOE deduction, the remaining sales tax revenues are distributed to the bond trustee. This has been the process since SBCAG issued bonds in 1993. As a part of limited-tax bond issuing for public agencies, credit analysts and bond insurers require that all sales tax revenues be paid to a bond trustee. The trustee deducts the monthly amount due for debt service and remits the remaining amount to the indebted agency. In our case, the trustee remits the net sales tax to the County Auditor-Controller who acts as SBCAG’s bank.

After the trustee deducts the debt service, the remaining sales tax revenues are transferred to the Santa Barbara County Auditor Controller for allocation. The Auditor Controller levies a small processing fee on a monthly basis, as well as adding any interest that is earned on the balance. From this subtotal a 1.0% disbursement is made to SBCAG for direct use in the development of their budget to administrate the Measure D Program. The remaining revenue is then available for allocation to the Local Program (70%), the Highway Program (29.5%) and Specialized Transit (0.5%).

As in past financing plans, SBCAG has used information from the yearly issue of the Santa Barbara County Economic Outlook study sponsored by the University of California Santa Barbara to assist in forecasting sales tax growth in the future years of this program. One of the key features in the Economic Outlook is a table which shows projected total taxable sales within Santa Barbara County. The annual growth rate used to generate these forecast sales includes both population growth and per capita growth assumptions. In developing projected growth rates for future years (fiscal years 2004 to 2010) of the Measure D Program, SBCAG has looked at both historical data from actual sales tax revenue and forecasts from the 2003 Economic Outlook. The 2003 Economic Outlook includes an average growth rate of 5.94% in nominal dollars between the years 2004 and 2007, which is significantly higher than the historical average for Measure D of 4.64%. SBCAG is forecasting an average annual increase of 2.0% for fiscal years 2004 to 2010.



Figure 6-1 shows total sales tax revenues generated from Measure D on a yearly basis and the amount allocated to the Highway Program. Annual sales tax revenues for the Highway Program vary from an actual of $4.4 million in 1991 to a projected $8.8 million in 2009, the last complete year of the revenue collection. These figures are shown in detail in Appendix Six: Table A6–1. Over the twenty-years Measure D will be in effect, it is projected that a gross total of $465.2 million will be collected, of which $134.5 million will ultimately be allocated to the Highway Program.

Figure 6-1Measure D Sales Tax Revenues - Annual

-$5

$5

$15

$25

$35

1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010

(In

Mil

lion

s)

Highway Program Total Program



Figure 6-2 shows the cumulative total sales tax revenue for Measure D ($465.2 million) and the cumulative sales tax revenue allocated for the Highway Program ($134.5 million). These figures are shown in detail in Appendix Six: Table A6–2. Total sales tax revenues are based on actual collections from inception of Measure D (April 1990) through the end of fiscal year 2003. From 1993 to 1995, sales tax revenue growth was below 2.0% per year. A resurgent growth began in 1996 and has continued through fiscal year 2001. During that six year span revenue grew at an average annual rate of 7.5%. Over the last two years, revenue growth has dipped to an average growth rate of 2.5%. SBCAG has used a projection of 2.0% annual growth for 2004 to 2010.

Figure 6-2Measure D Sales Tax Revenues - Cumulative

$0

$100

$200

$300

$400

$500

1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010

(In

Mil

lion

s)

Highway Program Total Program



As previously described, SBCAG has experienced years of both tremendous and stagnant revenue growth since the inception of Measure D. With the program of projects nearing completion, and to identify potential uses for the remaining balance, in the 2004 Strategic Plan SBCAG chose to employ a fairly conservative revenue growth forecast of 2.0% per year. This is particularly conservative when considering the average annual growth for the program has been around 4.6%. Coupling the revenue growth forecast with the significant changes in project expenditures and other funding, as a result of amendments to the expenditure plan, the financial plan still shows a program ending balance of $9.9 million.

State Transportation Improvement Program (STIP)The 1994 STIP adopted by the California Transportation Commission (CTC) programmed $5.2 million for the Route 101/Storke Road project. These funds have been used for construction and right of way capital expenditures on the Route 101/ Storke Road project. The actual contribution from the State is anticipated to be around $5.2 million based on the percentages outlined in the funding agreement of actual construction and right of way capital costs.

In May 1998, as part of the 1998 STIP, the CTC approved $3.0 million in State-only funds for the Route 101/154 (North) project. Later in 1998, SBCAG submitted a request for an additional $0.75 million in STIP funds. The CTC approved this funding increase to make the total contribution from the STIP $3.75 million for the Route 101/154 (North) Interchange project.

In October 2003, the SBCAG board approved an amendment to the Measure D expenditure plan which in short resulted in adding three “new” regional projects into the program. Two of those projects, the Route 101 Milpas to Hot Springs project and the Route 101 Ortega Hill project have programmed STIP funding. The amount of STIP funding assigned to those projects is $34.4 million and $4.7 million respectively. In the case of Milpas to Hot Springs, the Measure D moneys are being used to fill funding gaps due to cost increases. In the case of Ortega Hill, Measure D funds are allowing the project to move forward into construction in 2004, when State highway account shortfalls were likely to delay the project significantly.

Table 6-3 shows the anticipated funding from the STIP.

State-Local Transportation Partnership Program The SLTPP was created through legislation to provide State matching funds for construction of locally funded transportation projects. This funding program was divided into annual cycles beginning with Cycle 1 and continued with funding through Cycle 9. For each annual cycle the State matching ratio is determined based on the amount of SLTPP funds included in the State budget and the total construction cost of eligible projects included in the cycle. A schedule of the SLTPP application deadlines and award deadlines for Measure D projects is located in Appendix Four.


FUNDING BY SOURCE

($ In Millions) Table 6-3

Source Amount

Measure D Sales Tax 134.52

SLTPP 3.93

STIP 48.21

SHOPP 3.65

Caltrans Maintenance/Minor A 1.81

Local and Other 1.17

Interest Earnings 10.09

Federal 1.35

Bonds Proceeds 1 55.17

Total $ 259.90 1 Includes interest earnings on bonds.

Bond ProceedsProceeds from the sale of bonds has formed the second largest funding source for implementation of the Measure D Highway Program. The Series 1993 bond issue generated proceeds in the amount of $47.3 million.

Coupled with interest earnings achieved between 1993 and 2003 when all proceeds from the 1993 series were exhausted, the total amount contributed to project expenditures was $55.2 million. This amount is shown in Table 6-3.


State Highway Operations and Protection Program The SHOPP funds rehabilitation and safety work on State Highways. The 1994 SHOPP included $3.4 million for a Caltrans rehabilitation project on Route 1 within the limits of the Measure D Route 1 Operational Improvements project. SBCAG and Caltrans agreed to combine these two projects thereby providing a better facility to the driving public more quickly and economically. SBCAG and Caltrans executed a cooperative agreement, which documents the funding responsibility for each agency. As a result of the construction bid for the

segregated work items, Caltrans agreed to contribute approximately $2.1 million in SHOPP funds. As a result of significant changes in the work involved in the completion of Route 1, which included removal of certain improvements and increased costs related to the Caltrans rehabilitation project, additional funds were approved by the CTC. By September 1998, after a second CTC allotment increase, the State’s contribution was increased to $3.25 million. In July 2002, Caltrans completed a cost sharing reconciliation which showed that Caltrans’ total project contribution from the SHOPP was $3.65 million.

Caltrans Maintenance and Minor FundsIn 1994, Caltrans identified a pavement rehabilitation project on Route 166 between Guadalupe and Santa Maria. This rehabilitation project was within the construction limits of the Measure D Route 166 Operational Improvements project. The maintenance work consisted of rehabilitating the roadway pavement, predominantly in the shoulder area, which had deteriorated due to heavy vehicle traffic from the adjacent agricultural areas. An agreement was reached with Caltrans to add the rehabilitation work to the scope of the Measure D project through a contract change order and fund the work by contributing nearly $0.6 million in State Maintenance Funds.

In December 1996, SBCAG executed a cooperative agreement with Caltrans for a follow-up landscaping contract on the Route 101/Storke Road project. This project was programmed as part of the local district’s Minor A program for fiscal year 1998. The total budget for the project was established at $330,000 with SBCAG and Caltrans splitting the cost one-third and two-thirds respectively. Based on a final reconciliation of project costs, the total contribution of Minor funds was around $174,000.

Minor A funds in the amount of $300,000 were contributed by Caltrans to the Route 101/Donovan Road project. The City of Santa Maria prepared the design for the northbound ramps and construction was completed in January 1999. The total cost for design and construction of these Phase I improvements was approximately $550,000. SBCAG and the City of Santa Maria executed a cooperative agreement in June 1998 in which SBCAG would reimburse the City up to $250,000 for design and construction costs that exceed the Minor A contribution.


SLTPP CYCLE MATCH RATIOS

FOR SBCAG PROJECTS Table 6-4

SLTPP Cycle

Award Construction

by

Match Ratio

Percentage

Measure D Highway Projects

1 6/30/91 21.80% 0

2 6/30/92 30.00% 0

3 6/30/93 21.60% 0

4 6/30/94 22.40% 1

5 6/30/95 19.40% 3

6 6/30/96 6.67% 5

7 6/30/97 12.84% 0

8 6/30/98 24.54% 0

9 6/30/00 16.92% 1

Total 10

Table 6-4 shows each of the nine cycles of the SLTPP, with the matching percentage and the number of Measure D projects that were programmed in each cycle. A total of ten Measure D projects received funds from this program totaling $3.93 million. Cycle 6 contained the most projects with five. The SLTPP expired in FY 1999-2000 and those Measure D projects that were awarded after June 20, 2000 were ineligible for SLTPP funding based on the legislative program guidelines.


In November 2000, the SBCAG board authorized the execution of a cooperative agreement with Caltrans whereby the State would commit $750,000 in Minor A funds for the Route 101/Stowell Road Interchange project. The funds will be used to replace a substandard box culvert in Bradley Channel and to lengthen the new bridge to allow for future ramp modifications.

Local Agency and Other FundsIn 1995, the County of Santa Barbara secured $1.3 million in Federal Highway Bridge Replacement and Rehabilitation (HBRR) funds, which it had targeted to use for the Route 101/Storke Road project. However, by that time the Route 101/Storke Road project was already fully funded by Measure D sales tax (one-third) and STIP funds (two-thirds) and construction was underway. In an effort to make use of the HBRR funds, in October 1996, SBCAG and the County of Santa Barbara reached an agreement to have the County contribute HBRR funds to the Route 101/Storke Road project in exchange for a like amount Measure D funds for a future County project. This action essentially reduced SBCAG’s direct contribution to the project by the amount of the HBRR funds. The County invoiced SBCAG for reimbursement of these funds at the end of fiscal year1998 to complete the provisions of the funding agreement.

The County will use these Measure D funds to cover costs associated with road repair and storm damage restoration projects. The HBRR funding represents a pass through contribution since it is paid back from sales tax revenues.

SBCAG and the City of Santa Barbara entered into a cooperative agreement for cost sharing for construction of the Route 101/Milpas Street project. The cost sharing agreement was based on the City’s request to include pavement rehabilitation and extensive artistic features into the project. SBCAG agreed to accommodate these construction elements so long as the City funded them. As a result, the City of Santa Barbara’s share of the cost totals approximately $435,600. SBCAG has received approximately $424,200 of this amount as of the end of fiscal year 2001.

Interest IncomeOver the years, SBCAG has earned interest on the on-going balances from both the bond fund and the general fund. The bond fund generated $7.9 million in interest on top of the $47.3 million in bond proceeds issued in 1993. Thus the total amount of bond proceeds available was $55.2 million. The general fund is anticipated to generate another $10.1 million in interest between 2004 and 2010, based on the on-going fund balance and an annual interest rate of 5.0%. This amount is shown in Table 6-3.



Project FundingEach of the fifteen Measure D projects is allocated a share of funding from actual and forecast sales tax dollars. In addition, SBCAG has leveraged many other sources of funding to assist in the funding plan for each regional project. Some notable sources of funding that have been used include STIP and SLTPP dollars from the State, federal bridge replacement dollars (HBRR) and local funds. Table 6-5 shows the funding plan for each Measure D Regional project grouped by Measure D, State, Federal and Local dollar contributions. It should be noted that the amount contributed by Measure D merely addresses the gap funding required to ensure a fully funded project and does not equal the total anticipated allocation for that project.

PROJECT FUNDING SOURCE PLAN(Millions – Escalated Dollars)

Table 6-5


FUNDING SOURCE PROJECT

Measure D State Federal Local Funds

Total Funding

Route 1 Operational Improvements 10.97 4.12 0.00 0.00 15.09

Route 1011

• Widening/Interchanges/Operations 10.48 0.33 0.00 0.25 11.06 • Milpas Street to Hot Springs Road 8.01 39.10 0.00 0.00 47.11 • Ortega Hill 3.10 1.77 0.00 0.00 4.87 • Coastal Express 1.50 0.00 0.00 0.00 1.50

Route 101/Milpas Street Interchange 6.26 0.33 0.00 0.32 6.91

Route 101/Castillo Street Interchange1 0.57 0.00 0.00 0.00 0.57

Route 101/La Cumbre Road Interchange 8.99 1.40 0.00 0.00 10.39

Route 101/154 (South) Interchange 7.16 0.33 0.00 0.00 7.49

Route 101/Storke Road Interchange 3.16 5.57 1.35 0.00 10.08

Route 101/154 (North) Interchange 7.14 3.75 0.00 0.00 10.89

Route 101/Betteravia Road Interchange 6.74 0.24 0.00 0.00 6.98

Route 101/Stowell Road Interchange 5.90 0.75 0.00 0.09 6.74

Route 101/Main Street Interchange 4.59 0.17 0.00 0.00 4.76

Route 101/Donovan Road Interchange 8.70 0.30 0.00 0.08 9.08

Route 135/Betteravia Road Interchange 1.01 0.09 0.00 0.00 1.10

Route 154 Operational Improvements – Group I 11.85 0.52 0.00 0.00 12.37

Route 154 Operational Improvements – Group II 6.76 0.00 0.00 0.00 6.76

Route 166 Operational Improvements 1.86 0.84 0.00 0.00 2.70

Hollister Avenue/Fairview Avenue 3.58 0.11 0.00 0.00 3.69

Total Funding 118.33 59.72 1.35 0.74 180.15

1 See Appendix One – Measure D Expenditure Plan for details on amendments.


PROGRAM EXPENDITURES

Expenditures for the Measure D Highway Program can be broadly divided into those required for project implementation and those required to pay off the debt service from the bonds. Table 6-6 shows projected expenditures for each of these two components.

EXPENDITURES BY CATEGORY($ in Millions)

Table 6-6

EscalationIn previous Strategic Plans, SBCAG had used escalation as a tool to conservatively project future costs based on a known scope of improvements. SBCAG looked to the STIP for escalation rates for the various phases of work. However, beginning with the 2001 Strategic Plan, SBCAG did not use any cost escalation factors since remaining projects were either undefined in scope or did not have “future year” costs. For the remaining projects that have Measure funds contributed, escalation has been attributed only to the 101/Milpas to Hot Springs project.

Project Implementation ExpendituresExpenditures for project implementation are divided into three major categories. These categories are construction capital, right of way capital, and project support. Project support is further broken into five subcomponents: program management, preliminary engineering, design and design support during construction, construction administration and support, and right of way support. When initial conceptual estimates were developed at the beginning of the program, the costs for project support were generated as a percentage of the construction capital cost and right of way capital cost. The percentages that were used are shown in Appendix Four. The budgeted amount generated as a result of applying the percentages was eliminated as contracted amounts were negotiated or established.

Bonded Debt ExpendituresThe second component of total program expenditures is the debt service repayment on bond issues. Repayment of the Series 1993 bond issue began in fiscal year 1994 and continued through 2003, when SBCAG refunded its bonded debt. At the time of the refunding, SBCAG had paid $40.1 million in debt service. SBCAG refunded its outstanding debt over the last seven years of the program with annual debt service payments of $4.36 million totaling $30.2 million. The bond debt will be retired in 2010.


Expenditure Amount

Project Implementation $180.15

Bond Debt Service $ 70.25

Total $250.40


Figure 6-3Net Sales Tax Revenues vs. Total Gross Debt Service

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The debt service for the Series 1993 bond issue will be retired by the sunset date for sales tax collection on Measure D in fiscal year 2010. Figure 6-3 illustrates the debt service payments for the 1993 series and 2003 series (refunded debt) as compared to the annual sales tax revenue collected for the Measure D Highway Program. This graphic is important since the first priority for sales tax revenues (and earned interest) is to be used to pay off the bonded debt. The graphical bar represents the annual debt service payment, which reached a maximum of $4.61 million in fiscal year 1996 for the Series 1993 and averaged $4.36 million for the Series 2003. The total debt service cost for the program is currently projected at $70.3 million. A table of these figures is shown in more detail in Appendix Six: Table A6-3.



Figure 6-4 shows cumulative and yearly expenditures, divided into each of the three major expenditure components (construction, right of way, and support). The expenditures are shown for each year of the twenty-year Measure D Highway Program. The detailed figures by year are shown in detail in Appendix Six: Table A6-4. The program expenditure peaks are evident in Figure 6-4 and occur in fiscal years 1997, 2000, 2002, and 2005. These expenditure peaks coincide with years of peak construction activity on the projects.

Figure 6-4Measure D Expenditures - By Phase

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Figure 6-5 shows how these yearly program expenditures are paid from the various funding sources over time. Detailed expenditure tables, with amounts for each expenditure and funding component by year, are shown in the Financing Plan Appendix Two.

Figure 6-5Measure D Expenditures - By Funding Source

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Page 6Page 6--1414


2004 Strategic Plan2004 Strategic PlanMeasure D Highway ProgramMeasure D Highway Program

Figure 6-6Program Cash Flow and Yearly Ending Balance

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PROGRAM CASH FLOW

Matching the available funds in the Measure D Highway Program to the required expenditures over time produces a program cash flow. Based on the sales tax growth assumptions, expenditure projections, bonding strategy, and adopted project schedules as outlined in this 2004 Strategic Plan, at no point in the life of the program would the year end cash balance be less than $1.0 million (see Appendix Two). Figure 6-6 shows cumulative available funding (including bond proceeds), cumulative expenditures (including debt service payments), and year-end cash balances (the difference between available funding and expenditures).

As shown in Figure 6-6 below, a successful financial plan is shown by cumulative funding always exceeding cumulative expenditures and results in a fully funded Highway Program completed on schedule.

Page 7Page 7--11

Part Seven Part Seven –– Roles and RelationshipsRoles and Relationships

SANTA BARBARA COUNTYASSOCIATION OF GOVERNMENTS

One of the roles of the Santa Barbara County Association of Governments (SBCAG) is to act as the Local Transportation Authority (LTA). In this capacity, SBCAG oversees the implementation of all aspects of Measure D -the regional program, local program and the paratransit program. SBCAG administers the latter two programs through regular interface with representatives of the revenue recipients.

However, management of the Measure D Regional Program component requires a more intensive effort since SBCAG is directly responsible for administering this program. Since the program inception in 1991, Fluor Enterprises, Inc. (Fluor Daniel), a private engineering company, has been retained by SBCAG to manage the Highway Program.

The Measure D Highway Program has also required a cooperative effort between SBCAG, Caltrans, the County of Santa Barbara, the City of Santa Barbara, the City of Santa Maria, other local agencies and private consultants. SBCAG is cognizant that without this partnering approach in implementing Measure D, many of the successes that have been achieved may not have been realized. Part Seven of the 2004 Strategic Plan describes how this partnering approach has fostered the milestones achieved for the Measure D Highway Program.

As SBCAG looks forward to completing the Measure D Highway Program, we must not only take pride in the successes, but take note of the challenges that have been overcome. SBCAG has taken a proactive and flexible approach to surmounting these challenges. In many instances this has required SBCAG and its program manager to take on new roles and responsibilities in project delivery.

CALTRANS

Because nearly all the Measure D regional projects are on the State Highway system, project delivery has required a close coordinated effort with Caltrans. Caltrans also performed work directly on several Measure D projects. The work performed included the development of project study reports, environmental documents, design, right of way support and acquisition and construction management. Most recently, Caltrans effort has been limited to design oversight and construction oversight activities. In order to perform project services in any of these capacities, a cooperative agreement between SBCAG and Caltrans was required. This has resulted in the need for several cooperative agreements.

Caltrans was integrally involved in the development of the most recently completed Measure D projects. On the Route 101/Donovan Road Interchange and Route 101/Stowell Road Interchange projects, Caltrans provided oversight for design, right of way and construction phases. Lastly, Caltrans completed a Project Study Report for SBCAG on a second phase of operational improvements on the Route 154 corridor, and is providing oversight during the environmental phase.

Environmental and Preliminary EngineeringIn December 1991, Caltrans and SBCAG entered into a cooperative agreement in which Caltrans agreed to complete the environmental documentation on all the Measure D Highway projects on the State Highway system. In fulfilling that cooperative agreement, Caltrans served in a lead agency role on eleven Measure D projects. When SBCAG chose to accelerate the development of three other Measure D projects (Phase II), Caltrans was not able to commit to acting as lead agency due to resource constraints.


As a result of actions taken by the SBCAG board in October 2003, SBCAG will be working closely with Caltrans on the US 101/Milpas to Hot Springs project and the US 101/Ortega Hill project. Due to the funding crisis in the State, SBCAG approved the allocation of Measure D funds for both of these projects to press forward the right of way phase and construction phase respectively.

DesignThe role of Caltrans during the design phase of each Measure D project has been consistent since the inception of the program. For the most part, Caltrans has functioned in a design oversight capacity, whereby a liaison would facilitate the review of plan submittals, provide comments back to SBCAG and its consultant, and ultimately approve the design documents.

As a matter of practice, a Project Development Team (PDT) has been typically formed and maintained during the design phase of project development. Caltrans has been an integral member of most project PDTs attending regular meetings, special design technical meetings with consultants and public meetings.

On some of the early Measure D projects the Caltrans District Office Engineer had the responsibility for preparing the final estimate and specifications prior to review by Caltrans Headquarters. However, since SBCAG has taken the lead agency role in project development, SBCAG has coordinated completion of the PS&E with its consultants. To date, Caltrans has completed the compulsory design reviews and approvals on thirteen Measure D projects. The last two projects for which this role was completed were the Route 101/Stowell Road and Route 101/Donovan Road.

Right of WayCaltrans has taken a dual role in their assistance in the right of way phase of the Measure D program. For instance, on six projects Caltrans completed all right of way activities. These activities included a preliminary

right of way assessment and preparation of a right of way data sheet; completion of the right of way mapping; preparation of property appraisals, deeds and legal descriptions; development of right of way contracts; negotiation of settlements; and completion of the right of way certification documentation. On several other Measure D projects, Caltrans’ role has been limited to providing right of way oversight. In this capacity Caltrans reviews right of way mapping, deeds, legal descriptions, certifies the appraisal and accepts the right of way certification, all of which are prepared by consultants retained by SBCAG. Caltrans has worked in this capacity on eight projects, two of which, Route 101/Donovan Road and Route 101/Stowell Road are nearing completion of all right of way activities.

ConstructionOn several of the first Measure D projects, Caltrans provided all the construction administration and management duties. This included the advertisement and bidding phases as well as the day-to-day construction management effort. These efforts were completed through separate project cooperative agreements with SBCAG for reimbursable services. However, in 1995 a policy was initiated that limited Caltrans’ ability to perform reimbursable work and, therefore, SBCAG began to contract out for these construction related services.

Caltrans provided construction administration and management services on the following projects: Route 1 Operational Improvements, Route 101/La Cumbre Road, Route 101/Storke Road, Route 135/Betteravia Road and Route 166 Operational Improvements. On the remaining Measure D projects SBCAG has employed or anticipates using private consultants to provide the necessary construction management efforts. Caltrans role in these remaining projects will be to provide construction oversight services. In a construction oversight capacity, Caltrans still remains integrally involved through the attendance of weekly meetings, review of change orders and general correspondence, final walk-through, and project acceptance.

Part Seven Part Seven -- Roles and Relationships Roles and Relationships


COUNTY OF SANTA BARBARA

The County of Santa Barbara has played a key role on the three Measure D projects listed below.

Route 101/Storke Road InterchangeOn this project, the County completed the project report and environmental document under a cooperative agreement with Caltrans. Under this agreement, the County shared the cost for the preliminary engineering and environmental studies with Caltrans. Another cooperative agreement was executed to have the County complete the final design for the project, under a reimbursable cost agreement. The County also provided design support during construction.

Route 101/Betteravia Road InterchangeThe County of Santa Barbara completed the project report, the design plans and acquired the necessary right of way for this project. Because of resource constraints within Caltrans, SBCAG retained the services of the County to advertise and award the project, as well as to provide construction management, inspection, materials testing services, and design support during construction.

Hollister Avenue/Fairview Avenue IntersectionAs the only Measure D project not on the State Highway system, this project was not subject to Caltrans oversight. As a result, SBCAG retained the services of the County of Santa Barbara for all project development phases.

The County completed the environmental document, project report, the design plans and acquired the necessary right of way for this project. SBCAG also retained the County to advertise and award the project for construction and provide construction management, inspection and materials testing services.

The County has also played a lesser role on several other Measure D projects. On Route 101/La Cumbre, work with the County was coordinated since the existing railroad overhead, and local roads south of the interchange were owned and maintained by the County. On Route 101/154 (South), the County was involved in coordinating the conforms for the new intersections with Calle Real and Hollister Avenue, north and south respectively of the separation structure.

On Route 101/154 (North), the County was consulted in regard to work on Zaca Station Road and closures of that road during construction. Planning for the construction of a new box culvert for Bradley Channel and associated detour on Rosemary Road as part of the Route 101/Stowell Road Interchange project has required communication with the County of Santa Barbara. The construction of two new box culverts in Bradley Channel as a part of the Route 101/Main Street project required coordination with the flood control district of the County.

CITY OF SANTA BARBARA

The City of Santa Barbara was involved in some capacity on five Measure D Highway projects. On three of those projects - Route 101/La Cumbre Road, Route 101/154 (South), and Hollister Avenue/Fairview Avenue - City staff was involved in a limited capacity as members of the PDT. The City participated in the planning and preliminary engineering, reviewed plans and specifications for conformity during the design, and was kept abreast of developments during construction. For the Route 101/Milpas Street Interchange project, the City of Santa Barbara took on an expanded role in acting as lead agency for the environmental and preliminary engineering phase. The City carried this role through the design phase by acting as the contracting agency for design services. SBCAG prepared the bid documents and awarded the contract for construction, while executing a cooperative agreement with the City of Santa Barbara to document the cost sharing for construction.

CITY OF SANTA MARIA

The City of Santa Maria has been a partner with SBCAG on five Measure D projects since the inception of the program. Those projects are: Route 101/Betteravia Road, Route 101/Stowell Road, Route 101/Main Street, Route 101/Donovan Road, and Route 135/Betteravia Road. All of these projects have been successfully completed.

On the two most recently completed projects, Route 101/Stowell Road and Route 101/Donovan Road, the City of Santa Maria staff participated as members of the PDT during the environmental and final design phases.



In addition, the City took an up front role in implementing the first phase of improvements on the Route 101/Donovan Road interchange project, which involved the realignment of the northbound freeway ramps. This work, which was completed in January 1999, was to be part of the larger Donovan Road project scope. However, the City was able to leverage funding from the State to complete this work on an accelerated basis.

CONSULTANTS

Program Management Private consultants have played a vital role in implementing the Measure D Highway Program. In fact, there are few areas where SBCAG has not employed the services of consultants. The core of the work performed by consultants begins in the area of program management. At the inception of the program, SBCAG adopted an approach to have consultants manage the day-to-day operations of the program. Since 1991, Fluor Enterprises has served as program managers of the Measure D program.

In this role, Fluor is responsible for the implementation of the Measure D program, which includes providing project management, planning, scheduling, cost control and budgeting, contract development, agency and consultant monitoring, and reporting. Also, central to the program is the development of the annual update to the Measure D Strategic Plan. Private consultants have been utilized by SBCAG in every phase and facet of program implementation. A description of the services that have been provided by consultants follows.

Environmental, Preliminary and Final EngineeringPrivate consultants have been utilized in this area on eleven Measure D projects. Most recently, consultants completed the design for the Route 101/Donovan Road and Route 101/Stowell Road project. SBCAG is also using the services of a consultant for preliminary engineering on the Route 154 – Group II project.

Right of Way Right of way is often a critical link in getting construction started on schedule, and therefore SBCAG has concentrated its effort in accelerating certain activities during this phase of project development. Through the use of consultants, SBCAG has had flexibility in advancing the production of right of way mapping, shortening lead times for submittal of offers for acquisition, and using condemnation, when necessary, to acquire the rights of way.

Construction Management SBCAG has used private industry construction managers to administer seven projects during construction, all of which have been successfully completed. The benefits of using private construction management firms on these projects has been obvious in that no claims have been realized, and six out of seven projects were completed on schedule and within budget. These successes are derived from the fact that SBCAG is able to retain leverage and responsibility in cost control, contract terms and conditions, timing, cost, dispute resolution, and the community relations aspects of construction.

Other ServicesOther areas where private consultants have assisted in the implementation of the Measure D program are financial management, bond administration, and community relations. The experience, efficiency and availability of specialized resources which consultants provide have allowed SBCAG to successfully implement aggressive completion schedules.



DBE and Local ParticipationWith much of the Measure D work being performed by consultants and contractors, SBCAG was aware of the need to disburse work to disadvantaged businesses as well as maintaining a desire to use local vendors and contractors. As such, SBCAG established a ten percent program goal for both Disadvantaged Business Enterprise (DBE) and local business involvement (government and private). This figure was employed as part of SBCAG’s contracting-out policy in the early development of Measure D.

In 2001, SBCAG was required to formally adopt a DBE program, to maintain eligibility to continue to seek federal-aid assistance. By adopting the DBE program, SBCAG is assuring compliance with federal regulations as contained in the U.S. Department of Transportation, 49 CFR Part 26. SBCAG now adopts its DBE program every year. SBCAG’s suggested DBE program goals for fiscal year 2003-2004 is 10% participation of which the composition is 8% race conscious and 2% race neutral.

DBE firms have contributed a much smaller share by comparison at 1.4%. Table 7-1 shows the DBE, local private, other private and government participation on the Measure D Highway Program by total dollar amount contracted and percent of the total.

Measurement of performance against the DBE and local goals is based on actual dollars contracted. Through fiscal year 2003, 37.2% of all contract dollars have been obligated to local resources (local private or government).

SUMMARY

SBCAG has used a variety of resources to implement the Measure D Highway Program. This has included various agency partners, as previously described, as well as consultants, contractors and other service providers. In Part Four and Part Five of the 2004 Strategic Plan, a complete list of partners is shown in a table as part of each project work plan.


DBE and LOCAL PROGRAM PARTICIPATION IN PROFESSIONAL SERVICE CONTRACTS

($ in Thousands) Table 7-1

Category

Amount ($1,000)

Percentage (%)

DBE Firms 534 1.4

Local Private Firms (Non-DBE) 12,146 30.8

Local Government Agencies 2,530 6.4

Other Private Firms 24,162 61.4

Total Contract Amount 39,372 100.00

Page 8Page 8--11

Part Eight Part Eight –– Implementation of Measure DImplementation of Measure D

SBCAG has used a formula for success in implementing the Measure D Regional Program that requires a two-fold approach. The first requirement is to address the core needs and goals of the overall program of projects. Once the overall goals of the program are established, the secondary requirement is to implement the milestones for each individual project. Program goals are adhered to through a continual review of the important issues and questions that formed the basis for identifying the fifteen Measure D projects as well as assisting in the prioritization of the projects. Project specific goals are more tangible, and implementation involves having an acute knowledge of the project development process.

Both of these major aspects of implementation are discussed below. Other critical elements in the implementing of Measure D include the monitoring of current financial conditions and trends, the review of opportunities for new and existing funding, the development of informative and timely reports, the coordination with local agencies and consultants, and the use of consistent policy and procedure documents.

Over the last ten years, SBCAG has used the annual Strategic Plan update as its baseline from which to implement and administer the projects contained in the Measure D Regional Program. In order to perform this program

PRIORITIZED PROJECT RANKING

AS ESTABLISHED IN 1991 Table 8-1

Project 1991

Priority Rank

Current Status

Route 101/Storke Road Interchange 1 Complete

Route 101 2 Not started

Route 101/Betteravia Road Interchange 3 Complete

Route 101/La Cumbre Road Interchange 4 Complete

Hollister Ave/Fairview Ave Intersection 5 Complete

Route 166 Operational Improvements 6 Complete

Route 154—Group I Operational Improvements 7 Complete

Route 154—Group II Operational Improvements 7 Underway

Route 101/Milpas Street Interchange 8 Complete

Route 101/154 (South) Interchange 9 Complete

Route 1 Operational Improvements 10 Complete

Route 135/Betteravia Road Intersection 11 Complete

Route 101/Main Street Interchange 12 Complete

Route 101/154 (North) Interchange 13 Complete

Route 101/Donovan Road Interchange 14 Complete

Route 101/Stowell Road Interchange 15 Complete


Part Eight Part Eight -- Implementation of Measure DImplementation of Measure D

administration, SBCAG developed some over arching guidelines that looked at issues such as regional priorities, financial constraints, available resources on public and private sectors and upfront funding. As previously discussed in other areas of the 2004 Strategic Plan, SBCAG chose to move projects ahead on advanced delivery schedules by using private sector resources and by bond financing. Both of these required near-term costs but minimized escalation costs. Which projects were to be delivered initially were determined in the development of the first Strategic Plan in 1991.

In that Strategic Plan, a project priority list was developed which essentially separated the program into two delivery phases. This list is shown in Table 8-1. Phase I contained twelve projects and Phase II contained three projects. The phasing contained was determined based on an analysis of available revenue on a pay-as-you-go basis.

By 1993, a significant amount of project development work had been performed on several of the Phase I projects. That same year, SBCAG approved a bond financing approach which provided more flexibility in project delivery to advance the higher priority projects. By 1997, with several of these projects completed and with the ability to meet the debt service payment requirements on the bonds, SBCAG was still able to consider advancing delivery on the Phase II projects.

The priority listing was only intended to be used in cases where projects, competing for the same resources, had to be prioritized as to their importance and criticality. The priority listing was established to facilitate the development and management of each of the projects in such a manner as to have the most benefit to the public. Once established, project development work could commence on the highest priority projects. The priority ranking was developed based on answers to the following questions regarding each project.

PROJECT IMPLEMENTATION

Once the overall program goals were developed, SBCAG turned its focus to forming the mechanism to ensure success in delivering the individual regional projects. As mentioned this required the development of standard agreements, policy and procedure documents, and project baselines (scope, cost and schedule). However, the key to a successful project delivery is knowing the requirements and the process. Below is a brief description of the individual phases of project development and Figure 8-1 graphically shows the steps.

ConceptualThe main product in conceptual planning effort is the Project Study Report (PSR). This report translates broad improvement concepts into a programmable project by identifying a range of alternatives, estimated costs, priority, and schedule. The report defines the purpose and need statement for the project, describes the deficiency and identifies alternative solutions. The content of the PSR typically includes the scope and cost of each alternative, along with preliminary drawings and a checklist of potential studies required.

EnvironmentalThe environmental phase includes execution of all required environmental studies, surveys and reports, adoption of a preferred alternative, development of a mitigation plan, and preparation of an environmental document. The two key deliverables produced in this phase are the Project Report and Environmental Document. The Project Report (PR) expands on the content of the PSR in the areas of purpose and need, alternative analysis, considerations and impacts, and cost and funding. The Environmental Document (ED)determines and evaluates the significance of impacts affecting the human and natural environment as a result of the project. The document shall adhere to the regulations and guidelines of the California Environmental Quality Act (CEQA). If there is federal involvement or funding the National Environmental Policy Act (NEPA) guidelines are adhered to. The degree of the impacts to the environment determines the level of documentation required. SBCAG has prepared environmental documents ranging from Categorical Exemptions to EIRs with Statements of Overriding Consideration.

• Safety: How significant of a safety problem exists?

• Congestion: How poor is the traffic flow in the project vicinity?

• Status: How far along is the project to date?• Public Support: How strong is the support

for the project and how evident is it?


ConstructionAt the conclusion of the design and right of way phases, the project can be publicly advertised for construction. Construction contractors submit a bid price to construct the project based on their review of the plans and specifications. A contract is Awarded to the lowest bidder, provided the bid is found to be responsive, complete and in order. Once the contract is awarded, the contract can be executed or approved. Upon contract approval, construction can begin after a Notice to Proceed (NTP) is issued.

Conceptual

Design & Right of Way

Project Study Report (PSR)Identify Project Need

Conceptual Alternatives DevelopedPreliminary Cost Estimates

Funding Programmed

Final DesignConstruction Plans Developed, Finalized

and ApprovedDetailed Cost Estimates DevelopedSpecial Provisions & Specifications

Developed and ApprovedPermits Approved

Right of WayAppraisal Maps Prepared and Approved

Appraisal Report PreparedOffers Made to Property Owner(s)

Right of Way Negotiations /Condemnation

Right of Way Certification

EnvironmentalProject Report (PR)

Alternatives Studied for FeasibilityPreferred Alternatives Selected

Preliminary Cost Estimates Updated

Environmental DocumentEnvironmental Studies Completed

Evaluation of Resource ImpactsPublic Meetings

Public Comments AddressedProject Approval

ConstructionProject Advertised for Construction

Low Bid ApprovedProject Awarded

Contract Approved/NTP IssuedConstruction

Plant EstablishmentProject Closeout

Construction

Project Development ProcessFigure 8-1



DesignThe design phase addresses all technical requirements necessary to enable construction of the project, including obtaining necessary permits and performing utility coordination. The focus of this effort is preparation of Plans, Specifications and Estimate (PS&E). These are the backbone documents from which the contractors bid the cost to construct a project, as well as giving the contractor direction for building the project.

Right of WayThe right of way phase begins once the basic geometric layout of the project has been approved. Based on the project geometrics, maps describing the right of way requirements are prepared. These Appraisal Maps are used in turn for the preparation of the property Appraisals for the right of way required. Negotiations of Just Compensation settlement with the property owners begins once the appraisals are approved. Eminent Domain may be used for those times when rights of way need to be secured and negotiations are not successful.

PROJECT BASELINES

As part of each Strategic Plan update, SBCAG re-visits the project baseline which is summarized in the Project Work Plan format that has been developed and is included in Part Four, “Active Projects” and Part Five, “Completed Projects”. These work plans uniquely describe the scope of facilities, cost, schedule, and funding for each project. Any changes to the baseline are documented as trends, and reported to SBCAG in the context of Quarterly Reports and are summarized for the year in the Strategic Plan.

Scope of ImprovementsIn the Measure D Expenditure Plan, which was approved by the voters as part of the Measure D ordinance, a scope of improvements was identified for each project. This scope of facilities for each project (what was to be built) was refined in the 1990 Scope and Cost Review Report.

SBCAG has followed a traditional approach in monitoring project scope changes. A general scope of facilities is maintained throughout preliminary engineering and only refined after evaluation and recommendations by the Project Development Team and feedback from the public. Once the lead agency has approved the project at the conclusion of the environmental phase, SBCAG continues to monitor any scope changes during the design and construction phases. Any proposed changes in scope may arise during these phases.

CostThe total project budget, outlined most notably in Parts Four and Five, is comprised of construction, right of way capital, and project support costs. Each of these components is monitored independently through various methods. Construction capital costs are tracked through the submittal of periodic cost estimates. SBCAG categorizes these construction costs by major components such as earthwork, pavement, and structures to monitor a progression of cost in these areas. Capital costs for right of way acquisition are tracked by comparing initial right of way acquisition projections versus property appraisals and ultimately the final settlement costs. Project support costs are monitored by comparing contracted budgets versus actual and forecast expenditures. Amendments to the original contracted budgets are documented and reported to the SBCAG board on a quarterly basis.

SchedulesIn monitoring project schedules, SBCAG uses a nested approach. This approach is comprised of three levels, which are described below.

Detailed Activity NetworkSBCAG has segregated the project development process into three distinct phases - Environmental, Design and Right of Way, and Construction. For each of these phases SBCAG uses a detailed schedule to track progress. This schedule contains the critical activities required to complete that phase of project development. Depending on the particular phase, this schedule will contain several key-tracking milestones that comprise the next scheduling level. Impacts to these milestones are determined through progress on the project activities.



MilestonesFor reporting purposes, SBCAG has established several key milestones, taken from each phase of project development. These milestones include activities such as Environmental Clearance, Right of Way Certification, Advertisement for Construction and Completion of Construction. Progress and deviations to these milestones are reported to the SBCAG board on a quarterly basis.

Summary Phase ScheduleA Summary Phase Schedule is used to show incremental progress for the whole Measure D Program by project phase. These phases are environmental, design and right of way and construction. The beginning and end dates for certain key milestones form the basis of the individual phase durations. For instance, the environmental phase is governed by the two key milestones Begin Project and Environmental Clearance. Figure 3-1 is SBCAG’s prime example using this scheduling approach.

FundingFunding sources have been separated into two distinct groups; those that are based on percent allocation and those that are specifically allocated to an individual project. Percent-allocated program resources include sales tax revenues, local agency contributions, proceeds from bond issues, and interest. Individual project sources include State and Federal funding programs such as STIP, SHOPP, SLTPP, HBRR, Minor A and maintenance funds.

Both types of funds are monitored throughout the year. SBCAG tracks the running fund balances for both the General Fund (sales tax revenues) and the Bond Fund. Each fund has specific uses and obligations for payment. Both are used to pay programmed contract expenditures. Most construction costs have been paid from bond proceeds. Many general program costs and all of the bonded debt service is paid from the general fund.

To ensure that programmed project funding is delivered, SBCAG works with Caltrans to receive reports showing the funding contribution as the project develops. In some instances (SLTPP), the State has forwarded the entire amount to SBCAG for deposit and allocation to the intended project. Some cases of final cost sharing have only been able to be reconciled at the conclusion of the project. This has been the case on several projects jointly funded with Caltrans.

• Expenditure data is compiled periodically during the fiscal year.

• Actual sales tax revenues are analyzed and compared to projections.

• Annual escalation percentages for construction and right of way are re-evaluated for applicability.

• Funding commitments are tracked.• Actual total revenue growth factors are

calculated and compared to projections.

Once the above tasks are completed, the timing and magnitude of SBCAG's bonding scenario can be determined. The successful bonding scenario must ensure adequate cash flow and be available to pay the principal and interest of the outstanding bonds.

To maintain control of the financial plan, SBCAG performs the following checks:

REPORTING

SBCAG has developed a variety of reports that act as tools in both the monitoring and implementation of Project Baselines and the Financing Plan. For instance, the schedule component of the baseline is monitored through the submittal of periodic schedule updates. Variance to key milestones are evaluated. SBCAG requires the submittal of cost estimates at periodic times throughout the project development process. Cost estimates are analyzed and compared to the established budget or a previously submitted estimate. Variances are documented as trends. Project support costs are monitored by comparing established budgets versus proposed or negotiated costs for services. The fund sources both anticipated and actualized are tracked


• Establishment of annual growth rates for sales tax revenue projections.

• Determination of actual and forecast expenditures.

• Determination of actual point source funding.

PROGRAM FINANCING PLAN

Monitoring the financial plan adopted by SBCAG is critical to the success of the program. The development of the financial plan includes the re-evaluation of the following each year:


• Local CEQA Guidelines for SBCAG• Caltrans Environmental Handbook• Caltrans Highway Design Manual• Caltrans Traffic Manual• Caltrans Construction Manual• Hazardous Waste Policies and Procedures• Contracting-Out Policies and Procedures• Project Procedures Manual• Right of Way Policies and Procedures• DBE Procedures• Local Agency Standards (not listed specifically)

and evaluated as to potential impacts to the financing plan. Reports that compare actual revenues to projections, the amount and timing of certain outside funding sources and the inclusion of potential new fund sources have been developed. Many of these reports are used as input into the Quarterly Reports to the SBCAG board. The Quarterly Report compares actual progress to the baseline adopted in the latest Strategic Plan.

MONITORING AGENCIES ANDCONSULTANTS AND RESOLUTION OF ISSUES

In order to implement the Measure D Highway Program, SBCAG must successfully coordinate work among several entities. In Part Seven, "Roles and Relationships", the assistance SBCAG is receiving from Caltrans, the County of Santa Barbara, the City of Santa Barbara, and the City of Santa Maria was outlined. Cooperative agreements have been established and executed to document the relationship between SBCAG and these agencies. The agreements clearly define task responsibility, schedule, and payment sources and establish accountability.

SBCAG has retained private consultants to perform tasks ranging from preliminary engineering, design engineering, right of way support, construction management and surveying, materials testing and community relations. In these cases, an executed contract between SBCAG and consultant functions as the vehicle to define task responsibility, schedule, and accountability. SBCAG is assisted in these contractual relationships by its program management consultant, who has been retained since the very early stages of the Measure D Program. This firm functions as a technical, managerial, and administrative extension of SBCAG staff to oversee the implementation of the Highway Program.

Project progress and the responsibilities set forth in these agreements are monitored by SBCAG during regular status meetings, during which progress is discussed and tasks are identified. The meetings arecarefully documented through the completion of meeting minutes. The minutes are accompanied by an action plan, which identifies critical action items, the party responsible for completion, and timing requirements. This process works effectively and proactively to address project issues and potential impacts.

SBCAG monitors the performance of agencies and consultants doing work for the program by reviewing submittals and analyzing invoices. Consultants are required to submit deliverables per the contract and an established Scope of Work. SBCAG has requested a deliverable submittal log to track submittals. Approval of invoices and analysis of progress includes the issuance of payment approval forms, monitoring of schedules, and documenting trends to both cost and schedule. SBCAG requires a monthly status report to accompany progress payment invoices. This report includes a list of accomplished activities, planned activities, potential impacts to cost and schedule, as well as invoice substantiation. Contract scope changes, and cost and schedule impacts are noted in periodic trend reports.

POLICIES AND PROCEDURES

SBCAG has developed certain policy guidelines that have been adopted by the board. In addition, SBCAG also employs the use of a variety of State and Local Agency manuals and guidelines whenever applicable. Lastly, procedural documents have been developed specifically for the Measure D Highway Program and are also used in the implementation of the program. A partial list of the documents is shown below.



Congestion on Route 101One unresolved issue that has long remained was providing a direction to address the problem of congestion relief on the U.S. 101 South Coast. Resolving this issue falls to SBCAG as the Local Transportation Authority (LTA) charged with administering Measure D and as the Congestion Management Agency (CMA) responsible for addressing safety and congestion issues. With regard to its responsibility as the LTA, SBCAG has a mandate to deliver on the voter-approved Measure D expenditure plan. This expenditure plan included a project that called for “Interchange improvements and widening to six lanes” on the US 101 corridor from San Ysidro Road to the Ventura County line.

As the CMA for Santa Barbara County, SBCAG is responsible to define, develop and deliver a project that will address the congestion and safety problems on the Route 101 corridor. Progress on this front was shown when the SBCAG board approved, in June 2002, the South Coast Route 101 Deficiency Plan. This plan was prepared in cooperation with local and state agencies. The deficiency plan identified a number of transportation improvement projects both


short-term and long-term, that if implemented would address the deficiencies on US 101. The SBCAG board approved implementing many of the long-term recommendations identified in the DeficiencyPlan. The 101 Implementation Plan was the plan of action to begin work on these transportation improvement projects. SBCAG has worked with its various partner agencies and approved a Memorandum of Understanding for moving forward with the Implementation Plan. The MOU was approved by all the partner agencies in late 2002 and the board authorized the consultant selection process to begin.

In October 2003, the SBCAG board approved a policy to have widening of Route 101 as the required result of the Implementation Plan and approved using Measure D regional funds to help fund the Implementation Plan. During the next year, SBCAG will work with its MOU partners and the consultant to develop a list of community and key stakeholders in order to begin the process for building consensus on the project.

Renewal of Measure D Measure D expires in 2009, and renewal of Measure D has begun to be discussed more openly by local staff and SBCAG board members. However, since the time the original Measure D passed (1989), the threshold for approving special purpose taxes in the State of California has changed and now requires a two-third voter approval.

Beginning in 2004 staff will be working on the Measure D renewal on a couple of fronts. Initially, staff will coordinate with local agency staff to identify methods for marketing Measure D, promoting Measure D funded projects and making the public aware of this important source of revenue. Secondly, staff will continue to monitor legislation and voter initiatives that may be present to lower the threshold for special tax purposes.

UNRESOLVED ISSUES

Throughout this 2004 Strategic Plan, SBCAG has identified the many successes that have been achieved in the first 12 years of the Measure D program. At the same time, SBCAG over the years has identified unresolved issues as part of the annual Strategic Plan update and incorporated a mitigation or action plan to move forward with resolution. SBCAG has been successful in addressing most, if not all, of these issues. Some of the accomplishments that have been resolved over the years include:

• Leveraging additional sources of funding.

• Shifting project development work to the private sector for additional control and flexibility.

APPENDIX ONE

MEASURE D EXPENDITURE PLAN

Local Program Seventy percent of the revenues to be allocated to each city and the county for projects of highest priority in those communities as outlined in five year plans adopted by each jurisdiction. The funds can be used to: Maintain, reconstruct and improve local roads and bikeways Provide support for public transit

Funds to be allocated annually using a base level of $50,000 to each jurisdiction with the remainder apportioned by population. 20-Year

Totals Buellton $2.2 M Carpinteria 8.3 M Guadalupe 3.4 M Lompoc 23.1 M Santa Barbara 51.7 M Santa Maria 37.7 M Solvang 2.9 M County 94.7 M Subtotal – Local Program $224.0 M State and Regional Program Thirty percent of the revenues would be allocated for the following transportation improvements. (Not listed in priority order.)

PROJECT Original 1989 DESCRIPTION

Specialized Transit Services $ 1.5 M Improve door-to-door special service for handicapped in South County; reduce fares for seniors and handicapped in North County.

Route 154 $12.0 M Construct safety improvements and passing lanes. Route 1 $10.5 M Re-align and improve from Route 246 south of Lompoc. Route 1012,3 $15.0 M Interchange improvements and widening to six lanes, San Ysidro Road to county line. Route 101/Milpas Street $ 4.0 M Revise and improve intersection of freeway ramps and surface streets. Route 101/Castillo Street1 $ 3.0 M Re-align and improve intersection with Gutierrez Street in Santa Barbara. Route 101/La Cumbre Road $ 5.0 M Reconstruction of freeway interchange in Santa Barbara. Route 101/154 South $ 5.0 M Widen overcrossing and revise southbound on-ramp to Route 101 in Santa Barbara. Route 101/Storke Road $ 5.0 M Reconstruct freeway interchange in Goleta. Route 101/154 (North) $ 5.0 M Construct new freeway interchange near Los Olivos. Route 101/Betteravia Road $ 6.0 M Reconstruct freeway interchange in Santa Maria. Route 101/Stowell Road $ 3.0 M Reconstruct freeway interchange in Santa Maria. Route 101/Main Street $ 5.0 M Revise freeway interchange in Santa Maria. Route 101/Donovan Road $ 2.5 M Revise freeway interchange in Santa Maria. Route 166 $ 3.5 M Construct left turn lanes and safety improvements between Santa Maria and Guadalupe. Route 135/Betteravia Road $ 1.5 M Improve intersection in Santa Maria. Hollister Avenue/Fairview Avenue $ 4.0 M Improve intersection in Goleta. Project Reserve Fund $ 4.5 M Route location, right-of-way protection, environmental work, safety mitigation. Subtotal – State and Regional Program $94.5 M TOTAL MEASURE D PROGRAM $318.5 M

1 In April 1993, the SBCAG Board approved an amendment to the Measure D Expenditure Plan to delete the Route 101/Castillo Interchange project and transfer the expenditure plan allocation to the La Cumbre Interchange project.

2 In October 1996, the SBCAG Board approved an amendment to the Measure D Expenditure Plan to reduce the expenditure plan allocation by $7.5 million and transfer those funds for use by local agencies.

3 In October 2003, the SBCAG Board approved an amendment to the Measure D Expenditure Plan to allocate funding from the Route 101 project to “new” Measure D projects : 1) 101/Milpas to Hot Springs; 2) 101/Ortega Hill; 3) Coastal Express as well as funding the 101 Implementation Plan.

Santa Barbara CountyAssociation of Governments

State and Regional Capital Projects Financing Plan11/03/03 Revenue and Expenditure Information

Bond Financing Total Strategic Plan Projects 180.1412003 Strategic Plan Funded Strategic Plan Projects 180.141Coverage Based on 100% Tax Pledge Projects Completed on Schedule 180.141$48.57 mm bond issue in FY 1994 (w/ surety)$27.48 mm bond issue in FY 2004 to refinance FY 1994 bond issue

Fiscal Year EndingActuals6/30/2003 2004 2005 2006 2007 2008 2009 2010 Total

Beginning Balance 4.694 5.456 4.549 3.696 6.075 7.651 9.518

REVENUENet Sales Tax Revenue 77.466 7.984 8.128 8.274 8.440 8.621 8.824 6.783 134.519Other Revenue: SLTPP Funds 3.930 3.930 STIP Funds - ROW 0.319 4.264 4.583 STIP Funds - Project Support 3.792 0.519 1.039 0.969 0.871 0.871 0.871 0.726 9.659 STIP Funds - Constr. 8.826 3.100 5.010 6.012 6.012 5.010 33.968 SHOPP Funds 3.649 3.649 Cal Trans 1.808 1.808 Local and Other 1.862 0.080 0.573 2.515Total Other Revenue 24.185 0.599 1.612 4.069 10.145 6.883 6.883 5.736 60.111Interest Earnings 7.874 0.254 0.250 0.206 0.244 0.343 0.429 0.485 10.085TOTAL REVENUE 109.525 8.837 9.990 12.549 18.829 15.847 16.136 13.003 204.715

DEBT SERVICE 1994 Debt Service 40.080 40.080 2004 Debt Service 4.442 4.287 4.285 4.290 4.288 4.286 4.290 30.169 2005 Debt ServiceTotal Debt Service 40.080 4.442 4.287 4.285 4.290 4.288 4.286 4.290 70.249

NET REVENUE 69.445 4.395 5.703 8.264 14.538 11.558 11.850 8.713 134.466Total Funds Available 9.089 11.158 12.813 18.235 17.633 19.500 18.231

Project Expenditures - Revenue 65.127 3.633 6.610 9.116 12.160 9.983 9.983 8.361 124.971

Ending Balance 5.456 4.549 3.696 6.075 7.651 9.518 9.870 9.495

PROJECT EXPENDITURES Project Support 34.353 2.754 2.498 1.602 1.060 0.869 0.869 0.724 44.729 Right of Way 4.585 0.015 1.500 3.400 9.500 Construction 81.358 0.864 2.612 4.114 11.100 9.114 9.114 7.636 125.911Total Project Expenditures 120.296 3.633 6.610 9.116 12.160 9.983 9.983 8.361 180.141

PROJECT FUNDING Paid by Bond Proceeds 55.170 55.170 Paid by Net Revenue 65.127 3.633 -0.907 -0.852 12.160 9.983 9.983 8.361 107.486 Paid by Fund Balance 7.517 9.968 17.485 Unfunded ProjectsTOTAL PROJECTS FUNDED 120.296 3.633 6.610 9.116 12.160 9.983 9.983 8.361 180.141

FINANCIAL RATIOSDebt Service Coverage 1.797 1.896 1.931 1.967 2.010 2.059 1.581

Active Project Budget Changes for the 2004 Strategic PlanRT 1 OPERATIONAL IMPROVEMENTS

Trend No. Reporting Document and Description Support Right of Way Construction TotalProject

$41,957$2,974,141 $10,973,042 $13,989,1402001 Strategic Plan Budget

03-01 $19,000 $0 $0 $19,0002003 Strategic Plan: Additional effort to close out arbitration process

03-02 $105,000 $0 $0 $105,0002003 Strategic Plan: Budgeted amount for special counsel for arbitration

03-03 $0 $0 $400,000 $400,0002003 Strategic Plan: Budgeted share of potential liability from arbitration settlement

03-04 $0 $0 $576,962 $576,9622003 Strategic Plan: Budget increase to account for final reconciliation of construction expenditures. SBCAG portion increased by $180,020.

03-05 $0 $0 ($4,672) ($4,672)2003 Strategic Plan: Budget reduction to reflect underrun in the actual expenditures on the plant establishment contract.

$972,2902003 Trend Totals $1,096,290$0$124,000

2004 Strategic Plan Budget $41,957 $11,945,332 $15,085,430$3,098,141

Active Project Budget Changes for the 2004 Strategic PlanRT 101 WIDENING/INTERCHANGES/OPERATIONS


$0$1,356,746 $22,314,688 $23,671,4342001 Strategic Plan Budget

03-01 $0 $0 ($2,354,000) ($2,354,000)2003 Strategic Plan: In October 2003, expenditure plan amendment to use funds to assist Caltrans Milpas to Hot Springs operational improvements project (construction)

03-02 $0 $0 ($5,653,000) ($5,653,000)2003 Strategic Plan: In October 2003, expenditure plan amendment to use funds to assist Caltrans Milpas to Hot Springs operational improvements project (right of way)

03-03 $0 $0 ($3,100,000) ($3,100,000)2003 Strategic Plan: In October 2003, expenditure plan amendment to use funds toward Ortega Hill project (construction)

03-04 $0 $0 ($1,500,000) ($1,500,000)2003 Strategic Plan: In October 2003, expenditure plan amendment to use funds toward Coastal Express transit service

($12,607,000)2003 Trend Totals ($12,607,000)$0$0

2004 Strategic Plan Budget $0 $9,707,688 $11,064,434$1,356,746

Active Project Budget Changes for the 2004 Strategic PlanRT 101/MILPAS ST I/C



03-01 $0 $0 ($120,000) ($120,000)2003 Strategic Plan: Elimination from construction budget of remediation contingency for roundabout. Based on follow up traffic analysis completed.

03-02 $962 $0 $0 $9622003 Strategic Plan: Adjustments to budget to account for actual expenditures.

03-03 $0 $0 ($13,363) ($13,363)2003 Strategic Plan: Reduced budget amount based on City's contribution to the construction.

($133,363)2003 Trend Totals ($132,401)$0$962


Active Project Budget Changes for the 2004 Strategic PlanRT 101/154 (SOUTH) I/C



03-01 $165 $0 $0 $1652003 Strategic Plan: Adjustment to budget based on actual expenditures.

03-02 ($13,324) $0 $0 ($13,324)2003 Strategic Plan: Reduction in budget based on actual expenditures at closeout.

$02003 Trend Totals ($13,159)$0($13,159)


Active Project Budget Changes for the 2004 Strategic PlanRT 101/STORKE RD I/C


$579,680$501,257 $9,222,486 $10,303,4232001 Strategic Plan Budget

03-01 $0 $0 ($15,600) ($15,600)2003 Strategic Plan: Decrease budget based on actual expenditures at closeout of landscaping phase. Measure D contribution decreased by $6,148.

03-02 $0 $0 ($209,563) ($209,563)2003 Strategic Plan: Decrease budget based on actual expenditures at closeout. Measure D contribution decreased by $310,387, STIP contribution actually increased.

($225,163)2003 Trend Totals ($225,163)$0$0

2004 Strategic Plan Budget $579,680 $8,997,323 $10,078,260$501,257

Active Project Budget Changes for the 2004 Strategic PlanRT 101/154 (NORTH) I/C



02-01 $15,000 $0 $263,038 $278,038Quarterly Report (2/02): Approval of additional contingency to complete construction. Also, $15k for inspection for plant establishment period.

$263,0382002 Trend Totals $278,038$0$15,000

03-01 $13,105 $15,000 $0 $28,105Quarterly Report (03/03): Approval of $15k for right of way acquisition (support and capital) after construction--3 miscellaneous parcels.

03-02 $32,500 $0 $0 $32,5002003 Strategic Plan: Increase in budget due to actual expenditures.

03-03 ($12,864) $0 $0 ($12,864)2003 Strategic Plan: Adjustment to budget amounts based on actual expenditures at contract close out.

03-04 ($20,758) $0 $0 ($20,758)2003 Strategic Plan: Decrease in budget amount based on actual expenditures at contract close out.

$02003 Trend Totals $26,983$15,000$11,983


Active Project Budget Changes for the 2004 Strategic PlanRT 101/BETTERAVIA RD I/C



03-01 $393 $0 $0 $3932003 Strategic Plan: Adjustment to budget to reflect actual expenditures.

03-02 ($256) $0 $0 ($256)2003 Strategic Plan: Budget reduction based on refund on overpaid services.

$02003 Trend Totals $137$0$137


Active Project Budget Changes for the 2004 Strategic PlanRT 101/STOWELL RD I/C



02-01 $8,290 $0 $0 $8,290Quarterly Report (02/02): Amendment No. 1 to contract for right of way attorney services.

02-02 $0 $0 $20,000 $20,000Quarterly Report (06/02): Portion of Amendment No. 1 to CHP services contract. Only included the authorization increase not the full budget increase.

02-03 $0 $0 $25,000 $25,000Quarterly Report (09/02): Original budget for CHP services contract. Omitted from overall during establishment for 2001 Strategic Plan budget.

02-04 $0 $0 $16,369 $16,369Quarterly Report (09/02): Inclusion of complete contract budget increased as authorized under Amendment No. 1 to the agreement for CHP services.

02-05 $10,000 $0 $0 $10,000Quarterly Report (09/02): Internal budget transfer of $10k from Donovan Road

02-06 $24,926 $0 $0 $24,926Quarterly Report (09/02): Amendment No. 7 to the contract for design and right of way support services.

$61,3692002 Trend Totals $104,585$0$43,216

03-01 $72,155 $0 $0 $72,155Quarterly Report (03/03): Budget increase related to Amendment No. 1 for construction support services.

03-02 $13,689 $0 $0 $13,689Quarterly Report (06/03): Budget increase for design and design support based on Amendment No. 8.

03-03 ($10,000) $0 $0 ($10,000)2003 Strategic Plan: Internal budget transfer to Donovan Road.

03-04 ($618) $0 $0 ($618)2003 Strategic Plan: Budget reduction based on actual expenditures at completion of the phase.

03-05 $0 ($175,616) $0 ($175,616)2003 Strategic Plan: Reduction in budget based on actual expenditures at completion.

03-06 $1,500 $0 $0 $1,5002003 Strategic Plan: Budget increase for support services from County of SB to close out right of way.

03-07 $222,000 $0 $0 $222,0002003 Strategic Plan: Increase in budget to accommodate actual expenditures.

03-08 $4,317 $0 $0 $4,3172003 Strategic Plan: Increase in budget based on actual expenditures.

Active Project Budget Changes for the 2004 Strategic Plan$02003 Trend Totals $127,427($175,616)$303,043


Active Project Budget Changes for the 2004 Strategic PlanRT 101/MAIN ST I/C



03-01 ($5,855) $0 $0 ($5,855)2003 Strategic Plan: Budget reduction based on actual expenditures at contract close out.

03-02 $557 $0 $0 $5572003 Strategic Plan: Budget increase to accommodate actual expenditures.

$02003 Trend Totals ($5,298)$0($5,298)


Active Project Budget Changes for the 2004 Strategic PlanRT 101/DONOVAN RD I/C



02-01 $2,382 $0 $0 $2,382Quarterly Report (02/02): Amendment No. 1 to contract for right of way attorney services.

02-02 $0 $0 $26,000 $26,000Quarterly Report (09/02): Original budget for CHP services contract. Omitted from overall during establishment for 2001 Strategic Plan budget.

02-03 $0 $0 $20,000 $20,000Quarterly Report (06/02): Portion of Amendment No. 1 to CHP services contract. Only included the authorization increase not the full budget increase.

02-04 $0 $0 $16,370 $16,370Quarterly Report (09/02): Inclusion of complete contract budget increased as authorized under Amendment No. 1 to the agreement for CHP services.

02-05 ($10,000) $0 $0 ($10,000)Quarterly Report (09/02): Internal budget transfer of $10k to Stowell Road

02-06 $15,419 $0 $0 $15,419Quarterly Report (09/02): Amendment No. 7 to the contract for design support services.

$62,3702002 Trend Totals $70,171$0$7,801

03-01 $19,222 $0 $0 $19,2222003 Strategic Plan:

03-02 $91,834 $0 $0 $91,834QuarterlyReport (03/03): Budget increase related to Amendment No. 1 for construction support services.

03-03 $10,000 $0 $0 $10,0002003 Strategic Plan: Internal budget transfer from Stowell Road.

03-03 $0 ($188,600) $0 ($188,600)2003 Strategic Plan: Reduction in budget based on actual expenditures at completion.

03-05 $274,400 $0 $0 $274,4002003 Strategic Plan: Increase in budget to accommodate actual expenditures.

03-05 $16,111 $0 $0 $16,111Quarterly Report (06/03): Budget increase for design and design support based on Amendment No. 8.

03-07 ($12,608) $0 $0 ($12,608)2003 Strategic Plan: Budget reduction based on actual expenditures at completion of the phase.

$02003 Trend Totals $210,359($188,600)$398,959


Active Project Budget Changes for the 2004 Strategic PlanRT 154 OPERATIONAL IMPROVEMENTS-GROUP I


$400$3,718,019 $8,652,738 $12,371,1572001 Strategic Plan Budget

03-01 $0 $0 ($3,278) ($3,278)2003 Strategic Plan: Reduced budget based on actual expenditures at contract close out.

($3,278)2003 Trend Totals ($3,278)$0$0

2004 Strategic Plan Budget $400 $8,649,460 $12,367,879$3,718,019

Active Project Budget Changes for the 2004 Strategic PlanRT 154 OPERATIONAL IMPROVEMENTS-GROUP II



03-01 $137,828 $0 $0 $137,8282003 Strategic Plan: Budget increase to accommodate actual expenditures.

$02003 Trend Totals $137,828$0$137,828


Active Project Budget Changes for the 2004 Strategic PlanRT 101/MILPAS ST TO HOT SPRINGS RD


$0$0 $0 $02001 Strategic Plan Budget

03-01 $9,805,615 $4,800,000 $32,500,000 $47,105,6152003 Strategic Plan: In October 2003, expenditure plan amendment to fund out of 101 Widening allocation

$32,500,0002003 Trend Totals $47,105,615$4,800,000$9,805,615

2004 Strategic Plan Budget $4,800,000 $32,500,000 $47,105,615$9,805,615

Active Project Budget Changes for the 2004 Strategic PlanRT 101/EVANS AVE TO SHEFFIELD DR



03-01 $1,754,000 $20,000 $3,100,000 $4,874,0002003 Strategic Plan: In October 2003, expenditure plan amendment to fund out of 101 Widening allocation

$3,100,0002003 Trend Totals $4,874,000$20,000$1,754,000


Active Project Budget Changes for the 2004 Strategic PlanCOASTAL EXPRESS



03-01 $0 $0 $1,500,000 $1,500,0002003 Strategic Plan: In October 2003, expenditure plan amendment to fund out of 101 Widening allocation

$1,500,0002003 Trend Totals $1,500,000$0$0

2004 Strategic Plan Budget $0 $1,500,000 $1,500,000$0

Active Project Budget Changes for the 2004 Strategic Plan

STATE AND LOCAL TRANSPORTATION PARTNERSHIP PROGRAM (SLTPP)Milestones and Deadlines

SLTPP Application Deadlines Schedule DatesSLTPP SLTPP Application Drop Match Ratio Letter of Intent Construction Construction

PROJECT Project Number Cycle Period Period Published By SBCAG Contract Award Contract Award

RT 1 OPERATIONAL IMPROVEMENTS SB96-6090(001) 6 Complete Passed 6.67% Sent Complete-6/96 Complete-6/96

RT 101 THIS PROJECT IS NOT ELIGIBLE FOR SLTPP FUNDS

RT 101/MILPAS ST I/C SB99-6090(001) 9 Complete 4/15/1998 16.59% Sent Complete-6/99 Complete-6/99

RT 101/LA CUMBRE RD I/C SB95-6090(004) 5 Complete Passed 19.35% Sent Complete-7/95 Complete-7/95

RT 101/154 (SOUTH) I/C SB96-6090(005) 6 Complete Passed 6.67% Sent Complete-6/96 Complete-6/96

RT 101/STORKE RD I/C THIS PROJECT IS NOT ELIGIBLE FOR SLTPP FUNDS

RT 101/154 (NORTH) I/C THIS PROJECT IS NOT ELIGIBLE FOR SLTPP FUNDS

RT 101/BETTERAVIA RD I/C SB96-6090(003) 6 Complete Passed 6.67% Sent Complete-10/95 Complete-10/95

RT 101/STOWELL RD I/C THIS PROJECT IS NOT ELIGIBLE FOR SLTPP FUNDS

RT 101/MAIN ST I/C SB96-6090(004) 6 Complete Passed 6.67% Sent Complete-6/96 Complete-6/96

RT 101/DONOVAN RD I/C THIS PROJECT IS NOT ELIGIBLE FOR SLTPP FUNDS

RT 135/BETTERAVIA RD INT SB95-6090(003) 5 Complete Passed 19.35% Sent Complete-8/94 Complete-8/94

RT 154 OPERATIONAL IMPROV - GRP I SB96-6090(002) 6 Complete Passed 6.67% Sent Complete-6/96 Complete-6/96

RT 154 OPERATIONAL IMPROV - GRP II THIS PROJECT IS NOT ELIGIBLE FOR SLTPP FUNDS

RT 166 OPERATIONAL IMPROVEMENTS SB94-6090(041) 4 Complete Passed 22.43% Sent Complete-4/94 Complete-4/94

HOLLISTER AVE/FAIRVIEW AVE INT SB95-6090(005) 5 Complete Passed 19.35% Sent Complete-8/95 Complete-8/95

09/24/01 08:53:12

Description 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Total

Total Sales Tax Revenue Collected 1.128 15.357 16.656 16.636 17.126 17.176 18.536 19.416 21.278 22.383 24.200 26.111 26.459 27.320 27.343 27.836 28.337 28.904 29.525 30.219 23.229 465.176

BOE Administrative Fee @: 0.001 0.252 0.247 0.248 0.398 0.391 0.409 0.454 0.373 0.420 0.389 0.384 0.367 0.419 0.470 0.478 0.487 0.497 0.507 0.519 0.399 8.111

Net After Deduction of BOE Fee 1.127 15.106 16.408 16.388 16.728 16.785 18.127 18.962 20.905 21.963 23.811 25.727 26.092 26.901 27.343 27.836 28.337 28.904 29.525 30.219 23.229 460.424

Interest Earnings on Account 5301 0.000 0.018 0.018 0.016 0.007 0.003 0.005 0.004 0.003 0.004 0.007 0.014 0.008 0.008 0.010 0.010 0.010 0.010 0.010 0.010 0.010 0.184

Auditor Administrative Fee/Processing Fee 0.000 0.028 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.085

Subtotal Sales Tax Revenue 1.127 15.095 16.423 16.400 16.732 16.785 18.128 18.963 20.906 21.964 23.815 25.738 26.097 26.905 27.350 27.843 28.344 28.911 29.532 30.226 23.236 460.523

SBCAG Administration 0.011 0.151 0.164 0.164 0.167 0.211 0.216 0.218 0.230 0.210 0.228 0.257 0.264 0.269 0.315 0.320 0.326 0.332 0.340 0.348 0.267 5.009

Sales Tax Revenue for Disbursement - Incremental 1.116 14.944 16.259 16.236 16.565 16.574 17.913 18.745 20.675 21.754 23.587 25.481 25.833 26.636 27.036 27.522 28.018 28.578 29.193 29.879 22.969 455.514

Sales Tax Revenue for Disbursement - Cumulative 1.116 16.061 32.320 48.556 65.121 81.694 99.607 118.352 139.028 160.782 184.369 209.850 235.683 262.319 289.355 316.878 344.895 373.474 402.666 432.545 455.514

Future Sales Tax Growth Rates (Net) 1.50% 1.80% 1.80% 2.00% 2.15% 2.35% 2.50%

Sales Tax Revenue - Highway Program (Incremental) 0.330 4.413 4.801 4.795 4.892 4.894 5.290 5.536 6.106 6.424 6.966 7.525 7.629 7.866 7.984 8.128 8.274 8.439 8.621 8.824 6.783 134.519

Sales Tax Revenue - Highway Program (Cumulative) 0.330 4.743 9.544 14.339 19.231 24.125 29.415 34.951 41.057 47.481 54.446 61.971 69.600 77.466 85.450 93.578 101.852 110.291 118.912 127.736 134.519

Minimum Annual Measure D Regional Program Revenue (Full Year)

Table A6-1

Maximum Annual Measure D Regional Program Revenue

APPENDIX SIX

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Description 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Total

Total Sales Tax Revenue Collected 1.128 15.357 16.656 16.636 17.126 17.176 18.536 19.416 21.278 22.383 24.200 26.111 26.459 27.320 27.343 27.836 28.337 28.904 29.525 30.219 23.229 465.176

BOE Administrative Fee @: 0.001 0.252 0.247 0.248 0.398 0.391 0.409 0.454 0.373 0.420 0.389 0.384 0.367 0.419 0.470 0.478 0.487 0.497 0.507 0.519 0.399 8.126

Net After Deduction of BOE Fee 1.127 15.106 16.408 16.388 16.728 16.785 18.127 18.962 20.905 21.963 23.811 25.727 26.092 26.901 27.343 27.836 28.337 28.904 29.525 30.219 23.229 460.424

Interest Earnings on Account 5301 0.000 0.018 0.018 0.016 0.007 0.003 0.005 0.004 0.003 0.004 0.007 0.014 0.008 0.008 0.010 0.010 0.010 0.010 0.010 0.010 0.010 0.184

Auditor Administrative Fee/Processing Fee 0.000 0.028 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.085

Subtotal Sales Tax Revenue 1.127 15.095 16.423 16.400 16.732 16.785 18.128 18.963 20.906 21.964 23.815 25.738 26.097 26.905 27.350 27.843 28.344 28.911 29.532 30.226 23.236 460.523

SBCAG Administration 0.011 0.151 0.164 0.164 0.167 0.211 0.216 0.218 0.230 0.210 0.228 0.257 0.264 0.269 0.315 0.320 0.326 0.332 0.340 0.348 0.267 5.020

Sales Tax Revenue for Disbursement - Incremental 1.116 14.944 16.259 16.236 16.565 16.574 17.913 18.745 20.675 21.754 23.587 25.481 25.833 26.636 27.036 27.522 28.018 28.578 29.193 29.879 22.969 455.514

Sales Tax Revenue for Disbursement - Cumulative 1.116 16.061 32.320 48.556 65.121 81.694 99.607 118.352 139.028 160.782 184.369 209.850 235.683 262.319 289.355 316.878 344.895 373.474 402.666 432.545 455.514

Future Sales Tax Growth Rates (Net) 1.50% 1.80% 1.80% 2.00% 2.15% 2.35% 2.50%

Sales Tax Revenue - Highway Program (Incremental) 0.330 4.413 4.801 4.795 4.892 4.894 5.290 5.536 6.106 6.424 6.966 7.525 7.629 7.866 7.984 8.128 8.274 8.439 8.621 8.824 6.783 134.519

Sales Tax Revenue - Highway Program (Cumulative) 0.330 4.743 9.544 14.339 19.231 24.125 29.415 34.951 41.057 47.481 54.446 61.971 69.600 77.466 85.450 93.578 101.852 110.291 118.912 127.736 134.519

Table A6-2

Gross Total Measure D Sales Tax Revenue

Total Sales Tax Revenue - Measure D Regional Program

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Description 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Sales Tax Revenue - Highway Program (Incremental) 0.33 4.41 4.80 4.79 4.89 4.89 5.29 5.54 6.11 6.42 6.97 7.52 7.63 7.87 7.98 8.13 8.27 8.44 8.62 8.82 6.78

Total Debt Service 0.94 2.25 4.61 4.61 4.61 4.61 4.61 4.61 4.61 4.61 4.44 4.29 4.29 4.29 4.29 4.29 4.29

Delta 0.33 4.41 4.80 4.79 3.95 2.65 0.68 0.93 1.50 1.81 2.36 2.91 3.02 3.25 3.54 3.84 3.99 4.15 4.33 4.54 2.49

Minimum Difference between Sales Tax Revenue and Bond Debt Service

Table A6-3

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Description 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Total

Construction 0.263 1.996 9.529 22.723 12.400 1.564 11.411 7.646 11.922 1.904 0.864 2.612 4.114 11.100 9.114 9.114 7.636 125.912

Right of Way 0.573 0.159 1.981 0.484 0.348 0.090 0.138 0.135 0.572 0.026 0.080 0.015 1.500 3.400 0.000 0.000 0.000 0.000 9.500

Project Support 0.058 0.575 1.361 3.375 3.646 4.165 2.725 1.882 2.706 2.512 2.002 1.434 2.754 2.498 1.602 1.060 0.869 0.869 0.724 36.817

Administration 0.109 0.507 0.605 0.835 0.616 0.760 0.782 0.772 0.686 0.800 0.489 0.568 0.382 7.911

Total 0.000 0.682 0.565 1.180 2.618 7.968 14.419 28.018 15.987 4.270 15.052 11.219 14.518 3.800 3.633 6.610 9.116 12.160 9.983 9.983 8.361 0.000 180.139

Table A6-4

Documents

Measure D Highway Program - SBCAGmeetings.sbcag.org/Meetings/SBCAG/2003/November/Strategic Plan .pdf3-1 Measure D Highway Program Progress ... PS&E Plans, Specifications and ... accomplishments