STATUS REPORT
April 2006
BART Strategic Plan Status Report— Spring 2006
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BART Strategic Plan Status Report— Spring 2006
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Table of Contents
Introduction…………………………………………………………................. 5
Mission and Vision………………………………………………................… 6
Focus Areas
The BART Customer Experience................................................. 8
Building Partnerships for Support................................................ 9
Transit Travel Demand.............................................................. 10
Land Use and Quality of Life..................................................... 12
People of BART.......................................................................... 14
Physical Infrastructure................................................................ 15
Financial Health.......................................................................... 16
Strategic Initiatives
Policies
System Expansion......................................................... 18
Access Management and Improvement...................... 25
Welfare to Work to Career........................................... 28
Station Area Planning................................................... 31
Sustainability................................................................. 35
Financial Stability ......................................................... 38
Programs
Renovation.................................................................... 45
Employee Development & Stewardship........................ 48
Earthquake Safety Program.......................................... 52
Business Advancement Plan ( BAP).............................. 54
System Capacity............................................................ 56
Key Indicators.......................................................................................... 60
BART System Map.................................................................................. 62
BART Strategic Plan Status Report— Spring 2006
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BART Strategic Plan Status Report— Spring 2006
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INTRODUCTION
The District’s Board of Directors adopted the BART Strategic Plan
in 1999 to help guide BART into the 21st century. The Board renewed
its commitment to the Plan in Spring 2003 by adopting an updated,
fine- tuned BART Strategic Plan that included a new focus on
implementation.
The renewed BART Strategic Plan remains integrally connected to a
clear mission and vision of our role in Bay Area transit, which you will
find on page 6. In brief, our aim is to provide safe, clean, reliable,
and customer- friendly regional public transit service that enhances
the livability of the Bay Area, with the District effectively leading and
collaborating within the region to deliver seamless transit services,
as well as working with the communities we serve to encourage
transit use.
The Strategic Plan focuses on seven key areas that are central to
this mission. The Plan identifies goals for each of these seven focus
areas, with emphasis on both internal and external collaboration to
achieve them more quickly. The Plan also includes strategic initiatives—
both policies and programs— that have multiple links to the seven
focus areas and provide definitive implementation strategies.
This Strategic Plan Status Report details the Strategic Plan’s ongoing
role in the District by highlighting accomplishments and providing a
snapshot of progress over the past two years for each focus area
and strategic initiative. It concludes with a “ Key Indicators” summary,
an overview of BART system characteristics and performance, past
and future.
BART Strategic Plan Status Report— Spring 2006
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MISSION AND VISION
BART’s Mission
To provide safe, clean, reliable, and customer- friendly regional public
transit service in order to increase mobility and accessibility, strengthen
community and economic prosperity, and preserve the environment in
the Bay Area.
BART’s Vision Statement
To be respected as a quality regional public transportation resource and
leader, with unique competence as a regional rail, indispensable to the
livability and vitality of the Bay Area community.
In carrying out this vision, BART will:
• Work with our transit partners to provide seamless, safe, and reliable
service to people throughout the San Francisco Bay region;
• Work together with other stakeholders to promote effective transit
policies, initiatives, and service delivery across the region;
• Maximize ridership using the BART system’s capacity to its fullest
potential;
• Partner with the communities we serve to make investment choices
and policy decisions which encourage, support, and enhance transit-oriented
development and the increased use of transit;
• Be a professional, caring organization dedicated to meeting the needs
of our customers and employees;
• Maintain our infrastructure and equipment in a condition that enables
us to supply safe, reliable, high- quality, clean, and customer- friendly
transportation;
• Know where we are, and where we are going financially, with capital
and operating revenues and expenses that are balanced, predictable,
stable, sustainable, and sufficient to meet our standards and goals.
BART Strategic Plan Status Report— Spring 2006
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FOCUS AREAS
To attain its organizational Mission and Vision, BART is focusing on
seven key areas with a vision and specific goals for each area. These
areas are closely interrelated and our success in addressing them will
have a major impact on the system’s future success. The focus areas
include:
The BART Customer Experience
Listening to our customers and responding to their needs for efficient,
integrated transit services.
Building Partnerships for Support
Focusing on partnerships with other transit agencies to support
customer- focused transit initiatives and increased transit use.
Transit Travel Demand
Maximizing transit use by encouraging off- peak and reverse commute
travel and improving station access.
Land Use and Quality of Life
Partnering with local communities to integrate transit services with
development, improve access, and enhance quality of life in
surrounding areas.
People of BART
Providing appropriate training and development for all employees and
breaking down barriers to effective teamwork.
Physical Infrastructure
Sharpening our focus on the repair, maintenance, and renovation of our
system to reduce system failures and improve service and reliability.
Financial Health
Protecting the Bay Area’s investment in rapid transit through long- term
capital planning and strategic partnerships.
BART Strategic Plan Status Report— Spring 2006
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THE BART CUSTOMER EXPERIENCE
Vision Goals
The transit riders and residents
of the San Francisco Bay Region
will regard BART and its transit
partners as providing seamless,
safe, reliable, and customer-friendly
transportation services
and will consider themselves
stewards of the system.
1. We will continually improve customer satisfaction by
maintaining performance standards and providing quality
customer service.
2. We will maximize regional transit access, convenience, and
ease of use through effective coordination among transit
providers.
Status
Performance Measure Benchmark
Feb04
Report
FY05 Evaluation
% of Customer Satisfaction
Survey respondents who rate
their overall customer
satisfaction with BART as very
or somewhat satisfied.
80% or higher
82% by 2010
80%
( from 2002
survey)
86%
( from 2004
survey)
% of customers who arrive on
time.
94% or higher
96% by 2010
95.2%
( FY03)
94.9%
Transit access mode share to
BART.
21.5% by 2005
22.0% by 2010
20.5%
( from 1998
survey)
20.5%
( from 1998
survey, no
update
available)
% of Customer Satisfaction
Survey
respondents who rate timeliness
of connections with buses
( transit)* as good or better.
54% or higher
56% by 2010
54%
( from 2002
survey)
62.2%
( from 2004
survey)
* All transit to be measured in future surveys.
Legend
Benchmark met or
exceeded
Benchmark merits
watching
Benchmark not met
BART Strategic Plan Status Report— Spring 2006
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BUILDING PARTNERSHIPS FOR SUPPORT
Vision Goals
As an indispensable resource to
the Bay Area’s quality of life,
BART will take a leadership role
working with diverse
stakeholders to promote more
effective transit policies and
political support for regional
transit initiatives.
1. BART will be viewed by stakeholders as a credible, trustworthy
steward of the system we manage and operate, focused on
improving our value to the riders and the communities we serve.
2. BART will encourage and consider public input as integral to
sound, balanced policy development and decision making, and
make deliberate, disciplined decisions in the best interests of the
people it serves.
3. Residents of the Bay Area will value and take pride in BART as an
integral part of their communities.
4. Key elected officials, opinion leaders, and decision- makers will
understand and actively support transit needs and initiatives.
Status
Performance Measure Benchmark
Feb04
Report
FY05 Evaluation
% of Customer Satisfaction
Survey respondents who rate
BART’s leadership in
solving regional
transportation issues as
good or better.
51% or higher
55% by 2010
51%
( from 2003
survey)
61.9%
( from 2004
survey)
% of Customer Satisfaction
Survey respondents who
would definitely or probably
recommend BART to a friend
or guest.
90% or higher 90%
( from 2002
survey)
93%
( from 2004
survey)
Electoral and legislative
support for transit
initiatives.
Specific goals
vary annually
2002/ 03
PASSED:
• SB 760
• SB 916
• AB 813
• AB 839
• Prop K
2003/ 04/ 05
PASSED:
• RM2
• Measure AA
• State Prop 1A
• Measure A
• Measure J
• SB 1201
• AB 1320
• AB 691,
sponsored
with Calif
Transit Assoc
& will continue
to work on
SB521
BART Strategic Plan Status Report— Spring 2006
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TRANSIT TRAVEL DEMAND
Vision Goals
The BART system will be used
to its fullest potential,
maximizing transit ridership in
order to enhance the Bay
Area’s quality of life.
1. We will work to understand changing transit demand
patterns and be prepared to respond to them, and we will
work proactively to influence travel demand trends in the
region that support transit ridership.
2. We will optimize the use of existing capacity.
3. We will encourage and facilitate improved access by all
modes to and from our stations.
4. BART will work to close gaps in regional rail services
between major population and employment centers and/ or
corridors.
5. BART will develop the line- haul and station throughput
capacity to serve on average at least 500,000 weekday
riders ( without the addition of a second TransBay Tube).
Status
Performance Measure Benchmark
Feb04
Report
FY05 Evaluation
Weekday off- peak ridership
as a share of total ridership.
44% or higher
46% by 2010
43% 43%
System utilization
( passenger
Miles/ revenue seat miles).
35% or higher 29%
( FY03)
31%
Line- haul capacity, station
capacity and station access
increases
to serve a projected average
weekday ridership of:
370,000 by 2008*
420,000 by 2013*
500,000 by 2018*
* Assumes same service
levels, ridership patterns
& distribution by time of
day as current
conditions.
360,000
( current
capacity)
360,000
( current
capacity)
BART links to regional rail
network and airports.
BART links to regional rail
network and airports.
( continued)
At least one direct
connection be-tween
BART and:
Muni at:
Embarcadero
Montgomery
Powell
Civic Center
Glen Park
Balboa Park
Caltrain at:
Millbrae
Santa Clara
S. J. Diridon
Exists
Exists
Exists
Exists
Exists
Exists
Exists
Part of SVRT
Part of SVRT
Exists
Exists
Exists
Exists
Exists
Exists
Exists
Part of SVRT
Part of SVRT
BART Strategic Plan Status Report— Spring 2006
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TRANSIT TRAVEL DEMAND
VTA at:
S. J. Diridon
Montague
S. J. Market St.
ACE at:
S. J. Diridon
Santa Clara
Part of SVRT
Part of SVRT
Part of SVRT
Part of SVRT
Part of SVRT
Part of SVRT
Part of SVRT
Part of SVRT
Part of SVRT
Part of SVRT
Capitol Corridor
at:
S. J. Diridon
Richmond
Coliseum
Union City
S. F. International
Airport
Oakland Airport
San Jose Mineta
Airport
Other Rail:
East Contra Costa
County at
Pittsburg/ Bay
Point BART station
Part of SVRT
Exists
Under
Construction
Proposed
Exists
Proposed rail
connection
exists via
AirBART bus
Proposed as
part of SVRT
Proposed
Part of SVRT
Exists
Under
Construction
Proposed
Exists
Proposed rail
connection
exists via
AirBART bus
Proposed as
part of SVRT
Proposed
BART Strategic Plan Status Report— Spring 2006
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LAND USE AND QUALITY OF LIFE
Vision Goals
In partnership with the
communities we serve,
our investment choices
and policy decisions will
encourage, support, and
enhance access to transit
through development of
transit- oriented
communities to realize the
full value of our transit
investments while
maximizing the livability
and vitality of those
communities.
1. In partnership with the communities it serves, BART properties
will be used in ways that first maximize transit ridership and then
balance transit- oriented development goals with community
desires.
2. In partnership with the communities BART serves, we will
promote transit ridership and enhance the quality of life by
encouraging and supporting transit- oriented development within
walking distance of BART stations.
3. We will advocate for transit- supportive land use policies and
programs at the local, regional, state, and federal levels.
Status
Performance Measure Benchmark Feb04 Report FY05
Eval
.
The amount of TOD on
BART property.
Transit-
Oriented
Development
on BART
property ( where
developable
property exists)
at 12 of 28
stations by
2010.
Richmond
( under construction)
231 res. units;
27,000 s. f. retail;
cultural facility
Fruitvale
( under construction)
47 res. units;
135,000 s. f.
retail/ office/ service
Castro Valley
( completed 2/ 98)
96 res. units;
BART police facility
Board adopted Transit-
Oriented Development
Policy 7/ 2005
Richmond
132 of 231 units
completed; new Transit
Station under construction
Fruitvale, Phase I
( completed Feb- Apr 2004)
47 res. units;
135,000 s. f.
retail/ office/ service;
BART parking garage
Castro Valley
( completed 2/ 98)
96 res. units;
BART police facility
Walnut Creek
Board approved
2002
Ashby
Board approved
option
Walnut Creek
Option agreement
executed; initiating EIR
process with City
Ashby
Board approved amended
option June 2004; project
environmentally cleared by
City; in final design
BART Strategic Plan Status Report— Spring 2006
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LAND USE AND QUALITY OF LIFE
Entrance
agreements at
5 of 11
stations by
2010, where
no
developable
property
exists.
West Dublin/
Pleasanton
Board approved
1999
Pleasant Hill
Board approved JPA
and lease in 2003
19th St
Powell
Montgomery
West Dublin/
Pleasanton
Cities of Dublin &
Pleasanton, and Alameda
County approved funding
agreement; new private
developer selected and
transaction approved
Pleasant Hill
Project initiated
construction in March
2006; garage construction
to begin April 2006
19th Street
No activity
Powell
Board approved capacity
improvement project to be
funded by Emporium
Development
Montgomery
No activity
Systemwide land density
within 1/ 2 mile of BART
stations, ( population density
per acre+ employment
density per acre).
* 2000 census data not consistently
reported
Average pop.
density 26
residents per
acre by 2010
Average empl.
density 33 jobs
per acre by
2010
2000 pop. density
average = 29.9
1990 empl. density*
average= 26.2
2000 pop. density average
= 29.9
1990 empl. density*
average= 26.2
BART Strategic Plan Status Report— Spring 2006
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PEOPLE OF BART
Vision Goals
BART will be a professional,
caring organization dedicated
to meeting the needs of our
customers.
1. BART will create a welcoming and supportive working
environment for all employees.
2. BART will have an organizational culture that respects,
values, and empowers employees and puts customers
first. We will seek to improve working relationships within
BART, and between BART and the people and
communities we serve.
3. We will attract, train, retain, and provide job enrichment
and career growth to a dedicated and competent
workforce.
Status
Performance Measure Benchmark
Feb04
Report
FY05 Evaluation
Annual % of the workforce
who leave BART for
reasons other
than retirement.
4% or less 1.6%
( FY03)
2%
Employee safety using
OSHA
Recordable Injuries & Illness
Rate ( claims/ million hours
worked).
19 or less 16.8
( FY03,
Benchmark =
20)
15.5
Internal promotions based
on % of positions filled by
BART staff ( excludes entry
level positions).
55% or higher 47.7%
( past three
fiscal years)
50%
( past three
fiscal years)
Average # of training hours
per employee per year
provided by the District.
40 or higher 41.5 56.1
BART Strategic Plan Status Report— Spring 2006
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PHYSICAL INFRASTRUCTURE
Vision Goals
Our infrastructure and
equipment will be maintained
in a condition that enables us
to supply high quality, clean,
safe, reliable, and customer-friendly
transportation.
1. We will make annual investments in maintenance and repair of
our physical infrastructure sufficient to support safety,
cleanliness, reliability, train performance, and customer
friendliness.
2. We will meet the demands of our customers and assure the
long- term viability of BART by routinely reinvesting in our aging
infrastructure to maintain its functional value.
3. We will ensure that infrastructure and maintenance capacity
support the planned level of service. At the same time, we will
provide the infrastructure flexibility to support the planned level
of service.
Status
Performance Measure Benchmark Feb04 Report FY05 Evaluation
Minimum % of system
operating expense
allocated to capital
investment.
3% or higher 3% equivalent
grant funds
programmed
2.4%
equivalent
grant funds
programmed
Total investment in
physical infrastructure
between 2004 and 2014.
$ 1.3B for
earthquake
safety
$ 193M
programmed
$ 1.3B*
programmed
$ 2.3B for
renovation
$ 108M
programmed
$ 297M
programmed
% of fare gates in service. 97% or higher
98% by 2010
95.8%
( FY03,
Benchmark= 95%)
98.6%
% of elevators in service
( combined station &
garage).
98% or higher 98.8%
( FY03,
Benchmark= 97%)
99.2%
% of escalators in service
( combined street &
platform).
97% or higher 98.3%
( FY03,
Benchmark= 95%)
98.0%
% of BART customers who
rate train cleanliness as
“ good” or better.
52% or higher
65% by 2010
52%
( from 2002
survey)
58.5%
( from 2004
survey)
% of BART customers who
rate the cleanliness
inside stations as “ good”
or better.
56% or higher
70% by 2010
56%
( from 2002
survey)
64.7%
( from 2004
survey)
Mean time between
service
delays ( vehicle reliability).
1800 hours or
more
2300 hrs by
2010
1867 hours
( FY03,
Benchmark= 1500)
2016 hours
* Need additional $ 0.3B for system operability.
BART Strategic Plan Status Report— Spring 2006
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FINANCIAL HEALTH
Vision Goals
We will know where we are, and
where we are going financially. Our
operating and capital revenues and
expenses will be balanced,
predictable, sustainable, and
sufficient to meet standards and
goals.
1. We will remain a transit service that is competitive in
terms of value ( i. e., quality for price) for the people we
serve.
2. We will maintain and improve the stability of our financial
base.
3. We will work with our regional transit partners to
advocate for funding needed to sustain existing transit
services and infrastructure reinvestment, and then to
pursue prudent expansion.
4. Our financial choices will be guided by prudent fiscal
policies and reliable, useful revenue and expense
forecasts and plans.
Status
Performance Measure Benchmark
Feb04
Report
FY05 Evaluation
% of Customer Satisfaction
Survey respondents who rate
BART as a good value for the
money.
70% or higher 66%
( from 2002
survey)
67%
( from 2004
survey)
Annual increase in operating
costs per passenger miles.
At or below the
10- year average
rate of inflation
10- yr. avg.
increase in
Inflation: 2.9%
Operating
Cost: 2.2%
( FY03)
10- yr. avg.
increase in
Inflation: 2.7%
Operating
Cost: 2.4%
BART’s operating ratio. 60% or higher 62.1%
( FY03)
59.8%
BART’s credit rating. Fitch: AA
Moody’s: Aa3
S & P: AA-Fitch:
AA
Moody’s: Aa3
S & P: AA-Fitch:
AA
Moody’s: Aa3
S & P: AA-BART’s
prudent reserve for
economic uncertainty
5% of total
annual
operating
expenses
$ 23 million
( Lease- back
revenue
reserves)
0*
* Proceeds from the FY06 sale of the
Millbrae building will be used to
replenish the leaseback reserves.
$ BART Strategic Plan Status Report— Spring 2006
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STRATEGIC INITIATIVES
BART Strategic Initiatives are both policies and programs
that outline specific goals and strategies aimed at attaining
the District's organization mission and vision. The strategic
initiatives include:
POLICIES
• System Expansion
• Access Management and Improvement
• Welfare to Work to Career
• Station Area Planning
• Sustainability
• Financial Stability
PROGRAMS
• Renovation
• Employee Development and Stewardship
• Earthquake Safety
• Business Advancement Plan
• System Capacity
BART Strategic Plan Status Report— Spring 2006
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SYSTEM EXPANSION POLICY
Over forty years ago, residents of Alameda, Contra Costa, and
San Francisco counties supported the creation of the BART District.
Since that time, BART has become a critical component of the region’s
transportation system. Today, the pressures of growth in the Bay Area
continue with the accommodation of this growth continuing to further
disperse jobs and housing. At the same time, BART and other transit
systems demand a continued level of reinvestment to maintain service.
Finally, financial support for BART and other transportation systems
must compete with their infrastructures and social needs. It is imperative
that BART, as a steward of public funding for transportation investments,
continue to:
• Ensure cost- effective transportation investment decisions;
• Protect the taxpayers’ investment in the District’s physical
infrastructure;
• Ensure the financial health and sustainability of the District; and
• Enhance the Bay Area’s environment and quality of life.
GOALS:
• Enhance regional mobility, especially access to jobs.
• Generate new ridership on a cost- effective basis.
• Demonstrate a commitment to transit- supportive growth and development.
• Enhance multi- modal access to the BART system.
• Develop projects in partnership with communities that will be served.
• Implement and operate technology- appropriate service.
• Assure that all projects address the needs of the District’s residents.
HIGHLIGHTS OF
ACCOMPLISHMENTS
• The East Contra Costa BART Extension
( eBART) project was moved into the
Project Development phase with
environmental review, preliminary
engineering, and work with the
communities on enhancing ridership
and community outreach, all underway.
eBART is scheduled to be in service
in 2010.
• The Draft Environmental Impact
Statement ( DEIS) for the Warm Springs
Extension was published in 2005.
• BART executed agreements with
several key stakeholders to advance
the West Dublin/ Pleasanton joint
venture.
• The Transit Corridor Study for the
I- 580 Corridor was completed in
October 2004.
BART Strategic Plan Status Report— Spring 2006
19
STRATEGIES:
PARTNERSHIPS Seek partnerships with other transit agencies, local
communities, and private entities to plan and implement service expansion.
TRANSIT SERVICE OPTIONS Explore new BART and other transit service
options ( e. g., commuter rail, light rail, and quality bus), where appropriate, and possibly
as an interim service.
CRITERIA AND PROCESS FOR PROJECT ADVANCEMENT
Develop a process and set of criteria for evaluating expansion opportunities and create
some guidelines for determining whether to advance potential projects to the next
phase.
BART Strategic Plan Status Report— Spring 2006
20
Status
In May 2004, the I- 580 Corridor Policy Advisory Committee recommended that the
downtown Livermore Diesel Multiple Unit ( DMU) alternatives be dropped from fur-ther
consideration. The Committee recommended an interim strategy of deploying
express bus in the I- 580 corridor and a long- term strategy of preserving right- of-way
for a future rail corridor in the I- 580 median, as part of a High- Occupancy
Vehicle ( HOV) lane study managed by the Alameda County Congestion
Management Agency ( ACCMA). An environmental analysis of the HOV alternative
was initiated in 2004 by the ACCMA.
The Transit Corridor Study was completed in October 2004. BART staff is working
with Livermore- Amador Valley Transit Authority ( local bus operator) staff to refine
express bus options for the corridor.
Due to shortfalls in State Funding, an Environmental Impact Statement ( EIS) was
launched in March 2004 to obtain qualifications for Federalized State Funds. A
scoping meeting was held in April 2004, and a draft EIS was published for public
review in 2005. The Final EIS is expected to be released by Spring 2006.
Preliminary engineering is nearly complete, and most major land acquisitions have
been secured. However, due to lack of funding, the project will not be advertised
until adequate funding is identified for both the Warm Springs and the SVRT proj-ect.
Meanwhile, assuming a Record of Decision is issued by FTA, various negotia-tions
with the City of Fremont and several utilities will be finalized during the next
calendar year. Land acquisition for the project will proceed as funding is made
available.
The Warm Springs BART Specific Plan process, led by the City of Fremont with
BART support, was placed on hold last year and will soon restart. The process,
begun in September 2003, will culminate in a transit- supportive policy framework
with land use designations, zoning, circulation, access, service, and infrastructure
elements. An environmental impact report for the Specific Plan will follow after the
Fremont City Council adopts the Plan.
The Board adopted the FEIR/ FEIS, and the FTA issued the Record of Decision ( ROD)
in March 2002. Preliminary Engineering and Design- Build Request for Proposal ( RFP)
documents were completed. The Design- Build Preliminary Engineering was complet-ed
in September 2004 and shelved while staff investigated Public/ Private Partnerships
( P3) and waited for the Airport to adopt a future terminal configuration.
Due to lack of adequate funding, issuance of the RFP was delayed, and the possibility
of obtaining private financing was studied to close the funding gap. With the potential
for P3 confirmed, the original Design- Build- Operate- Maintain procurement was can-celled,
and a new Design- Build- Finance- Operate procurement is being developed. A
new RFQ was issued in February 2006, and issuance of proposal documents is antic-ipated
by late Summer 2006. OAC revenue service is expected to begin in 2011.
System Expansion
implementation priorities
Description
Alameda County
I- 580 Corridor/ Livermore
Warm Springs
Extension
Oakland Airport Connector ( OAC)
BART Strategic Plan Status Report— Spring 2006
21
Status
BART selected Ampelon/ Jones Lang LaSalle as the Master Developer for the
station. Ampelon/ Jones Lang LaSalle has helped BART successfully market the
private development on BART land ( housing, hotel, & office) and is responsible for
the design and construction of the BART station, parking structures, and pedestri-an
bridges that link the station to adjacent land uses. Determination on a
Guaranteed Maximum Price for the public improvements, a prerequisite to issuing
bonds for construction of the station, should be completed in May 2006. Revenue
service is expected in 2008.
The BART led feasibility study for a BART in- fill station at Jack London Square
( JLS) was conducted in partnership with the City of Oakland and the Port of
Oakland. For a variety of operational and technical reasons, the concept of a
BART in- fill station was deemed infeasible in the 2004 report.
An alternative concept involving a new, underground, single- track BART line begin-ning
at 12th Street station and running below Broadway to the heart of JLS was
also considered. The Policy Advisory Committee ( PAC) expressed interest in the
“ Underground BART Shuttle” if it linked the BART system to JLS and then onto
Alameda, but not if it spanned only the short distance from downtown Oakland to
JLS. A detailed engineering study of the more elaborate “ Alameda- oriented” BART
option was beyond the scope and budget of the project.
The study also evaluated surface transit systems that would improve the connec-tion
from downtown Oakland to JLS, including electric streetcars and new rubber
tire service.
SamTrans is leading the Dumbarton Rail Corridor Study in conjunction with several
cities in the three counties of San Mateo, Alameda, and Santa Clara, as well as
with related transportation authorities and other regional transit providers, including
BART and Capitol Corridor. The Preliminary Project Report ( PSR), which includes
conceptual engineering and an environmental scan covering the proposed project
area from the Caltrain connection in Redwood Junction to the BART connection at
Union City, was completed in May 2004. The Environmental Phase 1, Alternatives
Analysis and Project Purpose and Need Draft Final Report was released in
January 2006.
Based upon voter approval of Senate Bill 916 in November 2003, a full environ-mental
analysis and preliminary engineering is underway. As defined, the budget
does not include capital funding for full station development at the four proposed
stations.
The Contra Costa Transportation Authority ( CCTA) completed a feasibility study
for developing transit between the Walnut Creek and the Dublin/ Pleasanton BART
stations. The study recommended, and Measure J partially funded, implementation
of an Express Bus network in the corridor. BART and MTC will address rail options
in the Regional Rail study.
System Expansion
implementation priorities
Description
West Dublin/ Pleasanton BART Station and
Transit Village Project
Jack London Square ( JLS)
Dumbarton Rail Corridor Study
Alameda Point Bus Access Study
I- 680 Corridor ( Alameda
& Contra Costa County)
BART Strategic Plan Status Report— Spring 2006
22
Status
Long term travel markets and expanded rail service in this corridor are currently
being evaluated as part of the Regional Rail Study process.
The East Contra Costa BART Extension ( eBART) is a proposed project centered
on a non- BART rail extension heading eastward from the Pittsburg/ Bay Point
BART Station. The technology is proposed to be Diesel Multiple Unit ( DMU) trains,
a standard- gauge train widely in use in Europe and increasingly in North America.
The proposed communities to be served by eBART include Pittsburg, Antioch,
Oakley, Brentwood, and Byron/ Discovery Bay. BART is working with each commu-nity
on enhancing ridership in this corridor through our support of the jurisdictions'
Ridership Development Plans. The intent of the Plans is to increase ridership,
through a mix of greater density land uses near the stations and improved access.
The project is currently in the environmental review and preliminary engineering
phase. These tasks were initiated in 2005 and are scheduled for completion in
2007. Concurrent tasks include discussions with property owners and community
outreach. eBART is scheduled for revenue service in 2010.
eBART was the first expansion project to be evaluated against the System
Expansion Policy. It was reviewed at the completion of the 2001/ 02 Feasibility
Study and advanced by the BART and CCTA boards. At the completion of the
environmental review and preliminary engineering phase, the project will again be
evaluated against the Policy criteria, with the BART Board deciding on whether the
project will proceed to construction and service.
For further information, see the Project's website: www. ebartproject. org.
System Expansion
implementation priorities
Description
Contra Costa County
I- 80 Corridor
East Contra Costa BART Extension ( eBART)
BART Strategic Plan Status Report— Spring 2006
23
Status
A Final Draft Report was completed in 2003, and copies were distributed to
stakeholders and the public.
The EIR/ EIS was certified in 2004, and the Transbay Joint Powers Authority and
the Peninsula Joint Powers Board selected a locally preferred alternative. The proj-ect
will extend Caltrain 1.3 miles to downtown San Francisco; construct a 900,000
square foot, six- story regional transit center for nine transit operators, with a walk-ing
connection to BART; and create a new residential neighborhood with 3,400
housing units, of which 35% will be affordable units.
The SF Redevelopment Agency adopted the Transbay Redevelopment Plan in
2005, and the project received $ 56.204 million in federal funding from the surface
Transportation bill ( SAFETEA- LU).
BART is participating with other agencies in a San Francisco Transportation
Authority Study that will consider future transit service and investment along the
Geary Corridor in San Francisco. BART serves in a technical advisory capacity.
The study is underway.
BART staff is working with the Santa Clara Valley Transportation Authority ( VTA) to
prepare an Environmental Impact Statement/ Supplemental Environmental Impact
Report to satisfy both federal and state requirements. The BART Board and the
VTA Board will approve the Locally Preferred Alternative and decide on the
Approved Project. Preliminary Engineering was initiated in March 2004 and will
conclude in Spring 2006. The schedule for further progress, including Final Design,
is under development.
System Expansion
implementation priorities
Description
San Francisco and
San Mateo Counties
30th Street Feasibility Study
Transbay Transit Center and Downtown Rail
Extension Project
Geary Corridor Study
Santa Clara County
Silicon Valley Rapid Transit ( SVRT) Project
BART Strategic Plan Status Report— Spring 2006
24
Status
The Regional Rail Plan will define the passenger rail transportation network for the
nine- county San Francisco Bay Area, including the evaluation of California High-
Speed Rail System alignment options into the Bay Area.
The Regional Rail Plan project management team, a partnership among MTC,
BART, Caltrain, and the CHSR Agency, has been meeting on a regular basis to
discuss Regional Rail issues and strategies. Global issues to be considered within
the context of the Regional Rail Plan include:
• Integrating passenger rail systems,
• Expanding the regional rapid transit network,
• Planning capacity improvements on the regional railroad system, and
• Coordinating regional rail investments with transit- supportive land
uses.
In November 2005, the California High- Speed Rail Authority certified the Final
Environmental Impact Report ( EIR) for a proposed 700- mile rail project connecting
Los Angeles to the Bay Area via the Central Valley. A $ 10 billion bond measure is
planned to go before the voters in November 2006, but may be replaced by a larg-er
Infrastructure Bond ballot measure. The High- Speed Rail project may include a
link between the Transbay Terminal and BART in Downtown San Francisco.
The Water Transit Authority prepared a program level Draft Environmental Impact
Report ( DEIR) for the proposed expansion of ferries across San Francisco Bay.
In response, BART expressed general support for the proposal, with emphasis on
identifying underserved regional markets where ferries could provide additional
capacity to complement BART.
System Expansion
implementation priorities
Description
Regional
Regional Rail Study
High- Speed Rail
Ferry Expansion
BART Strategic Plan Status Report— Spring 2006
25
ACCESS MANAGEMENT AND
IMPROVEMENT POLICY
GOALS:
• Enhance customer satisfaction.
• Increase ridership by enhancing access to the BART system.
• Create access programs in partnership with communities.
• Manage access programs and parking assets in an efficient, productive,
environmentally sensitive, and equitable manner.
STRATEGIES:
ACCESS GOALS Set 5- and 10- year access goals in the context of an overall
program to expand the capacity of the core BART system during the next decade.
COMMUNITY PARTNERSHIP Seek partnerships with other transit agen-cies,
local communities, and private entities to plan and implement access programs.
SYSTEMWIDE PARKING MANAGEMENT Update parking manage-ment
strategies. Offer riders new parking choices pursuant to their willingness to pay.
ACCESS IMPROVEMENTS Undertake access improvements at existing
stations. Improvements would fulfill strategic objectives, such as inter- modal access
and transit- oriented development and meet BART standards, such as ADA compliance,
maintainability, and system consistency. Parking and other modes of access could be
increased or reduced to achieve higher ridership in the context of overall station area
development and access planning.
NEW PROGRAMS Develop new access programs to address system changes
related to the SFO Extension.
RESOURCES Seek grants, rely on BART resources, pursue public/ private
partnerships, and consider parking charges and fees for services to help offset
costs of new services, programs, and improvements in a cost effective manner.
HIGHLIGHTS OF
ACCOMPLISHMENTS
• Bike stations were installed at
Downtown Berkeley, Embarcadero,
and Fruitvale stations, with these
facilities serving 200 bicyclists per day.
• The Long- Term Parking Program was
implemented at East Bay BART stations,
with an average of 4,400 days of long-term
parking sold on a monthly basis.
• A daily- fee parking program was devel-oped,
permitting daily parking fees at
stations with parking facilities that fill
three or more days per week and have
sold at least 15% of the spaces for
monthly reserved parking, or where the
local jurisdiction has requested that daily
fee parking be implemented.
• Daily fee paid parking programs were
implemented at select East Bay Stations,
based on Board adopted parking
policies.
• Staff continued expansion of the Monthly
Reserved Parking Permit Program and
established a Single- Day Reserved
Parking Program at select East Bay
Stations.
• Bicycle racks were installed inside
the paid areas at Civic Center, 16th
St/ Mission, 24th St./ Mission, Glen Park,
and Balboa Park stations. Prototype
bicycle signage was developed and
installed.
• The “ SmartParking” program at the
Rockridge Station was demonstrated
in cooperation with UC Berkeley and
Caltrans. This program tested the
feasibility of providing real- time parking
availability information on freeway signs
on Highway 24.
• A station access improvement fund was
established, and staff is working with
communities and interest groups to
organize priority projects for station
access improvements.
BART Strategic Plan Status Report— Spring 2006
26
Status
Station- specific access goals are being established in conjunction with corridor
level planning studies, currently underway, and station TOD planning efforts.
Funds are being pursued for a BART station profile study.
Impacts of the “ SMARTParking” program at Rockridge Station are being studied
and demonstrations for the “ Easy Connect II” project at Pleasant Hill Station
( provision of bicycles, electric bicycles and Segways) and “ Dynamic Ridesharing”
at Dublin/ Pleasanton Station ( real- time ride matching for carpooling) are being
conducted. New parking payment prototypes are being researched and developed
with public and private partners.
Staff is planning cooperatively, with appropriate partners, to ensure that access
is maintained and enhanced in proposed TOD projects ( e. g., South Hayward,
Coliseum, Walnut Creek, and West Dublin) and TOD projects nearing construction
( Pleasant Hill and Union City). Access Management is working in conjunction with
Planning and Real Estate to determine the impacts on patrons of reducing parking
spaces in new TOD projects, and staff is developing alternate access programs.
Candidate projects are being developed based on existing access plans and input
from internal and external stakeholders. Projects will be selected based on how
well they meet the following criteria:
• Ability to leverage additional funding,
• Additional ridership generated,
• Community support for the project, and
• Cost effectiveness of the project.
Additional consideration will be given to those improvements at stations that
generate daily parking fees.
Electronic, shared- use bicycle lockers will be installed with secured grant funding.
Grant funds will be exercised to modify the interiors of approximately 50 “ C- 2” rail
cars to better accommodate bicycles and to study the impacts of interior modifica-tions
on passenger car capacity. A bicycle stair ramp/ channel will be designed,
tested, and installed at 16th / Mission station. Design findings will be employed to
establish a BART standard.
Access Management &
Improvement implementation priorities
Description
PLAN FOR THE FUTURE
Set Access Goals for stations by automobiles
( carpool, patron drop off/ pick up), transit,
bicycles, and pedestrians. Survey riders to
evaluate mode share data to establish goals
and track access program progress.
Work cooperatively with public ( universities,
Caltrans, MTC) and private organizations to
demonstrate and develop new access pro-grams
for BART and other transportation
providers.
Plan for access improvements necessary to
accommodate BART patrons in proposed
Transit Oriented Development ( TOD) proj-ects,
including “ during construction” and
“ after completion” of the new projects.
IMPLEMENTATION OF NEW
ACCESS PROJECTS
Develop and implement projects for station
access improvement demonstration program.
Improve bicycle access to BART.
BART Strategic Plan Status Report— Spring 2006
27
Access Management &
Improvement implementation priorities
Description
Revise current carpool program to increase
and promote carpooling to BART stations,
while working in partnership with regional
rideshare providers.
Seek opportunities to improve operating
efficiencies of BART’s Bike Stations.
Implement and monitor daily paid parking
programs, based on board adopted policies.
Work with local transit operators to coordinate
service to BART.
Manage reserved parking programs, based
on Board adopted policies and customer
demand.
Status
Operation and marketing of BART’s carpool program will be reassessed with the
goal of creating a program to increase patronage and improve enforcement. BART
is working in partnership with its regional rideshare partners. Program changes are
planned for Summer 2006.
Administration of the three Bike Stations continues with BART seeking ways to
form local partnerships to support continued operations. Staff is currently working
with the City of Berkeley to expand storage capacity of the Downtown Berkeley
Bike Station, in addition to working towards developing “ self- serve” options for the
Berkeley and Fruitvale facilities.
In February 2006, daily- fee paid parking programs were implemented at Daly City,
Colma, Lake Merritt, West Oakland, MacArthur, and Rockridge stations. By the end
of FY06, daily- fee paid parking programs will be implemented at Orinda, Lafayette,
Walnut Creek, Dublin/ Pleasanton, Ashby, and North Berkeley stations. In coopera-tion
with UC Berkeley and BART Planning, formal survey studies and focus groups
will be conducted by staff to assess the impacts of parking fees.
Coordination of the transit and shuttle program, including service modifications
necessitated by station intermodal rehabilitation and TOD projects, the “ All- Nighter”
Owl service, and feeder bus services, continues. BART participates in regional
“ transit connectivity” planning efforts and is working cooperatively with the Port of
Oakland to enhance AirBART Shuttle Service.
The authorized numbers of monthly reserved parking permits ( 25% of parking
spaces) have been sold at five East Bay stations ( monthly reserved parking is sold
at all BART Stations). Single- Day Reserved Parking Programs will expand to addi-tional
stations, as signage is installed ( single- day reserved parking is currently
available at five East Bay stations). Monthly and Single- Day Reserved Parking
Programs will be monitored on a station- by- station basis, and programs will be
expanded, as warranted.
ACTIVE MANAGEMENT
OF ESTABLISHED ACCESS PROGRAMS
BART Strategic Plan Status Report— Spring 2006
28
WELFARE TO WORK TO
CAREER POLICY
GOALS:
• Create programs in partnership with others to effectively serve welfare to work
clients.
• Enhance mobility for welfare to work clients, especially access to childcare, training,
and jobs.
• Strive to be an employer who provides opportunities to welfare to work clients.
STRATEGIES:
PARTNERSHIPS Seek partnerships with social service agencies, employers,
transit providers, and MTC to plan and implement programs and improvements that will
be of particular benefit to welfare to work clients.
ACCESS Undertake access improvements consistent with the Board- approved
Access Management and Improvement Policy Framework, focusing on improvements
that will be of particular benefit to welfare to work clients.
TRANSIT- ORIENTED DEVELOPMENT Promote transit- oriented devel-opment
( TOD) at and within walking distance of BART stations. TODs incorporating a
variety of land uses, such as childcare, housing, neighborhood- serving retail, services,
educational training opportunities, and jobs can help simplify trip making for welfare to
work clients.
EMPLOYMENT Define a program to offer opportunities to welfare to work individ-uals
for hiring and training at BART. The program may be carried out internally or
externally to BART.
HIGHLIGHTS OF
ACCOMPLISHMENTS
• BART works closely with community-based
organizations in environmental
justice communities on joint planning
activities.
• BART works with partners to develop
signage standards and to improve
access to information.
BART Strategic Plan Status Report— Spring 2006
29
Status
BART staff continues to participate on MTC’s Regional Welfare to Work Committee
and on county welfare to work committees. BART actively supports grant applica-tions
submitted by partner agencies for services that improve transportation
options for low income and minority residents.
BART has successfully applied for planning grants from Caltrans, as well as other
grants, to improve access at key stations.
In late 2004, BART concluded a study ( funded by a Caltrans grant), which
conducted outreach in targeted environmental justice communities to better
understand how residents use BART and how BART could better facilitate
that use. The outreach was conducted at three station areas – Richmond,
Embarcadero, and Lake Merritt – and resulted in recommendations for improved
access, signage, and materials in multiple languages. These recommendations are
incorporated into station access plans, as well as other on- going district activities,
including implementation planning for the Richmond Transit Village and coordinat-ed
work with local community- based organizations in Richmond, Oakland
Chinatown, and San Francisco.
BART recently completed another study ( also funded by Caltrans) for the develop-ment
of station area plans at South Hayward, Daly City, and Lake Merritt. These
planning efforts included community workshops and/ or focus groups with local
residents and employers to better understand the community’s desires for future
development and access improvements within these station areas. The study
resulted in the development of the South Hayward Development and Access Plan,
the Daly City Comprehensive Station Plan, and the Lake Merritt Summary Report.
BART has developed signage standards that are included within the BART
Facility Standards. BART new signage standards are utilized when BART has
opportunities to replace or install new signage. The signage standards are
based on universal design standards and utilize universal pictographs when
feasible. BART's wayfinding signage standards serve as the basis for the
region's wayfinding guidelines, per the MTC Transit Connectivity Study.
Welfare to Work to Career
implementation priorities
Description
Partnerships
Support legislation and efforts to provide more
funding for welfare to work transportation pro-grams
and projects.
Seek grant funding for efforts on projects
related to welfare to work by BART and
BART’s partners.
Access
Improve access via numerous transit modes,
including taxi, shuttle, bus, carpool, pedestri-an,
bicycle, and other transit to all stations.
Evaluate system signage and identify
improvements to make the system more
usable to first time riders, infrequent users,
and persons with limited reading or English
skills.
BART Strategic Plan Status Report— Spring 2006
30
Status
BART is providing technical support to an MTC RFP to replace the current
internet- based regional trip- planning program, called the “ TakeTransit Trip
Planner,” with a new and improved version. The Take Transit Trip Planner
provides detailed trip itineraries on BART and connecting transit.
BART staff continues to work with social service agencies and other transit
providers by providing transit materials to the public.
BART staff is currently working closely with childcare resource and referral agen-cies
in San Francisco, Alameda, and Contra Costa counties to assess whether
parents who utilize childcare facilities within 1/ 2 mile of a BART station also take
BART or other transit. This information will be used by planners and childcare
agencies to encourage the location of childcare facilities at or near BART stations.
Update pending.
Welfare to Work to Career
implementation priorities
Description
Access ( Cont.)
Improve provision of information on
connecting transit.
Provide information to employers on BART
schedules and services, transit benefits pro-grams,
connecting transit routes, and multi-modal
access.
Transit- Oriented Development
Work with developers and nonprofit agencies
to encourage, where appropriate, the inclu-sion
of childcare facilities in transit- oriented
developments at or near BART stations.
Employment
Investigate a Transportation Academy pilot
program to pre- qualify CalWORKs and other
low- income individuals for technical jobs prior
to BART job training
BART Strategic Plan Status Report— Spring 2006
31
STATION AREA PLANNING
POLICY
GOALS:
• Foster compact transit- oriented and transit- serving mixed- use development of
BART properties, maximize transit ridership, and balance development goals with
community desires.
• Promote transit ridership and enhance quality of life by encouraging and supporting
transit- oriented development within walking distance of BART stations and along
transit corridors that serve BART stations.
• Advance transit- supportive land use policies at the local, regional, state, and
federal levels.
STRATEGIES:
COMPREHENSIVE PLANNING In concert with local communities and
planning partners, coordinate comprehensive planning for all BART station areas.
OUTREACH, EDUCATION, AND TECHNICAL ASSISTANCE
Create a public information, education, and technical assistance program to promote
transit- oriented development at and around transit stations.
PARTNERSHIPS AND COALITIONS Participate in partnerships and
coalitions at the local, regional, state, and federal levels to plan for, and implement,
transit- oriented development within BART station areas.
IMPLEMENTATION Provide assistance in community planning and design
( e. g., charrettes or other processes, wherein planners and developers maximize com-munity
involvement to achieve desirable and livable additions to communities around
BART station areas), formulation of real estate development strategy, and the removal
of barriers to station area development.
ADVOCACY Promote leadership and advocate for transit- supportive land use
policies and financial investments in the Bay Area at local, regional, state, and federal
levels of government.
HIGHLIGHTS OF
ACCOMPLISHMENTS
• Comprehensive Station Plans ( CSP)
for Walnut Creek, Richmond, El Cerrito
del Norte, 16th Street, Embarcadero,
and Bay Fair were completed in 2004;
and CSP’s for Daly City ( 2006) and
Bay Fair ( 2007) are underway.
• A Strategic “ A- Line” assessment of land
use and access opportunities in the
nine- station corridor was completed.
• Station capacity technical memos for
Berkeley, MacArthur, Powell, Glen
Park, and Daly City have been
prepared.
• Ridership Development Plans ( RDP),
intended to increase ridership at future
stations through land use and access
enhancements in the eBART corridor
communities of Pittsburg, Antioch,
Oakley, Brentwood, and
Byron/ Discovery Bay, have been
initiated.
BART Strategic Plan Status Report— Spring 2006
32
Status
Comprehensive Station Plans ( CSP) integrating land use, access, and station
capacity for Walnut Creek, Richmond, El Cerrito del Norte, 16th Street,
Embarcadero, and Bay Fair Stations were prepared in 2004. The Daly City CSP is
scheduled for completion by Spring 2006, and the Bay Fair CSP will be updated in
2007 to reflect land use and access planning activities in 2006.
Capacity technical memos for Berkeley, MacArthur, Powell, Glen Park, and Daly
City were completed in 2004.
Staff plans to revise the BART Core System Stations study, which was initially
prepared in 2003, to reflect changes to the Silicon Valley Rapid Transit project.
Planning staff is working with partners to complete access- planning priorities for
Daly City and South Hayward and developing or refining plans and priorities for
MacArthur, Fruitvale, and Dublin/ Pleasanton stations.
In 2005, staff completed an A- Line Study that examined land use and access
opportunities and evaluated investment strategies designed to increase ridership in
the nine- station corridor.
The Planning Department web page is available online, and information is updat-ed,
periodically.
Community planning efforts are underway at Daly City, Balboa Park, Glen Park,
24th Street, South Hayward, Bay Fair, San Leandro, Dublin, Pleasanton, Castro
Valley, Ashby, and North Concord.
BART staff participates in the following educational and professional forums:
American Planning Association ( APA), Rail~ Volution, Local Initiative Support
Corporation ( LISC), United Nations ( UN) World Environment Day, San Francisco
Planning and Urban Research ( SPUR), San Francisco Foundation, and the East
Bay Community Foundation.
Staff served on a variety of national and regional steering committees to promote
TOD, including: Rail~ Volution National Steering Committee and Executive
Committee, Transportation Research Board, Urban Land Institute, Center for
Transit- Oriented Development, Caltrans Statewide Land Use Study, and Oakland
Chamber of Commerce’s Parking Subcommittee.
Station Area Planning
Description
Comprehensive Planning
Develop station capacity plans that consider
existing and future capacity issues.
Develop station access plans that consider
existing and future access issues in and
around stations.
Develop strategic assessment of BART
stations in a corridor.
Outreach, Education &
Technical Assistance
Update BART Planning Web page.
Participate in ongoing community planning
programs at BART Stations.
Participate in forums or steering committees
that address transit- oriented development.
BART Strategic Plan Status Report— Spring 2006
33
Status
BART successfully applied for three Caltrans grant categories, including:
• Community- Based Transportation Planning ( FY05): Comprehensive
Station Planning at Daly City and South Hayward,
• Community- Based Transportation Planning ( FY06): Bay Fair BART
TOD and Access Study, and
• Statewide Planning ( FY06): Access BART: TOD and Improved
Connections.
Staff worked with local jurisdictions to successfully apply for MTC’s Station Area
Planning pilot grant program for Resolution # 3434 corridors, including:
• Hacienda Specific Plan,
• eBART corridor, and
• Downtown San Leandro TOD Strategy.
BART sought and secured $ 2.4 million to complete Ridership Development Plans,
which seek to increase ridership at future eBART stations, including plans for:
• Pittsburg,
• Antioch,
• Oakley,
• Brentwood, and
• Byron/ Discovery Bay.
BART is working with AC Transit, the City of Oakland, the City of Alameda,
shuttle operators, and various development teams to improve bus access to the
MacArthur, Fruitvale, and 12th Street BART stations.
Staff is working with technical committees from the San Francisco Municipal
Transportation Agency ( MTA) and the Transportation Authority on solutions for
rapid bus and pedestrian access to BART, including better access to BART from
the Tenderloin and Excelsior neighborhoods.
BART staff participated in a CCTA State Route 24 Transit Study that explored
different BART alternatives. The study initially considered station access
improvements.
Station Area Planning
Description
Partnerships and Coalitions
Actively seek funding for Station Area
Planning at specific stations when
opportunities arise.
Work with cities, developers, and other part-ners
to improve access to BART stations.
BART Strategic Plan Status Report— Spring 2006
34
Status
Staff targeted areas including the counties of Alameda, Contra Costa, and
San Mateo; City and County of San Francisco; and cities of Daly City, Fremont,
Oakland, Walnut Creek, South San Francisco, and Union City.
BART staff is supporting the work of the eBART corridor jurisdictions in creating
Ridership Development Plans that will support increased ridership through land
use changes and access enhancements at eBART stations.
Efforts with Smart Growth initiatives include:
• MTC Bay Area TOD Study,
• MTC TOD Policy Development,
• MTC Infill Parking Study,
• ABAG Infill Trip Generation Study, and
• Joint Policy Committee ( JPC) Blueprint Study.
Construction on the NE Plaza of the 16th Street/ Mission Station commenced in
Fall 2005. This project, supported by MTC grants and Proposition K funds,
complements the redesigned SW Plaza. Estimated completion is Fall 2006.
Construction on the St. Charles Avenue pedestrian project at the Daly City Station
began in Fall 2005. The project was funded by MTC and Caltrans. Estimated com-pletion
is Fall 2006.
The Construction Drawing Phase for the Balboa Park Walkway and Civic Center
Muni- BART connection was initiated in Fall 2005. This project is supported by
funds from MTC, RM- 2, and Proposition K. Estimated completion dates for both
projects are FY07/ 08.
Capacity improvements at Powell Street Station are being funded by Westfield in
preparation for Bloomingdale’s opening in Fall 2006.
BART staff participated in creation and/ or modification of legislation to promote
TOD, including Assembly member Hancock’s modifications to the Transit Village
Development Planning Act and Senator Torlakson’s modifications to
Redevelopment Law.
BART will continue to develop advocacy partnerships with:
• California Transit Association Smart Growth Task Force / California
Futures Network, and
• Caltrans Statewide TOD Advisory Committee.
Station Area Planning
Description
Support local jurisdictions’ general plans,
redevelopment plans, countywide transporta-tion
plans and programming, and individual
station area planning efforts.
Support regional planning agencies ( MTC,
ABAG, BAAQMD, and JPC) Smart Growth
initiatives.
Implementation
Construct and implement recommended
projects from Station Area Planning docu-ments,
Access Plans, Capacity Plans,
community- based planning activities,
and grant awards.
Advocacy
Develop legislation to advance station area
planning through regional and statewide leg-islative
groups.
Partnerships and Coalitions ( Cont.)
BART Strategic Plan Status Report— Spring 2006
35
SUSTAINABILITY POLICY
VISION:
Reinforce BART’s essential role in regional sustainability by:
• Improving mobility for Bay Area families and businesses, via public transit;
• Increasing public safety and comfort, while decreasing air pollution and road
congestion;
• Encouraging the region’s smart growth, via efficient multi- modal transportation
networking; and
• Preserving the natural beauty and character of the region.
Promote the Bay Area’s social and environmental quality of life by:
• Increasing the quality, value, and accessibility of BART’s service to the riding public
of all sectors of the Bay Area communities; and
• Providing reliable and comfortable transit options and livable transit corridors to
increase the development of affordable housing, and cultural and business facilities.
Maintain the Bay Area’s long- term economic prosperity and entrepreneurial spirit by:
• Enhancing the life- cycle value of BART’s physical infrastructure and operations for
conserving natural resources and protecting public investment; and
• Creating more business opportunities for all Bay Area entrepreneurs.
Become a model for other transit agencies in optimizing resource efficiency,
environmental preservation, transit service quality, and cost effectiveness
GOALS:
• Promote sustainable, transit- oriented development in the communities BART serves
to maximize the use of BART as the primary mode of transportation.
• Enhance the use of resource- efficient and environmentally friendly access modes
( e. g., bikes, walking, etc.), and other sustainable features at BART’s new and existing
stations.
• Integrate sustainability principles and practices including multi- modal access into the
planning, design, and construction of new BART stations and related facilities.
HIGHLIGHTS OF
ACCOMPLISHMENTS
• BART was honored at the EPA's
annual award ceremony in San
Francisco for its leadership in
promoting sustainable transit
operations. BART received a
Certificate of Appreciation from a
member of the U. S. Senate and a
Certificate of Special Congressional
Recognition from a member of the
U. S. Congress in April 2005.
• Rolling Stock and Shops,
Maintenance and Engineering,
and System Compliance implemented
the Environment Management System
( EMS), which has resulted in improved
daily operations and maintenance
activities and has contributed to
higher standards for reducing
environmental impacts.
BART Strategic Plan Status Report— Spring 2006
36
• Effectively incorporate proven sustainable materials, methods, and technologies into
BART’s Facilities Standard to increase life- cycle value, including reduction of energy
and resource use, and to enhance the health and comfort of BART employees and
customers.
• Apply sustainable techniques and procedures into BART’s maintenance projects and
operations in a cost- effective manner.
• Develop procurement strategies that incorporate sustainability criteria compatible
with federal and state non- discrimination requirements.
STRATEGIES:
PARTNERSHIPS Partner with Federal agencies and other organizations to for-mulate
and maintain BART’s sustainability practice standards and measurements.
INDUSTRY STANDARDS Strategically adopt applicable provisions of industry
standards and technical manuals of sustainable practices, such as applying the
Leadership in Energy and Environmental Design Guidelines for creating healthier work
places for employees by providing better indoor environments.
LOCAL REQUIREMENTS Incorporate local sustainability requirements based
on appropriateness.
LEADERSHIP PROGRAM Identify, execute, and monitor leadership projects
and facilities for BART’s sustainable programs.
SUSTAINABILITY PRACTICE STANDARDS Develop, maintain,
and implement BART’s sustainability standards.
BENCHMARKS Establish benchmarks to measure the progress and
performance of BART’s sustainability practice.
BART Strategic Plan Status Report— Spring 2006
37
Status
BART partners with U. S. EPA Region 9 to promote sustainable transit operations.
BART & EPA co- hosted a workshop on Sustainable Transit Development and
Operations to share BART’s experience in sustainability practices with other transit
agencies. Attendees included delegates from Los Angeles MTA, Santa Clara Valley
Transit Authority, a national energy management expert, and several leading
architectural firms currently working on BART and SVRT projects.
BART participated in the U. N. World Environmental Day celebration hosted by the
City of San Francisco. Working with the Board and the City, staff architecturally
improved the Civic Center Station to commemorate both the U. N.’ s 60th
Anniversary and World Environmental Day. BART’s Public Relations Department
sponsored and coordinated staff from a number of departments to support BART’s
exhibition at the Green City Expo. BART, the only public transit agency to partici-pate
in this international event, showed its commitment and achievements in sus-tainable
transit operations.
The eBART project applied sustainability principles at the inception of the project
when selecting alignment, project design, and facilities.
The Warm Springs Extension project incorporated solar photovoltaic system and
vegetated swales into the design.
The design for the Pleasant Hill Parking Garage ( Phase 2) included a smart volt-age
regulating system to reduce electricity consumption for lighting.
BART Maintenance & Engineering applies sustainability concepts into maintenance
and engineering practices by recycling reusable wooden rail ties, and specifying
induction lighting fixtures to reduce replacement costs and pressure on landfill use.
BART was honored at the EPA's annual award ceremony in San Francisco for its
leadership in promoting sustainable transit operations. BART received a Certificate
of Appreciation from a member of the U. S. Senate and a Certificate of Special
Congressional Recognition from a member of the U. S. Congress in April 2005.
BART SVRT management staff participated in an inter- agency sustainability work-shop
with VTA and EPA to raise the awareness of BART’s Sustainability Policy and
sustainability design and construction standards and to identify such implications
on SVRT projects.
Research & Development and Power Procurement staff launched efforts to search
for alternative energy technologies and resources, such as solar energy and
hydrogen fuel cells.
Sustainability Implementation priorities
Description
Partnerships
Partner with developers and other agencies to
promote and execute a sustainability policy.
Local Requirements
Advise BART staff, developers, and outside
agencies to apply sustainability policy and
requirements to BART- related project work.
Leadership Program
Raise awareness of BART’s Sustainability
Policy.
Develop, maintain, and implement BART’s
sustainability standards.
Sustainability Practice Standards
BART Strategic Plan Status Report— Spring 2006
38
FINANCIAL STABILITY POLICY
The San Francisco Bay Area Rapid Transit District has an important
responsibility to its riders and the citizens of the Bay Area to wisely
manage the District’s finances in both the short and long term. In times
of economic change and uncertainty, it is especially important for the
District to make sure its ability to deliver service rests on a strong and
stable financial foundation. To this end, the following are the District’s
financial stability goals and strategies.
GOALS:
• Maintain an operating and capital financial base that is sufficient to deliver safe,
quality service efficiently and cost- effectively to meet the level of demand.
• Continuously improve productivity.
• Preserve and maximize BART’s fare revenue base through a predictable pattern of
adjustments while retaining ridership.
• Provide a fare and fee structure that is tied to the cost of providing service, optimizes
use of the BART system, and provides BART customers with convenience, ease of
use, and a good value for the money.
• Establish and maintain prudent reserves sufficient to ensure that the District can
adjust to economic downturns.
• Maintain the highest possible credit rating and reputation for prudent financial
management.
STRATEGIES:
OPERATING EXPENSES
• Adjust operating expenses, as needed, to reflect changes in service demand,
technology, and productivity.
• Endeavor to keep growth in rail operating expenses ( as measured by an average of
growth in rail operating cost per passenger mile) at or below the rate of inflation by:
– Implementing technology and productivity advancements designed to
reduce or avoid increasing operational costs;
– Exploring appropriate partnerships with public agencies, private entities, and
BART’s represented work force to achieve greater efficiency, effectiveness,
and increased ridership; and
– Working to increase and optimize ridership on the BART system through
partnerships that foster transit- oriented development and improve access to
the BART system.
• Regularly review productivity improvement programs and results, as part of the
annual budget process.
HIGHLIGHTS OF
ACCOMPLISHMENTS
• Through FY05, BART’s rail operating
cost per passenger mile has grown at
a rate below the inflation rate.
• In January 2006, the first in a series of
biennial Board- approved productivity-adjusted
CPI- based fare increases took
effect.
• In May 2005, the Board approved a
10- cent capital surcharge that is
estimated to generate $ 9 million
annually for capital programs.
• In May 2005, the Board approved two
new paid parking programs. The crite-ria-
based Weekday Daily- Fee Program
is being initially implemented at 10 East
Bay BART stations. A Single- Day
Reserved Parking Program will be
implemented at all East Bay stations.
Once fully implemented, these two
programs are expected to generate
$ 3.2 million in annual revenues.
BART Strategic Plan Status Report— Spring 2006
39
CAPITAL INVESTMENT
• Pursue grant funding for BART capital projects, pursuant to priorities as addressed in
the Capital Improvement Program.
• Adopt an annual budget that includes an allocation to capital programs adequate to
meet annual baseline reinvestment needs for programs, which are essential to
ensure system performance, but not likely to receive grant funds. Such funding
should also be available for local match to grants and for unforeseen needs and
emergencies.
• Use debt financing prudently to leverage local, regional, state, and federal funding
for major cyclical capital investments such as transit vehicle, escalator and elevator,
fare collection equipment, and train control renovation and replacement.
FARES AND OTHER REVENUES
• To the extent revenue increases are needed as one part of a program to preserve
BART’s revenue base and financial stability, tie passenger revenue increases to
service costs and system needs, with particular consideration to:
– Fares aligned with CPI- based cost growth;
– Small regular fare increases tied to CPI- based cost increases or other major
cost factors and to factors such as significant change in other revenues and
productivity;
– Small surcharges tied to capital needs, such as rehabilitation or seismic
retrofit; and
– A peak premium, at some point in the future when ridership is growing,
tied to the need to optimize off- peak system use and to fund core system
capacity improvements.
• Increase customer satisfaction, when economically and technologically feasible,
by giving consideration to:
– Increasing discounts for high- value tickets to mitigate the impact of fare
increases on regular BART riders;
– Developing new interoperator and interagency partnerships to increase
transit access;
– Developing innovative partnership programs with major employers,
educational institutions, and other rider generators; and
– Using time- limited passes to market BART for special event, weekend, and
families, evaluating the impact on ridership of each pass program.
• Increase revenue from other sources such as parking, advertising, concessions, and
joint development, while meeting customer needs and providing safe, reliable service.
RESERVE FOR ECONOMIC UNCERTAINTY
• Maintain a prudent reserve to be used in times of significant revenue decline to
preserve the District’s ongoing ability to deliver safe and reliable service to the
customer and to reinvest in capital.
• Adopt a Short- Range Transit Plan that builds the reserve to at least 5% of total
annual operating expenses by funding regular contributions to the reserve.
BART Strategic Plan Status Report— Spring 2006
40
Status
Over the past several years, the District has managed spending for labor and non-labor
budgets and hiring costs to reflect the reduced level of ridership demand.
The District’s AFC Modernization program is nearing completion. This program
decreased maintenance costs of ticket vending machines, add fare machines, and
fare gates by providing new technology and higher availability.
BART has made a commitment to replace its aging business systems that have
inherent business process inefficiencies and are manually intensive, time consum-ing,
and prone to data- entry errors. Existing systems will be replaced with contem-porary
business systems that represent industry best practices, integrated busi-ness
processes/ applications, modern technology, and future expandability. The
program to completely replace and transform BART’s core business systems and
business processes with an integrated suite of contemporary enterprise applica-tions
is called the Business Advancement Plan ( BAP). Once implemented, BAP
will create a fully integrated business system that will streamline workflow, increase
efficiency and accuracy, and reduce labor- intensive manual processes. All these
combined contemporary business processes will result in substantial cost savings
to the District. Both the Short Range Transit Plan ( SRTP) and the long- term solu-tion
to the retiree medical unfunded liability, which was negotiated as part of the
2005 labor contracts, rely on these savings being realized.
The BAP program has been divided into Phase I and Phase II. Phase I encom-passes
the transformation of General Ledger, Payroll/ Timekeeping, and Human
Resources business areas. Phase II includes Maintenance and Materials
Management ( including procurement, inventory, track asset management and other
related areas) and Finance. Phase I is nearing completion. Phase II will be initiated
in FY07.
Financial Stability
Description
Operating Expenses
Adjust operating expenses to reflect
changes in service demand, technology,
and productivity.
Endeavor to keep growth in rail operating
expenses ( as measured by a ten- year rolling
average of growth in rail operating cost per
passenger mile) at or below the rate of infla-tion,
by implementing technology and produc-tivity
advancements designed to reduce or
avoid operating cost increases.
Programs:
• Automatic Fare Collection ( AFC)
• Business Advancement Plan
( BAP)
BART Strategic Plan Status Report— Spring 2006
41
Status
Comprehensive Station Plans ( CSP) integrating land use, access, and station
capacity for Walnut Creek, Richmond, El Cerrito del Norte, 16th Street,
Embarcadero, and Bay Fair Stations were prepared in 2004. The Daly City CSP is
scheduled for completion by Spring 2006, and the Bay Fair CSP will be updated in
2007 to reflect land use and access planning activities in 2006.
Planning staff is working with partners to complete access- planning priorities for
Daly City and South Hayward, as well as developing or refining plans and priorities
for MacArthur, Fruitvale, and Dublin/ Pleasanton stations.
Construction of the Fruitvale Transit Village, Phase I was completed in early 2004.
Negotiations for Phase II of the project have been initiated.
An Option Agreement, approved by the BART Board, has been executed to enable
a developer to pursue project plans at the Walnut Creek BART station.
The BART Board approved the formation of a Joint Powers Authority ( JPA)
between BART, Contra Costa County, and the County Redevelopment Agency.
Additional approvals have been granted for the lease of BART property to the JPA,
and negotiations for development opportunities have been initiated between JPA
and Millennium.
Ampelon/ Jones Lang LaSalle helped BART successfully market the private devel-opment
on BART land ( housing, hotel, & office). This firm is responsible for the
design and construction of the BART station, parking structures, and pedestrian
bridges that link the station to adjacent land uses. Determination on a Guaranteed
Maximum Price for the public improvements, a prerequisite to issuing bonds for
construction of the station, should be completed in May 2006. Revenue service is
expected to commence in 2008.
BART has entered into a partnership with the Alameda County Surplus Property
Authority that will allow the Authority to construct mixed- use development on por-tions
of existing BART property in exchange for constructing a BART parking
garage to replace displaced parking. The Authority is currently in the process of
finalizing plans for the garage and intends to initiate construction in the summer
of 2006.
Due to lack of adequate funding, the possibility of obtaining private financing was
studied to close the funding gap. With the potential for Public/ Private Partnerships
confirmed, the original Design- Build- Operate- Maintain procurement was cancelled,
and a new Design- Build- Finance- Operate procurement is being developed to incor-porate
public/ private partnerships. OAC revenue service is expected to commence
in 2011.
Financial Stability
Description
Work to increase and optimize ridership on
the BART system through partnerships that
foster transit- oriented development and
improve access to the BART system.
Projects:
• Fruitvale TOD:
• Walnut Creek TOD:
• Pleasant Hill TOD:
• West Dublin/ Pleasanton TOD:
• Dublin/ Pleasanton TOD:
• Oakland Airport Connector
( OAC):
BART Strategic Plan Status Report— Spring 2006
42
Status
System renovation/ grant programming applications totaling over $ 180 million were
submitted for FY04, FY05, and FY06. Seismic retrofit improvements were pro-grammed
for $ 143 million in the March 2004 bridge- toll- ballot measure.
BART staff participated in the effort to pass Proposition K, which was approved by
San Francisco voters in November 2003. Proposition K will extend the half- cent
sales tax for transportation and establish a 30- year expenditure plan. The
Expenditure Plan provides $ 100 million for BART station access, safety, and
capacity projects and represents a new source of funding for BART capital
improvements.
BART staff also participated in the development of the ballot measure for Measure
J, the reauthorization of the Measure C half- cent sales tax, for transportation
improvements in Contra Costa County. BART received partial funding for an
extension to East Contra Costa County ( eBART) and minor funding for other BART
capital needs.
BART was actively involved in the Metropolitan Transportation Commission’s
( MTC) updating of its Regional Transportation Plan, a 25- year outlook for the allo-cation
of future funding in the Bay Area. This process resulted in a significant com-mitment
by MTC to address BART needs, and the District continues to advocate
for further commitments from the counties served by BART.
In 2004, voters passed Regional Measure 2 ( RM2), raising the toll on the seven
State- owned toll bridges in the San Francisco Bay Area by $ 1.00. This extra dollar
funded various transportation projects within the region that have been determined
to reduce congestion or make improvements to travel in the toll bridge corridors.
Specific projects for which BART is a sponsor or co- sponsor include:
• $ 143 million for seismic strengthening of the Transbay Tube,
• $ 25 million for the Central Contra Costa County Crossover,
• $ 96 million for e- BART ( co- sponsor with CCTA),
• $ 30 million for the Oakland Airport Connector ( co- sponsor with Port),
• $ 95 million for the Warm Springs Extension,
• $ 3 million for a BART/ MUNI Connection at Embarcadero and Civic
Center Stations, and
• Funding for the Regional Rail Master Plan to improve Bay Area pas-senger
rail service ( co- sponsor with Caltrain).
Financial Stability
Description
Capital Investments
Maximize grant funding for the District’s
Capital Program, as identified in the Capital
Improvement Program, through federal, state,
regional, and local agencies.
Encourage and support other sources of
capital improvement funding.
BART Strategic Plan Status Report— Spring 2006
43
Status
The District was able to allocate $ 19 million in FY06, meeting the funding target for
the first time in four years.
The first in a series of biennial BART Board- approved productivity- adjusted CPI-based
fare increases took effect in January 2006. The fare structure review,
required before this increase, was presented to the Board in August 2005. This
was followed by the Board’s adoption of a Fare Policy in November 2005 and
direction to staff to investigate pass program options.
In May 2005, the BART Board of Directors approved several new paid parking pro-grams.
These include Daily Weekday Parking fees at select stations, and a Single-
Day Reserved Program for East Bay stations. Once fully implemented, these two
programs are expected to generate $ 3.2 million in annual revenues.
Daily parking fees will be initially implemented at 10 East Bay stations that have
meet an approved set of criteria. Criteria is either: a) parking at a station fills three
or more days a week and at least 15% of the station’s parking spaces are sold as
monthly reserved parking, or b) local government jurisdiction requests BART to
implement a daily fee. The daily weekday fees at stations are $ 1.00. West
Oakland, the exception, has a daily weekday fee of $ 5.00. Daily fees will be imple-mented
at additional stations as they meet the program criteria.
A Single- Day Reserved Parking Permit Program will be available at all East Bay
stations with parking. The program would be operated similarly to the District’s
web- based Long- Term Parking reservation program. The cost for the Single- Day
Reserved Program parking permit ranges between $ 3.00 and $ 6.00, and varies
from station to station.
Financial Stability
Description
Adopt an annual budget that includes an allo-cation
to capital programs adequate to meet
annual baseline reinvestment needs for pro-grams,
which are essential to ensure system
performance, but not likely to receive grant
funds. Such funding should also be available
for local match to grants and for unforeseen
needs and emergencies.
Fares & Other Revenues
Consider small, regular fare increases tied to
CPI- based cost increases or other major cost
factors and to factors such as significant
change in other revenues and productivity.
Consider implementation of parking fees at
East Bay stations.
BART Strategic Plan Status Report— Spring 2006
44
Status
BART has implemented promotions to build ridership among Peninsula residents,
families with kids, commuters ( Spare- the- Air free BART rides), New Year’s revel-ers,
Martin Luther King event attendees, and baseball fans. Future promotions
under consideration target commuters who park in downtown lots, BART parkers
( potential feeder bus customers), frequent business travelers to OAK and SFO air-ports
( potential long- term BART parkers), and other target markets. In some cases,
pricing promotions are limited by current fare collection technology.
The BART Board approved a 10- cent capital surcharge in May 2005 that is
expected to generate $ 9 million annually for capital programs.
Leaseback reserves have been used to address operating budget pressures over
the past several years. The most recent financial projections, detailed in the FY06
Short Range Transit Plan, anticipate rebuilding the operating reserve over the next
seven years to a level of 5% of annual operating expenses.
The District recently established a Retiree Health Benefit Trust to obtain an
enhanced rate of return on investments. It has already reduced the projected
unfunded liability for these benefits. The District also negotiated labor agreements
in 2005 that increased employee and retiree contributions toward retiree medical
insurance, committed the District to paying the full GASB- required Annual
Required Contribution ( ARC) by 2013 and amortizing the unfunded liability in the
system by 2034. In 2034 the District's annual cost as a percentage of pay for
retiree medical insurance will drop approximately 40% on an on- going basis.
Financial Stability
Description
Consider using time- limited passes to market
BART for special event, weekend, and family
uses. Evaluate the impact to ridership by
each pass program.
Consider small surcharges tied to capital
needs, such as rehabilitation or seismic
retrofit.
Reserve for Economic
Uncertainty
Maintain a prudent reserve to be used in
times of significant revenue decline, in order
to preserve the District’s ongoing ability to
deliver safe and reliable service to the cus-tomer
and to reinvest in capital programs.
Other Financial
Considerations
Establish a system for funding retiree
medical insurance obligations and retiring the
unfunded liability to conform with Government
Accounting Standards Board ( GASB)
Statements 43 and 45.
Fares & Other Revenues ( Cont.)
BART Strategic Plan Status Report— Spring 2006
45
RENOVATION PROGRAM
GOALS:
• Protect BART’s core system investment by ensuring that capital expenditures support
reinvestment cycles and needs.
• Complete the District’s 10- year renovation program, initiated in 1995, with focus on
the A & B car renovation, AFC renovation, elevators and escalators, and the first
phase of train control replacement.
• Initiate a second 10- year renovation program focused on a second phase of train-control
replacement and C1 car replacement.
PROGRAM ELEMENTS:
• AFC/ TransLink
• Traction Power System Rehabilitation
• Train Control System Rehabilitation
• Train Control Renovation, Phase 2
• C- 1 Car Renovation
• 30- Year Reinvestment Study & Financial Plan
• Second 10- Year Renovation Program
HIGHLIGHTS OF
ACCOMPLISHMENTS
• The District's 10- year renovation
program, initiated in 1995, was
substantially completed in 2004.
BART Strategic Plan Status Report— Spring 2006
46
Description
AFC/ TransLink This program provided complete replacement of all fare col-lection
equipment throughout the system including ticket vendors, add- fare
machines, and fare gates. The program also furnished new bill- to- bill change
machines for installation in each BART station, centralized Data Acquisition
System ( DAS) upgrades, and various AFC infrastructure upgrades. The new fare
collection equipment is compatible with MTC’s TransLink SmartCard program.
Additional equipment procured for capacity improvement is described more fully in
the System Capacity section.
Traction Power System Rehabilitation Over the past few years,
BART’s electric propulsion system began deteriorating due to age and wear, and
various subsystems reached the end of their original design lifetime. Third rail
cover- boards, high- voltage circuit breakers, power cabling and conduit, load meas-uring
and protection equipment, and other components are being changed out with
newer technology. The program will continue for several years, but is already
resulting in improved reliability and lower maintenance costs.
Train Control System Rehabilitation The original BART train con-trol
system, which was state- of- the- art when installed 30 years ago, was becoming
unreliable and difficult to maintain by the late 1990’ s. BART has initiated a com-prehensive
multi- year program to replace vital, but outdated components and sub-systems.
While not complete, system rehabilitation is already resulting in more reli-able
operations, greater flexibility, and lower maintenance costs. This program is
complementary to, and supportive of, the Advanced Automatic Train Control tech-nology
overlay.
Train Control Renovation, Phase 2 As part of BART’s initial ten-year
renovation program, detailed analyses were conducted to identify priorities for
addressing age and wear- related deficiencies in the original train control system.
Funding available within the initial program has been directed to the most critical
needs, those of renewing components of the train control system that are not sub-ject
to replacement, as part of the Advanced Automatic Train Control technology
overlay. Many other needs are yet to be addressed. Additional funding must be
secured in order to continue making the upgrades necessary to maintain service
reliability in the future.
C- 1 Car Renovation The C- 1 cars comprise the second oldest of the three
subfleets of BART’s transit vehicles. Having entered service in the mid- 1980’ s,
these cars will soon reach the end of their original design life. In order to continue
reliable service, these cars will need to undergo renovation analogous to that
which has already been completed on the original fleet of A & B cars.
Renovation Program
Status
Installation of new fare collection equipment
was completed in December 2003. Work is in
progress on TransLink faregate and ticket-vendor
integration.
Work has been completed on several ele-ments
of the traction power system and will
continue for several years for other subsys-tems.
Work has been completed on several ele-ments
of the train control system and will con-tinue
for several years for other subsystems.
A needs analysis is currently being complet-ed,
and potential funding scenarios are being
developed as part of a second round of infra-structure
renovation.
Staff is determining the type of car renovation
most appropriate for this subfleet, along with
estimates for program costs.
BART Strategic Plan Status Report— Spring 2006
47
Description
30- Year Reinvestment Study & Financial Plan
The Reinvestment Study represents a plan for life- cycle based renovation and
replacement of BART’s existing capital plant. The overarching 30- Year Financial
Plan measures the resources necessary to maintain and operate BART safely
and reliably, far into the future.
Second 10- Year Renovation Program The first 10- year system
renovation program focused primarily on infrastructure that is directly experienced
by customers ( e. g., original A & B cars, escalators, elevators, AFC equipment).
Many other elements are still in need of renovation or replacement, including the
C- 1 cars and the train- control system. The first primary objectives of this succes-sive
renovation program are to refine the project funding needs and develop a
funding program to address those needs.
Renovation Program
Status
Detailed analysis has begun on the technical
and financial interplay between renovating
and/ or replacing the existing BART fleet and
expanding the fleet to accommodate both
core system growth and possible system
expansion.
Definition of needs and possible funding
approaches are being developed.
BART Strategic Plan Status Report— Spring 2006
48
EMPLOYEE DEVELOPMENT
AND STEWARDSHIP PROGRAM
GOALS:
• Develop core leadership competencies to build and sustain high performance.
• Develop an organization and culture that fosters stewardship, customer focus,
continuous improvement, teamwork, pride, and sense of community.
• Promote effective communications and positive relationships.
• Develop systems and processes that encourage partnerships and collaboration.
• Appreciate and recognize self- development, contribution, and accomplishment.
• Strengthen the organization by learning about each other’s jobs and how employee
performance is linked directly to the budget and goals of the organization.
PROGRAM ELEMENTS:
• Leadership and Personal Development Programs
• Stress Management Workshops
• Employee Suggestion Program
• Communications Training
• Partnering, Symposia, and Process Mapping
• Employee Communications
• Station Stewardship Program ( SSP)
• Train Operator Communications Training
• Rail Talk
• Customer Service Training Program
• BAP Support: Microsoft Office Training
• Career Fair
• Sexual Harassment Prevention
HIGHLIGHTS OF
ACCOMPLISHMENTS
• Microsoft Office Suite Training Classes
and On- line Training were offered to
clerks District- wide, as part of collabo-ration
between SEIU Local 790, ATU
1555, City College of San Francisco,
and Performance and Learning.
• An organized Career Fair provided
clerical staff with internal and external
resources to expand career choices
and knowledge of the job market.
• Process maps documenting all of
“ To Be” processes for Phase I of BAP
were completed.
• BART staff partnered with City College
of San Francisco and BART’s Unions to
deliver classroom and online computer
training.
BART Strategic Plan Status Report— Spring 2006
49
Status
Training and expansion of coaching services
is ongoing.
These workshops continue to be available to
all BART employees. Individual coaching has
also been initiated.
The Employee Suggestion Program is being
assessed for continued enhancements.
On- line submission of suggestions is planned.
Training workshops are provided on an
on- going basis.
This group facilitated partnership workshops
for Transit System Development to support
successful completion of capital projects ( e. g.,
system rehabilitation and AATC, Office of Civil
Rights), Operations Training and Development
symposia to revamp training curriculum, and
completion of process maps of all major
business systems.
Employee Development
and Stewardship
Description
Leadership and Personal Development Programs New
Supervisors Training and Orientation, which prepares new supervisors and man-agers
for leadership responsibilities, is offered three times per year. This is fol-lowed
by a one- week Leadership Development Training Program, which is also
offered three times per year. Performance and Stress Management workshops
and individual coaching, based on HeartMath research and technology, is offered
throughout the year.
Stress Management Workshops This is a series of customized
workshops, designed for all levels of employees, that teaches how to manage
stress to improve performance and customer service.
Employee Suggestion Program The Employee Suggestion
Program provides an opportunity for employees to contribute ideas and sugges-tions
for improving the organization and receive formal recognition and monetary
awards. The program encourages creativity, innovation, teamwork in the pursuit of
improvements in customer service, operational performance, safety, and
efficiency.
Communications Training Communications training workshops are
customized for the requesting department. Key learning objectives are: 1) effective
and positive communication within the organization; and 2) development of a
greater awareness of personal communication style and its impact on individuals,
teams, and customers.
Partnering, Symposia, and Process Mapping
The Performance and Learning Department facilitates various partnering
workshops, symposia, and process mapping workshops. The department brings
together a broad base of organizational stakeholders to address performance and
system improvement issues and builds teamwork among varying interest groups.
BART Strategic Plan Status Report— Spring 2006
50
Status
System- wide delivery of the “ Operations in a
Flash” newsletter was initiated in October
2001 and continues to be produced on a
weekly basis.
The “ Operations Training and Development”
website is now accessible to BART employ-ees.
The Training Student Center page is cur-rently
available on the BART intranet and is
being utilized successfully for BAP training
registration. Its use will be expanded to deliv-er
training documentation and online practice
materials when training begins. The student
center is also being leveraged to deliver
online Sexual Harassment Training to field
personnel.
The Station Stewardship Program continues
to focus on improved communication with
employees through a weekly newsletter.
Communications training continues to be
part of the recertification process. A recent
enhancement to the program includes
emergency communication between
BART Police and Central Operations.
An automated network at Train Operator
Reporting Locations has been initiated. To
date, computer terminals have been installed
in six locations. The website continues to be
used to obtain critical operational and safety
information for train operators.
The Customer Service Training Program was
offered three times in late 2005.
Employee Development
and Stewardship
Description
Employee Communications The “ Operations in a Flash” newsletter
is written by BART employees to serve frontline employees by providing current
BART news and information on a weekly basis. This newsletter also reinforces the
value of quality communications and positive relationships for superior customer
service. “ Operations in a Flash” is available electronically at the “ webBART”
Intranet site, and a hard copy is distributed to frontline employees.
The “ Operations Training and Development” website is intended to provide
online training programs to BART employees. The site currently offers 128 “ Safety
Shorts” lessons, six full- length training programs, and five short training modules.
The site also contains contact information for the training department, class sched-ules,
media for downloads, and report access to live training records. Online train-ing
programs are planned for the future.
Station Stewardship Program ( SSP) The SSP continues to focus
on improved communications with employees through the “ Operations in a Flash”
newsletter. The newsletter is a time sensitive tool that provides valuable informa-tion
regarding District business. Employees at every level of the organization are
recognized by their peers for their business achievements and personal accom-plishments.
Train Operator Communications Training This custom training
program was designed to enhance communications between train operators and
the Operations Control Center. Key learning objectives include developing a
greater understanding of each other’s roles and responsibilities and exploring
specific ways to improve communications and service delivery.
Rail Talk This program was initiated by a volunteer team of BART employees
comprised of train operators, operations supervisors, fore- workers, ACTO’s, and
others. The program concept is committed to finding new ways to share informa-tion
and knowledge, as well as resolve problems to ensure safe and effective train
operations.
Customer Service Training Program Customer Service Training
is a week- long program co- designed by Operations Training and Performance and
Learning. The program was designed to provide an intensive customer service
experience for prospective candidates for Station Agents. Key program objectives
are to deepen knowledge of quality customer service, as well as develop and prac-tice
skills in reality- based customer interactions.
BART Strategic Plan Status Report— Spring 2006
51
Status
On- site classes began in June 2005 and
on- line classes began in February 2006.
City College of San Francisco is providing
on- line training.
Workshop sessions are provided on an on-going
basis. Training will also be provided to
other employee groups, as requested.
Employee Development
and Stewardship
Description
BAP Support: Microsoft Office Training This program for
clerks is co- sponsored by City College of San Francisco, SEIU Local 790, ATU
1555, and Performance and Learning. The key objective is to expand the skills
and knowledge of employees potentially impacted by the Business Advancement
Plan ( BAP).
Career Fair Co- sponsored by Performance and Learning, SEIU Local 790,
and ATU 1555. The two- part series, focused on providing clerks with information
on career development, was held during the lunch block over a two- day period.
Part I was devoted to information about resources available to increase skills and
enhance career, including career coaching services offered by Performance and
Learning. The Oakland Private Industry Council provided information on external
resources. The second session included presentations by Clorox, UC Berkeley,
and City College of San Francisco.
Sexual Harassment Prevention This workshop is for all manage-ment
levels. Some of the initial workshops were offered in collaboration with the
National Training Institute ( NTI). Training focuses on managers’ and supervisors’
responsibilities in preventing harassment.
BART Strategic Plan Status Report— Spring 2006
52
EARTHQUAKE SAFETY
PROGRAM
GOALS:
• Bring the core system up to current seismic safety standards and achieve an
operability goal that would enable the system to return to operations shortly after
an earthquake event.
PROGRAM ELEMENTS:
• Seismic Vulnerability Study
• Caltrans Local Seismic Safety Retrofit Program
• Transbay Tube Program Implementation
• Remaining Program Implementation
• Public Support & Funding HIGHLIGHTS OF
ACCOMPLISHMENTS
• BART obtained $ 33.1M from the
Local Seismic Safety Retrofit Program
( LSSRP), out of a total available
contribution of $ 150 million from the
Caltrans Seismic Retrofit Program.
• Staff initiated an environmental clear-ance
and preliminary design for the
balance of the system.
• Preliminary design of aerial structures
between the Berkeley Hills Tunnel and
Montgomery Station is complete.
• Contracts for initial retrofits to the
Transbay Tube have been advertised.
• In the November 2004 election, the
GO Bond Measure AA successfully
achieved a 67.9% combined, three-district
county approval rate.
BART Strategic Plan Status Report— Spring 2006
53
Description
Seismic Vulnerability Study A comprehensive Seismic Vulnerability
Study, involving more than a year’s work of engineering analysis, was completed in
2002. This study evaluated the risks from a major Bay Area earthquake at a near-by
fault and identified retrofit strategies to enable the original system to withstand a
major earthquake. The study further defined two possible programs: 1) $ 1.2B
“ Systemwide Safety Core- System Operability Program”, and 2) $ 1.5B “ Systemwide
Safety Systemwide Operability Program”.
Caltrans Local Seismic Safety Retrofit Program Caltrans
has implemented a program to fund seismic retrofit of local transportation facilities
that could pose a risk to the operation of highways and streets in the event of an
earthquake. BART has 227 such aerial structures that cross over local roads scat-tered
throughout the multi- county BART district. The “ Systemwide Safety Core
System Operability” seismic retrofit program incorporates the aerial structures iden-tified
in the Caltrans Local Seismic Safety Retrofit Program.
Transbay Tube Program Implementation BART’s highest prior-ity
is the earthquake safety enhancement of the Transbay Tube. As funding
becomes available, BART will expedite the site studies, design, and construction of
the necessary enhancements of this crucial element of the Core System.
Remaining Program Implementation Second- level priority proj-ects
will include an earthquake safety enhancement from the west portal of the
Berkeley Hills Tunnel to Montgomery Station. Completion of this phase will create
an operable segment that can provide service quickly following a major earth-quake.
In addition, BART will enhance trackway structures, stations, systems,
administration, operations, and maintenance facilities.
Public Support & Funding BART has secured 97% of funding for the
Earthquake Safety Program from various sources, including $ 143 million from
Regional Measure 2 ( bridge toll funding), which was passed in March 2004; $ 980
million from Measure AA; a General Obligation Bond measure passed by voters in
November 2004; and up to $ 150 million from the Caltrans’ Local Seismic Safety
Retrofit Program. Taken together, these funds provide the bulk of money required
to execute the “ Systemwide Safety Core System Operability” retrofit program. The
program- funding plan includes $ 50 million in BART funding that has yet to be iden-tified.
Earthquake Safety Program
Status
Staff has updated portions of the Vulnerability
Study through more detailed investigation and
revised the program cost estimate to $ 1.307
billion for the “ Systemwide Safety Core
System Operability” program.
Memorandum of Understanding ( MOU) was
executed in May 2001.
BART has continued preliminary engineering
and study to refine proposed Transbay Tube
retrofits. The first retrofit contracts have been
advertised for construction, and section
design contracts are being negotiated.
Preliminary design and environmental clear-ance
for the balance of the system have been
initiated. Preliminary design of aerial structure
retrofits from the Berkeley Hills Tunnel to
Montgomery Station is complete.
The GO Bond Measure successfully achieved
a 67.9% ( over the required two- thirds) com-bined
approval from the three- district county
election held in November 2004.
BART Strategic Plan Status Report— Spring 2006
54
BUSINESS ADVANCEMENT
PLAN ( BAP) PROGRAM
GOALS:
• Support BART’s modernization process by installing new business systems by the
year 2010.
• Transform BART’s business into a state of contemporary business practice.
• Implement a fully integrated business management system that satisfies the District’s
business needs in Finance, Human Resources, and Materials Management and
Maintenance.
• Develop staff with comprehensive formal training, change management, and
knowledge of transfer.
PROGRAM ELEMENTS:
• Business Advancement Plan
• Change Management
• Testing & Training
HIGHLIGHTS OF
ACCOMPLISHMENTS
• In support of BART’s Business
Advancement Plan ( BAP), a contract
was awarded in September 2004 for
System Implementation and Integration
Services.
• BAP Design & Development, Phase I
was completed for Human Resources,
Benefits, Recruitment, Payroll, and
Timekeeping.
• BART’s current business practices in
the areas of Human Resources,
Benefits, Recruitment, Payroll, and
Timekeeping have been re- engineered
to a state of industry best practices.
• A modern, highly technical infrastructure
was implemented to support an inte-grated
business management system
( PeopleSoft, Maximo, Optram, and
other software products).
• All stakeholders ( unions, subject matter
experts, and end users) have been
engaged in the definition, design, and
development of the BAP System.
• A number of organization readiness
initiatives were implemented, including:
- Change Management,
- Training Programs,
- On the Job Knowledge
Transfer Programs, and
- Communication Mechanisms.
BART Strategic Plan Status Report— Spring 2006
55
Description
Business Advancement Plan ( BAP) BART engaged the services
of a consulting firm to provide system implementation and integration services in
support of Phase 1 of BAP. Phase 1 includes the design and development of
Financial Management Information Systems, Human Resources Information
Systems, and Timekeeping/ Payroll Systems.
Change Management An effective transformation of BART’s business
processes is based on a sound Change Management Strategy. Integral to this
transformation is an interactive communication program that utilizes a variety of
mechanisms to keep BART staff informed and engaged on the status of the
project.
Testing and Training Before Phase 1 can “ Go Live”, a series of testing
cycles are necessary to identify data gaps. The testing strategy utilizes a variety of
stakeholders to close all data gaps. A series of four interrelated Testing Cycles
have been designed prior to a final Parallel Testing before project rollout. Tandem
to successful testing, developing a comprehensive training program for all BART
staff is necessary to ensure user acceptance of the new business practices.
Business Advancement
Plan
Status
All design and development of Phase 1 are
complete. All business practices have been
verified, reviewed, and signed off. All
customizations have been defined and
developed.
Two Forums and nine Job Impact Sessions
have been completed for foreworkers, super-visors
and managers. Four BAP Bulletins
have been developed and circulated to date.
Weekly e- mails, a BAP website, and three
Operations in a Flash newsletters have been
designed to promote project communication.
Cycle 1 Testing ( Human
Resources/ Benefits/ General Ledger) and
Cycle 2 Testing ( Cycle 1 Modules + Payroll)
are complete. Cycle 3 Testing ( Cycle 2
Modules + Time & Labor Rules) is currently
underway. Cycle 4 Testing ( Cycle 3 Modules
+ Portal) will occur in April / May 2006, fol-lowed
shortly thereafter by Parallel Testing
( End to End Swipe Card to Paycheck).
Training curriculum is nearing completion and
training of all BART staff will commence in
May 2006.
BART Strategic Plan Status Report— Spring 2006
56
SYSTEM CAPACITY PROGRAM
GOALS:
• Create the capacity of the BART core system to carry up to 500,000 average
weekday trips by 2025.
PROGRAM ELEMENTS:
• System Capacity Expansion
- Line- Haul Capacity Expansion
- Station Capacity Expansion
• San Jose Extension Core Capacity Impacts
• Investment Programs Descriptions and Preliminary Cost Estimates
• Advanced Automatic Train Control ( AATC)
• Vehicle Maintenance and Overhaul
• Automatic Fare Collection ( AFC) Expansion
• Track Improvement Projects
• New Revenue Vehicle Design & Procurement
• Fleet Management Plan
• System Reliability Improvement
• Ventilation and Emergency Egress Improvement
• Development of Capacity Standards and Measures
HIGHLIGHTS OF
ACCOMPLISHMENTS
• The District procured 82 new fare
gates and 40 ticket vending machines
for the systemwide capacity expansion.
All of this equipment has been
deployed to stations throughout the
system.
• The Silicon Valley Rapid Transit ( SVRT)
Final Environmental Impact Report
( FEIR) was completed in Fall 2004.
• The Initial Study and Mitigated Negative
Declaration for the Central Contra
Costa County Crossover Project
( formerly Pleasant Hill Crossover
Project) were completed in February
2006 and adopted by the Board in
March 2006.
BART Strategic Plan Status Report— Spring 2006
57
Status
The model was used to assess the perform-ance
of Balboa Park Station after completion
of an extensive program of improvements.
These improvements were found to have
achieved their capacity expansion goals.
Comprehensive Station Plans, including
capacity assessments, have been completed
for six stations, and station capacity technical
memos have been completed for inclusion in
five additional station master plans.
The Silicon Valley Rapid Transit ( SVRT)
Final Environmental Impact Report
( FEIR) was completed in Fall 2004.
Completion of the EIS/ Supplemental EIR
is anticipated for Fall 2007.
Project descriptions and cost estimates are
being presented to the Board as they are
developed.
Phase II Safety Certification was completed in
Summer 2002. Further progress is on hold
due to a commercial dispute.
A Strategic Maintenance Program is under
development.
System Capacity Program
Description
System Capacity Expansion The System Capacity Study ( SCS) is
being conducted to determine which investments will be necessary to accommo-date
continuing core system ridership growth, while maintaining reliable operations
and improving the system’s ability to quickly recover from service disruptions.
• Line Capacity Expansion The first phase of the SCS identified bottle-necks
in line capacity and proposed a first set of mitigating invest-ments.
• Station Capacity Expansion As part of the SCS, BART embarked on a
systematic analysis of station capacity, beginning with the modeling of
passenger flow through the Balboa Park Station. A simulation model
was developed to evaluate the capacity impacts of the proposed
changes to platform capacity, vertical circulation, and fare gates. A list
of recommended level- of- service standards was also created as part
of the study. An “ after” study was completed to evaluate the accuracy
and predictability of the model developed for Balboa Park.
San Jose Extension Core Capacity Impacts BART conduct-ed
a Core System Impact Study to analyze the impact to BART’s system capacity
from the Silicon Valley Rapid Transit ( SVRT) Project. The study evaluated the
impacts of additional ridership at existing and planned BART stations. It addressed
the required projects to mitigate these impacts and estimated the project costs,
which are to become part of the capital costs of the SVRT Project, as reported in
the environmental impact statement/ environmental impact report ( EIS/ EIR).
Investment Programs Descriptions and Preliminary
Cost Estimates Investment program descriptions and preliminary cost
estimates for major capacity expansion investment programs have been
developed and are being refined.
Advanced Automatic Train Control ( AATC) An advanced
train control technology is being implemented between the Bay Fair and Daly City
stations. This project will allow BART to increase the number of trains traveling
through this section of the system from 23 trains per hour to 30 trains per hour.
The system will be installed as an overlay to the existing train control equipment,
thereby avoiding service disruptions during installation. AATC will permit more
accurate monitoring of train location, result in reduced run times, and increase
the energy efficiency of the system. AATC also includes components that support
renovation.
Vehicle Maintenance and Overhaul An aggressive program of
regularly repairing and replacing vehicle components and sub- systems is being
developed to address vehicle reliability issues that limit system capacity.
BART Strategic Plan Status Report— Spring 2006
58
Status
Installations of 82 capacity expansion fare
gates and 40 capacity expansion ticket
vending machines/ addfares are complete.
The Pleasant Hill crossover project was
renamed the Central Contra Costa County
Crossover Project. The Initial Study and
Mitigated Negative Declaration were complet-ed
in February 2006 and were adopted by the
BART Board in March 2006. Final Design will
be completed in December 2006. Staff antici-pates
granting the contractor a Notice to
Proceed with construction to begin in May
2007 and end by November 2008. The project
is funded entirely by Regional Measure 2
funds and is administrated by MTC.
Cost estimates for the Richmond crossover
were completed in October 2002, and the
Pittsburg/ Bay Point pre- evaluation was com-pleted
in June 2002. However, no further work
has progressed on either of these projects,
due to no identified funding.
Staff researched design alternatives in 2003.
Work was discontinued after VTA South Bay
activities were placed on hold. Further activi-ties
on new vehicle design have been post-poned,
pending funding resolution.
The first internal draft update was completed
in January 2004, and a second draft was
under development to accompany SVRT fil-ings.
However, work was discontinued after
VTA South Bay activities were placed on hold.
Further activities on new vehicle design have
been postponed, pending funding resolution.
System Capacity Program
Description
Automatic Fare Collection ( AFC) Expansion In addition to
replacing existing automatic fare collection ( AFC) equipment, BART has procured
and installed additional fare gates, ticket vending machines, and add- fares to
expand core system passenger handling capacity.
Track Improvement Projects Three projects for expanding system
capacity by constructing track improvements have been identified and have com-pleted
engineering evaluation. These projects, cross- overs at Richmond and
Pleasant Hill stations and creation of terminal zones at Pittsburg/ Bay Point Station,
have the potential for reducing the number of trains necessary to implement
scheduled rail service, thereby, freeing those cars to provide some additional
service in the form of more and/ or longer trains.
New Revenue Vehicle Design & Procurement
A “ New Revenue Vehicle Vision” team explored design concepts for the next
generation of BART vehicles to be purchased either for extensions or to handle rid-ership
increases. The Team researched vehicle alternatives designed to increase
system capacity through new seating arrangements and interior configuration, by
increasing the number of doors, or by eliminating some door obstructions to
reduce station dwell times. The need for a new fleet of vehicles or another
renovation of the existing fleet is expected within the next 10- 15 years.
Fleet Management Plan A Fleet Management Plan ( FMP) will be
developed to address future fleet needs as they relate to core system growth,
future extension vehicle procurement, fleet rehabilitation, maintenance, and
replacement needs.
BART Strategic Plan Status Report— Spring 2006
59
System Capacity Program
Status
Data describing the BART system is being
loaded into the simulator, which will soon be
operational.
Actual burn tests of vehicle components and
full- scale mock- ups have been completed.
Extensive computer analyses of test data are
being conducted to assess probable fire
growth rates and other behavior of possible
revenue vehicle fires.
Standards have been published in BART
Facilities Standards, an internet document, for
use by the District and external stakeholders
in guiding BART capital project design and
development, including projects such as
SVRT.
Description
System Reliability Improvement A systemwide train operations
simulation tool to assess and analyze the impacts of increased ridership, train
service levels, mainline delays, and equipment malfunctions on system reliability
has been acquired. The simulator will support selection among alternative means
of improving system reliability, and thus, capacity.
Ventilation and Emergency Egress Improvement Staff will
assess the ventilation needs and requirements to meet increasing ridership and
future train density. A study will also include an assessment of the application of a
performance- based approach to meeting emergency egress requirements. The
first step in this process is to conduct detailed engineering analyses of the
characteristics of possible fires in the BART system.
Development of Capacity Standards and Measures
Level- of- service standards and methods to assess and measure capacity on trains
and at stations have been developed and revised. The focus was on incorporating
actual passenger experiences. Standards and measures developed to date,
include train- loading standards based on passenger standing density and
standing time, platform width standards based on variable platform density,
as well as level- of- service standards for vertical circulation and fare gates.
60
Key Indicators
Actual Projections / Benchmarks in italics
Fiscal Year
1994 1996 1998 2000 2002 2004 2005 2006 2008 2010 2012
BART System
Characteristics
District Population
( Millions)
3.03 3.06 3.16 3.17 3.23 4.02 * 4.05 * 4.08 * 4.14 * 4.19 * 4.26 *
District Employment
( Millions)
1.48 1.56 1.64 1.76 1.74 2.06 * 2.03 * 2.07 * 2.14 * 2.22 * 2.29 *
Annual Ridership
( Thousands) **
73,175 72,447 75,668 91,092 90,797 91,042 92,756 96,400 101,200 104,900 108,600
Core - 73,175 69,540 72,262 87,074 86,829 83,268 84,277 87,400 90,900 93,800 96,900
Colma/ SFO - - 2,907 3,406 4,018 3,968 7,774 8,478 9,000 10,300 11,100 11,700
Avg. Weekday
Ridership
252 249 265 310 311 307 311 323 337 350 362
Core - 252 239 253 296 297 281 283 293 304 314 324
Colma/ SFO - - 10 12 14 14 26 28 30 33 36 38
Route Miles 72 75 95 95 95 104 104 104 104 127 127
Number of
Stations***
34 36 39 39 39 43 43 43 44 50 51
Access/ Mode Shares
Drive Alone NA 33% 31% 35% 33% 36%*** 36% **** 36% 35% 34% 33%
Dropoff, Carpool NA 9% 18% 16% 17% 17%*** 19% **** 20% 20% 20% 20%
Transit NA 22% 19% 19% 18% 17%*** 17% **** 17% 17% 18% 18%
Bike NA 3% 3% 3% 3% 2%**** 2% **** 2% 2% 2% 3%
Walk NA 27% 26% 26% 27% 26%*** 26% **** 25% 26% 26% 26%
* Source: ABAG Projections 2005. Starting in 2004, added San Mateo County to the SF, Alameda, Contra Costa base.
** Does not include ridership from proposed new stations in West Dublin/ Pleasanton, East Contra Costa County ( eBART), OAC, or the South Bay ( SVRT).
*** New stations include West Dublin, six eBART stations, and Oakland Airport Connector.
**** The Customer Satisfaction Study has been conducted every two years, since 1996. These are results from the latest FY04 Customer Satisfaction Study. Next study will
be conducted in October 2006, with results expected by January 2007.
61
Key Indicators
Actual Projections / Benchmarks in italics
Fiscal Year
1994 1996 1998 2000 2002 2004 2005 2006 2008 2010 2012
Fleet Size 612 669 669 669 669 669 669 669 669 669 669
Line Haul Capacity
( Thousands)
360.0 360.0 360.0 360.0 360.0 360.0 363.3 366.6 370.0 390.0 410.0
Financial
Information
Operating Ratio
Benchmark
52% 56% 60% 68% 63% 62% 60% 64%
60%+
65%
60%+
66%
60%+
66%
60%+
Cost/ Passenger Mile
Benchmark
$ 0.228 $ 0.255 $ 0.289 $ 0.257 $ 0.277 $ 0.299 $ 0.323 $ 0.316
< $ 0.33
$ 0.333
< $ 0.33
$ 0.343
< $ 0.33
$ 0.354
< $ 0.33
Service
Measures
Customer Satisfaction
(% satisfied)
NA 80% 74% 78% 80% 86% 86% *** 80%+ 80%+ 80%+ 80%+
On- Time Performance
( Customers)
93.5% 93.3% 95.7% 95.4% 96.1% 95.0% 94.9% 94%+ 94%+ 96%+ 96%+
Vehicle Reliability
( mean hours between
service delays)
1268 913 1289 1235 1597 1901 2016 1900 2200 2400 2400
BART Strategic Plan Status Report— Spring 2006
62
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
To
Sacramento
To
Tracy/
Stockton
To
Gilroy
To
Stockton
Oakland
International
Airport
AirBART
Shuttle
Norman Y.
Mineta
San Jose
International
Airport
19th St/ Oakland
Oakland City Center/ 12th St
Lake Merritt
West
Oakland
Embarcadero
Montgomery St
Powell St
Civic Center
16th St Mission
24th St Mission
Glen
Park
Balboa Park
Daly
City
Fruitvale
San Leandro
Bay Fair
Hayward
Castro Valley
South Hayward
Union City