BART TRANSIT INTEGRATION PLAN

Transcription

1 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Santa Clara Valley Transportation Authority BART TRANSIT INTEGRATION PLAN DRAFT Existing Conditions and Context Report November 2014 Nelson\Nygaard Consulting Associates Inc. 4-1

2 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Table of Contents 1 Introduction... 1 VTA s extension of the Page Nelson\Nygaard Consulting Associates Inc. i

3 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA system to Silicon Valley and the BART Transit Integration Plan Relevant Policies and Planning Efforts... 9 Policies... 9 Planning Efforts Land Use, Demographic and Travel Patterns Population and Employment Density Future Development Demographic Characteristics Travel Behaviors Transit Propensity Index Existing Routes Light Rail Routes Core Routes Local Routes Express Routes Limited Stop Routes Relevant AC Transit Routes: 217 and Systemwide onboard Survey Findings Express Bus: Lines 120, 140, 180, and Milpitas Lines: 46, 47, 66, 70, 71, 77, 104, 321, and Berryessa Lines: 12, 61, 62, Other Relevant Lines: 23, 323, 522 and 901(Trunk lines) Conclusions Existing Fremont Service Overview of Routes Fremont Demand Alternatives to Express Service Existing Conditions Findings Employment Markets Residential Markets Disadvantaged Populations Fremont Service Additional Markets Route-Specific Issues Appendix A Staff and Customer Comments Nelson\Nygaard Consulting Associates Inc. ii

4 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Table of Figures Figure 1-1 BART Silicon Valley Extension Map... 2 Figure 1-2 BTIP Routes... 3 Figure 1-3 BTIP Study Area and Routes... 4 Figure 1-4 Milpitas and Berryessa Station Locations Relative to Area Arterials and Landmarks... 5 Figure 1-5 Milpitas Station Access Diagram... 7 Figure 1-6 Berryessa Station Access Diagram... 8 Figure 2-1 Transit Products Operational Characteristics... 9 Figure 2-2 Corridor Characteristics Figure 2-3 Productivity Standards Figure 2-4 Stevens Creek BRT and Downtown Connector Alignments and Stops Figure 2-6 Recommended 2018 LRT System Configuration Figure 2-7 BRT Planned Vehicle Requirements Figure 2-8 Simulation of King Westbound BRT Station Figure 2-9 Santa Clara/Alum Rock BRT Map Figure 2-10 El Camino Real BRT Map Figure 2-11 Stevens Creek BRT Map Figure 2-12 BRT Station Rendering Figure 3-1 Average Number of Residents per Square Mile by Travel Analysis Zone (2013) Figure 3-2 Change in Average Number of Residents per Square Mile by Travel Analysis Zone ( ) Figure 3-3 Average Number of Residents per Square Mile by Travel Analysis Zone (2018) Figure 3-4 Change in Average Number of Residents per Square Mile by Travel Analysis Zone ( ) Figure 3-5 Average Number of Workers per Square Mile by Travel Analysis Zone (2013) Figure 3-6 Change in Average Number of Workers per Square Mile by Travel Analysis Zone ( ) Figure 3-7 Average Number of Workers per Square Mile by Travel Analysis Zone (2018) Figure 3-8 Change in Average Number of Workers per Square Mile by Travel Analysis Zone ( ) Figure 3-9 Planned/Approved/Under Construction Office Developments Greater than 1 Million Square Feet (known in July 2014) Figure 3-10 Planned/Approved/Under Construction Residential Developments Greater than 1,000 units Figure 3-11 Planned Developments Figure 3-12 Planned Developments Near Milpitas Station Figure 3-13 Planned Developments Near Berryessa Station Figure 3-14 San Jose General Plan Growth Areas Figure 3-15 Plan Bay Area Priority Development Areas Page Nelson\Nygaard Consulting Associates Inc. iii

5 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-16 Average Annual Household Income by Census Tract Figure 3-17 Share of Households with Zero Vehicles Figure 3-18 Ethnic Minority Share of the Population (including White-Hispanic) Figure 3-19 Non-Proficient English Speakers Figure 3-20 Transit Mode Share (Origins, 2013) Figure 3-21 Transit Mode Share (Destinations, 2015) Figure 3-22 Total Weekday Commuters from Santa Clara County to Alameda County Figure 3-23 Transit Commute Mode Share from Santa Clara County to Alameda County.. 60 Figure 3-24 Total Weekday Commuters from Alameda County to Santa Clara County Figure 3-25 Transit Commute Mode Share from Alameda County to Santa Clara County.. 63 Table 3-1 Transit Propensity Index Detail Figure 3-26 Transit Propensity Index Figure 4-5 Average Weekday Boardings and Alightings at Each Stop on Study Routes in Downtown San Jose (Toward BART Corridor Northbound and Eastbound) Figure 4-6 Average Weekday Boardings and Alightings at Each Stop on Study Routes in Downtown San Jose (Away from BART Corridor Southbound and Westbound) Figure 4-7 Average Weekday Boardings and Alightings at Each Stop on Study Routes in East San Jose (Toward BART Corridor Northbound and Eastbound) Figure 4-8 Average Weekday Boardings and Alightings at Each Stop on Study Routes in East San Jose (Away from BART Corridor Southbound and Westbound) Figure 4-9 Average Weekday Boardings and Alightings at Each Stop on Study Routes in North San Jose and Milpitas (Toward BART Corridor Northbound and Eastbound) Figure 4-11 Average Weekday Boardings and Alightings at Each Stop on Study Routes in Figure 4-12 Fremont (Toward BART Corridor Northbound and Eastbound) Average Weekday Boardings and Alightings at Each Stop on Study Routes in Fremont (Away from BART Corridor Southbound and Westbound) Figure 4-13 Average Weekday Boardings and Alightings at Each Stop on Route 901 (Northbound) Figure 4-14 Average Weekday Boardings and Alightings at Each Stop on Route 901 (Southbound) Figure 4-17 Average Weekday Passengers per Revenue Hour: Core Routes (October 2013) Figure 4-18 Core Routes Overview Figure 4-19 Average Weekday Boardings and Alightings at Each Stop on Route 23 (Eastbound) Figure 4-20 Average Weekday Boardings and Alightings at Each Stop on Route 23 (Westbound) Figure 4-21 Average Weekday Boardings and Alightings at Each Stop on Route 61 (Northbound) Figure 4-22 Average Weekday Boardings and Alightings at Each Stop on Route 61 (Southbound) Figure 4-23 Average Weekday Boardings and Alightings at Each Stop on Route 62 (Northbound) Figure 4-24 Average Weekday Boardings and Alightings at Each Stop on Route 62 (Southbound) Nelson\Nygaard Consulting Associates Inc. iv

6 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 4-25 Average Weekday Boardings and Alightings at Each Stop on Route 66 (Northbound) Figure 4-26 Average Weekday Boardings and Alightings at Each Stop on Route 66 (Southbound) Figure 4-27 Average Weekday Boardings and Alightings at Each Stop on Route 70 (Northbound) Figure 4-28 Average Weekday Boardings and Alightings at Each Stop on Route 70 (Southbound) Figure 4-29 Average Weekday Boardings and Alightings at Each Stop on Route 71 (Northbound) Figure 4-30 Average Weekday Boardings and Alightings at Each Stop on Route 71 (Southbound) Figure 4-31 Average Weekday Boardings and Alightings at Each Stop on Route 77 (Northbound) Figure 4-32 Average Weekday Boardings and Alightings at Each Stop on Route 77 (Southbound) Figure 4-33 Average Weekday Boardings and Alightings at Each Stop on Route 323 (Eastbound) Figure 4-34 Average Weekday Boardings and Alightings at Each Stop on Route 323 (Westbound) Figure 4-35 Average Weekday Boardings and Alightings at Each Stop on Route 522 (Eastbound) Figure 4-36 Average Weekday Boardings and Alightings at Each Stop on Route 522 (Westbound) Figure 4-37 Average Weekday Passengers per Revenue Hour: Local Routes (October 2013) Figure 4-38 Average Weekday Boardings and Alightings at Each Stop on Route 12 (Eastbound) Figure 4-39 Average Weekday Boardings and Alightings at Each Stop on Route 12 (Westbound) Figure 4-40 Average Weekday Boardings and Alightings at Each Stop on Route 46 (Northbound) Figure 4-41 Average Weekday Boardings and Alightings at Each Stop on Route 46 (Southbound) Figure 4-42 Average Weekday Boardings and Alightings at Each Stop on Route 47 (Eastbound) Figure 4-43 Average Weekday Boardings and Alightings at Each Stop on Route 47 (Westbound) Figure 4-44 Average Peak Load Factor: Express Routes (October 2013) Figure 4-45 Express Routes Overview Figure 4-46 Average Weekday Boardings and Alightings at Each Stop on Route 104 (Eastbound) Figure 4-47 Average Weekday Boardings and Alightings at Each Stop on Route 104 (Westbound) Figure 4-48 Average Weekday Boardings and Alightings at Each Stop on Route 120 (Northbound) Figure 4-49 Average Weekday Boardings and Alightings at Each Stop on Route 120 (Southbound) Nelson\Nygaard Consulting Associates Inc. v

7 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 4-50 Average Weekday Boardings and Alightings at Each Stop on Route 140 (Northbound) Figure 4-51 Average Weekday Boardings and Alightings at Each Stop on Route 140 (Southbound) Figure 4-52 Average Weekday Boardings and Alightings at Each Stop on Route 180 (Northbound) Figure 4-53 Average Weekday Boardings and Alightings at Each Stop on Route 180 (Southbound) Figure 4-54 Average Weekday Boardings and Alightings at Each Stop on Route 181 (Northbound) Figure 4-55 Average Weekday Boardings and Alightings at Each Stop on Route 181 (Southbound) Figure 4-56 Average Weekday Passengers per Revenue Hour: Limited Stop Routes (October 2013) Figure 4-57 Average Weekday Boardings and Alightings at Each Stop on Route 321 (Eastbound) Figure 4-58 Average Weekday Boardings and Alightings at Each Stop on Route 321 (Westbound) Figure 4-59 Average Weekday Boardings and Alightings at Each Stop on Route 330 (Northbound) Figure 4-60 Average Weekday Boardings and Alightings at Each Stop on Route 330 (Southbound) Figure 4-61 Average Weekday Boardings and Alightings at Each Stop on AC Transit Route 217 (Northbound) Figure 4-62 Average Weekday Boardings and Alightings at Each Stop on AC Transit Route 217 (Southbound) Figure 4-62 Average Weekday Boardings and Alightings at Each Stop on AC Transit Route Figure (Northbound) Average Weekday Boardings and Alightings at Each Stop on AC Transit Route 217 (Southbound) Figure 5-1 Statistics for Each Access/Egress Sample Figure 5-2 Express Riders Home Locations Figure 5-3 Southbound Express Riders Trip Origin and Destination Types Figure 5-4 Express Bus Southbound Access Modes Figure 5-5 Express Bus Estimated Riders Accessing in Fremont by Mode Figure 5-6 Express Bus Mode Choice If VTA Did Not Exist Table 5-7 Fremont Express Bus Riders Reported Alternative Mode if VTA Did Not Exist 169 Figure 5-8 Express Bus Reported Income Figure 5-9 Express Bus Racial/Ethnic Background Figure 5-10 Express Bus English Proficiency Figure 5-11 Express Bus Respondent Household Size Figure 5-12 Origins and Destinations for Milpitas Line Riders Figure 5-13 Access and Egress Mode for Milpitas Line Riders Figure 5-14 Milpitas Lines Trip Purpose Figure 5-15 Milpitas Lines Mode Choice If VTA did Not Exist Figure 5-16 Milpitas Lines Income Figure 5-17 Milpitas Lines Race/Ethnicity Nelson\Nygaard Consulting Associates Inc. vi

8 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 5-18 Milpitas Lines English Proficiency Figure 5-19 Milpitas Lines Respondent Household Size Figure 5-20 Origins and Destinations for Berryessa Line Riders Figure 5-21 Access and Egress Mode for Berryessa Line Riders Figure 5-22 Berryessa Lines Mode Choice If VTA Did Not Exist Figure 5-23 Berryessa Lines Trip Purpose Figure 5-24 Berryessa Lines Income Figure 5-25 Berryessa Lines Race/Ethnicity Figure 5-26 Berryessa Lines English Proficiency Figure 5-27 Berryessa Lines Respondent Household Size Figure 5-28 Origins and Destinations for Riders of Trunk Lines Figure 5-29 Access and Egress Mode for Riders of Trunk Lines Figure 5-30 Trunk Lines Mode Choice if VTA did Not Exist Figure 5-31 Trunk Lines Trip Purpose Figure 5-32 Trunk Lines Income Figure 5-33 Trunk Lines Race/Ethnicity Figure 5-34 Trunk Lines English Proficiency Figure 5-35 Trunk Lines Respondent Household Size Figure 6-1 Fremont Boardings by Location and Line (October 2013) Nelson\Nygaard Consulting Associates Inc. vii

9 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA 1 INTRODUCTION The Santa Clara Valley Transportation Authority s (VTA) BART Silicon Valley extension of the Bay Area Rapid Transit (BART) System is scheduled to begin service in the fall of It will bring regional rapid rail service directly to VTA s bus and Light Rail Transit (LRT) service area. As a first step in VTA s BART Transit Integration Plan (BTIP), this Existing Conditions Report analyzes relevant VTA plans and policies, land use, demographic and travel patterns in Santa Clara County and adjacent portions of Alameda County, current VTA ridership, and findings from a recent systemwide survey. This analysis will inform the BTIP effort to optimize VTA-BART connections. VTA S EXTENSION OF THE BART SYSTEM TO SILICON VALLEY AND THE BART TRANSIT INTEGRATION PLAN BART service currently terminates at Fremont Station, approximately seven miles north of the Santa Clara County line. The first phase of BART Silicon Valley, scheduled to open in the fall of 2017, will extend service through Milpitas to the Berryessa district of northeastern San Jose, as shown in Figure 1-1. BART s Warm Springs Extension will open sooner, in late 2015, with the Warm Springs Station located about four miles north of the county line, potentially impacting VTA s current service to the Fremont BART station. The second phase of the extension, through East San Jose and Downtown San Jose to the Santa Clara Caltrain Station, is scheduled to begin construction after the completion of the first phase. For this reason, the BTIP is focused on VTA routes connecting or potentially connecting to the BART Silicon Valley Phase I stations at Milpitas and Berryessa, as well as BART s Warm Springs Extension station. Nelson\Nygaard Consulting Associates Inc. 1

10 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 1-1 BART Silicon Valley Extension Map The purpose of BTIP is to identify the optimal configuration and service levels for VTA routes connecting to BART stations. The study also represents an opportunity to reconsider the larger transit route network in the northeast Santa Clara Valley, given changing land use, demographic, and travel patterns since VTA s 2007 Comprehensive Operations Analysis (COA). The study will focus on 20 routes operating in the vicinity of the BART Silicon Valley Phase I stations, listed in Figure 1-2 along with their VTA-defined service types (described in Chapter 2). Four of these routes are Express services serving BART s current Fremont terminus and operating in the same corridor as the future Phase I stations. The remaining 16 routes are light rail and bus services operating in the vicinity of the future stations. Nelson\Nygaard Consulting Associates Inc. 2

11 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 1-2 BTIP Routes Route Route Description Service Type 901 Santa Teresa- Alum Rock Light Rail 23 Stevens Creek Core 61 Good Samaritan Hospital Sierra & Piedmont via Bascom Core 62 Good Samaritan Hospital Sierra & Piedmont via Union Core 66 Kaiser San Jose to Milpitas/Dixon Road via Downtown San Jose Core 70 Capitol LRT Station to Great Mall/Main Transit Center Core 71 Eastridge Transit Center to Great Mall/Main Transit Center via White Rd. Core 77 Eastridge Transit Center to Great Mall/Main Transit Center via King Rd. Core 323 Downtown San Jose to De Anza College Core 522 Palo Alto Transit Center to Eastridge Transit Center Core 12 San Jose Civic Center to Eastridge Transit Center via San Jose Flea Market Local 46 Great Mall/Main Transit Center to Washington & Escuela Local 47 Great Mall/Main Transit Center to McCarthy Ranch Local 104 Penitencia Creek Transit Center to Palo Alto Express 120 Fremont BART to Lockheed Martin Transit Center/Moffett Park Express 140 Fremont BART to Mission College & Montague Expwy Express 180 Great Mall/Main Transit Center/ Aborn & White to Fremont BART Express 181 Fremont BART Station to San Jose Diridon Transit Center Express 321 Great Mall/Main Transit Center to Lockheed Martin/Moffett Industrial Park Limited Stop 330 Almaden Expy & Via Valiente to Tasman Drive Limited Stop While the focus of the study is on the BART corridor, demographic and other analyses will include areas served by routes potentially connecting to the BART Silicon Valley Phase I stations, including the El Camino Real and Stevens Creek/Berryessa Connector Bus Rapid Transit (BRT) corridors, the extent of VTA service in Alameda County, and the Golden Triangle employment cluster in northern Santa Clara County, as shown in Figure 1-3. Nelson\Nygaard Consulting Associates Inc. 3

12 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 1-3 BTIP Study Area and Routes Nelson\Nygaard Consulting Associates Inc. 4

13 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA BART service from Fremont Station provides service to Richmond seven days a week, from early morning until late night, and to San Francisco and Daly City during the day Monday through Saturday. Combined headways would be every 7.5 minutes weekdays during the day, every 10 minutes on Saturdays, and every 20 minutes evenings and Sundays. Opening year ridership is projected to be 5,832 average weekday boardings at Berryessa Station, 5,809 at Milpitas Station and 3,077 at Warm Springs/South Fremont Station. Figure 1-4 shows in more detail where the Milpitas and Berryessa stations will be located relative to the area s major arterials and landmarks. Each station will feature on-site bus stops in addition to shuttle and passenger loading areas, parking, and bicycle and pedestrian facilities. Figure 1-4 Milpitas and Berryessa Station Locations Relative to Area Arterials and Landmarks Figure 1-4 shows the site plan for Milpitas Station, located southeast of the corner of Montague Expressway and Capitol Avenue, just southeast of the Great Mall. Buses will be able to access the site from Capitol Avenue using a transit-only signal. They will also be able to enter from an extension of South Milpitas Boulevard, south of Montague Expressway that is being constructed as part of the Milpitas Station Campus. The station s bus bays will provide loading and layover space for 16 buses. The Santa Teresa-Alum Rock light rail line s Montague station is adjacent to the station, in the median of Capitol Avenue and will connect to the Milpitas BART Station via a Nelson\Nygaard Consulting Associates Inc. 5

14 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA pedestrian overcrossing. Pedestrian and bicycle facilities will provide access to the station via bicycle lanes along South Milpitas Boulevard and sidewalk improvements throughout the campus area. Crosswalks will also be located along South Milpitas Boulevard at the intersections with Capitol Avenue, Montague Expressway, and the intersection with the station s parking structure and surface parking lot. Figure 1-5 shows the site plan for Berryessa Station, located just east of the San Jose Flea Market, between Berryessa Road and Mabury Road. Buses will be able to access the site from both Berryessa and Mabury, in the latter case using on-site transit-only lanes. Bus bays will provide loading and layover space for 11 buses, and curb space will be provided nearby for shuttle loading and unloading. Pedestrians and bicyclists will be able to access the site from multiple sidewalk and bicycle trail connections via Mabury and Berryessa roads, and Salamoni Court. The BTIP effort will focus primarily on VTA service and related capital improvements to be put in place for the introduction of BART service. The secondary focus of the BTIP will be assessing private shuttle services and incorporate its findings into the service planning effort. Fares,f BART- VTA transfer and parking policies will be determined through separate efforts. Nelson\Nygaard Consulting Associates Inc. 6

15 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 1-5 Milpitas Station Access Diagram Nelson\Nygaard Consulting Associates Inc. 7

16 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 1-6 Berryessa Station Access Diagram Nelson\Nygaard Consulting Associates Inc. 8

17 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA 2 RELEVANT POLICIES AND PLANNING EFFORTS This section provides a summary of policies and previous planning processes of relevance to the BTIP effort. An awareness of these plans and policies will provide a basis for the evaluation of current and future BART connections and ensure that any service changes are consistent with VTA policies and related planning initiatives. POLICIES VTA Service Design Guidelines Adopted in 2007 as part of VTA s Transit Sustainability Policy (TSP), the Service Design Guidelines (SDG) define the types of VTA transit service and outline performance standards for each type of service. Figure 2-1 and 2-2 detail the service characteristics and applications of VTA s transit modes defined in the SDG. Figure 2-1 Service Type Transit Products Operational Characteristics Weekday Frequency (min.) Weekend Service Span Hours Days/ Week Capacity Core Network 15 or lower 15 or lower Medium Local Network or below 7 or below Medium Community Bus or below 7 or below Lowest Express/Limited Stop Bus Rapid Transit Commute-period service, some allday 17 or below 7 or below Low 10 or lower 10 or lower High Light Rail 15 or lower High Heavy Rail/Commuter Rail Highest Nelson\Nygaard Consulting Associates Inc. 9

18 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 2-2 Corridor Characteristics Type Description Example Core Network Local Network Community Bus Express Bus Bus Rapid Transit Light Rail Heavy Rail Major arterials Transit interconnectivity Major generators & attractors Long distance, multiple jurisdictions Neighborhood Collectors Feeder service to Core Community generators & Schools Medium Distance trips Residential Streets Feeder service to Core and Local networks Community activity centers Neighborhood circulators Downtown circulators Expressways, highways or freeways Weekday peak directional period Between transit centers/ Park &Rides and Urban Centers Long distance trips Major arterials Transit interconnectivity Major generators & attractors Long distance, multiple jurisdictions Established trunk corridors Link major trip generators Higher capacity than Bus Well defined station areas Established rail corridor Links regional centers Higher capacity system Can operate at high speeds El Camino Real Stevens Creek Blvd King Road Middlefield Road Saratoga-Sunnyvale Road Lincoln Avenue Gilroy and Morgan Hill Evergreen District South Palo Alto Japantown Community Bus Downtown San Jose (DASH) Lawrence Expressway Hwy 237 I-880, I-680, I-280 Santa Clara/Alum Rock (2015) El Camino Real (2018) Stevens Creek Blvd (2019) North First Street Tasman Drive Caltrain BART The primary performance standard applied is productivity. In most cases, the metric is boardings per revenue hour on the average weekday; for Light Rail and Express service different standards are applied. Figure 2-3 shows the current minimum productivity standards for VTA mode in the plan area. Nelson\Nygaard Consulting Associates Inc. 10

19 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 2-3 Productivity Standards Core Network Local Network Community Bus Express Bus Limited Stop Mode Standard 27.8 boardings per hour 24.6 boardings per hour 15.8 boardings per hour 60% average peak load factor (22 passengers/trip) 15 boardings per hour Light Rail 78.1 boardings per train hour 1 PLANNING EFFORTS Berryessa BART Station Transit Connector Study The Berryessa BART Station Transit Connector Study, completed in 2013, was the antecedent to the BART Transit Integration Plan. It focused on what form the transit connection between the phase-one BART terminus at Berryessa and downtown San Jose should take. The Connector Study recommended two bus routes: A Bus Rapid Transit (BRT) route serving the East Santa Clara Street/Alum Rock Avenue corridor, Downtown San Jose, and the Stevens Creek Boulevard corridor via an interim realignment of the already-planned BRT Route 523 (and current 323); and A new Limited Stop route making stops only at Berryessa Station, San Jose State University (SJSU), Downtown San Jose, and the regional rail hub at San Jose Diridon Station. Both lines are planned to operate relatively frequently: On weekdays, the BRT will run every 10 minutes and the Limited Stop service every 15 minutes (resulting in relatively short waits for transfers to and from BART, if not timed connections with trains on the Limited Stop service). Their spans of service are planned to reflect BART operating hours, although VTA may adjust based on demand both spans and headways for the Limited Stop service. Figures 2-4 shows the planned alignments and stops. 1 Source: FY 2013 Transit Operations Performance Report. Nelson\Nygaard Consulting Associates Inc. 11

20 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 2-4 Stevens Creek BRT and Downtown Connector Alignments and Stops Nelson\Nygaard Consulting Associates Inc. 12

21 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA The Berryessa Connector recommendations were based on an extensive analysis of existing and projected travel demand and other factors such as cost-effectiveness and were developed collaboratively by consultants and VTA staff. The VTA Board of Directors has not formally adopted these recommendations, but VTA staff has integrated them into the BRT- and BARTrelated planning processes, including the BTIP. The public will be invited to comment on them as part the BTIP public participation process. Light Rail System Analysis & Efficiency Program The Light Rail Transit System Analysis study was the first comprehensive evaluation of the infrastructure and operational flexibility of the existing light rail lines as a system, and evaluated the operational impacts created by population and employment growth along with planned light rail and BART extensions. This study focuses on making the LRT system as productive and efficient as possible given existing and potential travel markets, and positioning the system to capture projected and latent passenger growth to the year The study recommends a two phase plan. Phase I has been partly implemented with the introduction of the Commuter Express service between Ohlone/Chynoweth and Convention Center. The completion of Phase I would expand this to an all-day service. Phase I also identifies a new independent Vasona branch service, operating between Campbell and Downtown San Jose. Almaden trains would then be through-routed to Mountain View. Phase II proposes service options to complement the introduction of BART service to East San Jose in fall This Phase of the Light Rail Systems Analysis calls for an additional service the Northern Light Rail Express, that would travel from Downtown Mountain View to Alum Rock at 15-minute headways during peak periods, with express service from Downtown Mountain View to Old Ironsides and an intermediate stop at Lockheed Martin. It would make all stops between Old Ironsides and Alum Rock. During the off-peak period, the service is planned to turn back at Old Ironsides. Implementing this entire set of improvements would require a 76-car peak deployment. This package would use the Santa Clara pocket track to turn back trains during off-peak periods, as well as the construction of a double track along the Mountain View single-track segment to accommodate additional services. The estimated capital cost for the Mountain View double track is $64 million. Phase II is oriented towards the BART/VTA Light Rail connection at the Montague station in Milpitas and the connection to the new Levi s Stadium complex in Santa Clara. Phase II also addresses the issues of low ridership on the Tasman West line. All of the future service plans are still in the planning process and are subject to further analysis and additional community outreach. Nelson\Nygaard Consulting Associates Inc. 13

22 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 2-6 Recommended 2018 LRT System Configuration Bus Rapid Transit (BRT) Strategic Plan VTA is developing an integrated Bus Rapid Transit (BRT) network linking activity centers throughout the county. The BRT Strategic Plan studied candidate BRT corridors identified in VTA s long-range plan, Valley Transportation Plan 2030, and the Comprehensive Operations Analysis (COA). The BRT Strategic Plan proposed implementing BRT improvements on Santa Clara-Alum Rock/El Camino (22/522) and Stevens Creek (23/323/523). The BRT plan includes three projects -- the first two split the existing Route 22/522 Corridor, and the third runs along the existing 23/323 Corridor: Santa Clara/Alum Rock El Camino Real Stevens Creek Recommendations from this study included unique vehicle specifications for the new service(s). These are 60 articulated hybrid diesel-electric buses designed for operation on BRT corridors. The BRT service will include: Specialized Vehicles Hybrid, comfortable modern interiors, and Wi-Fi on board Nelson\Nygaard Consulting Associates Inc. 14

23 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Enhanced Stations Weather protection, live schedule displays, and passenger amenities Rapid Boarding Ticket machines and all-door boarding means faster stops Bus-Only Lane In certain roadway segments, BRT buses will travel in a median busway, separating buses from traffic to improve travel time Transit Signal Priority Improves speed by holding green signals or shortening red signals for approaching buses Fast, Frequent, Reliable Service every ten (10) minutes Figure 2-7 displays the vehicle requirements of BRT implementation. Figure 2-7 BRT Planned Vehicle Requirements Route Peak Headway Peak # of Vehicles Total Vehicles 522 Santa Clara/Alum Rock El Camino Stevens Creek Santa Clara/Alum Rock Bus Rapid Transit Project Total The Santa Clara/Alum Rock corridor is one of VTA s busiest currently with VTA s 22 and Rapid 522 bus lines. The Santa Clara/Alum Rock Bus Rapid Transit (BRT) Project will provide limitedstop rapid transit service for 7.1 miles, from the Eastridge Transit Center to the Arena Station in downtown San Jose using Capitol Expressway, Alum Rock Avenue, and Santa Clara Street. The project includes improvements to the surrounding streetscape, as shown in the rendering below (Figure 2-8). Figure 2-8 Simulation of King Westbound BRT Station Nelson\Nygaard Consulting Associates Inc. 15

24 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA The Santa Clara/Alum Rock BRT Project is the first of three BRT lines, which will be followed by El Camino Real BRT and Stevens Creek BRT. The map in Figure 2-9 displays the 11 BRT stops. Service is scheduled to begin in the Fall of Figure 2-9 Santa Clara/Alum Rock BRT Map El Camino Real Bus Rapid Transit Project El Camino Real is currently VTA s busiest corridor, with Route 22 and Rapid 522 bus service. The El Camino Real Bus Rapid Transit Project would upgrade the 522 Rapid Bus Route on El Camino Real to Bus Rapid Transit status from the Palo Alto Transit Center to downtown San Jose. The project will improve the El Camino Real corridor by implementing bus-only lanes in some locations and installing light-rail-like stations. These improvements will create faster, more frequent bus service. Proposed service would include the cities of Palo Alto, Los Altos, Mountain View, Sunnyvale, Santa Clara, and San Jose. Transit improvements could include conversion of two lanes of El Camino Real (one lane in each direction, adjacent to the median) into dedicated BRT lanes. This system might use median stations like the Santa Clara/Alum Rock BRT or curb bulb-out stations at BRT stops. Existing 522 stations would be upgraded to more substantial, rail-like stations that feature weather protection, off-board fare payment, real-time next bus information and Clipper card tap stations. The project could also install bicycle lanes on El Camino Real in areas where there are dedicated BRT lanes, provided that the cities wish to do so. Nelson\Nygaard Consulting Associates Inc. 16

25 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 2-10 El Camino Real BRT Map The 522 BRT service would serve 16 stops (with 2 possible additional stations indicated by *) as shown in the map above. Route 22 would continue to make all local stops in the corridor. VTA is currently conducting an environmental analysis for several project alternatives for the El Camino Real Bus Rapid Transit Project. VTA's Board of Directors will select a Locally-Preferred Alternative (LPA) in late Service is scheduled to begin in September Stevens Creek Bus Rapid Transit Project The Stevens Creek Bus Rapid Transit (BRT) Project would provide a rapid transit service for 8.5 miles from De Anza College to the Transit Mall in downtown San Jose using San Carlos Avenue and Stevens Creek Boulevard. The Stevens Creek BRT project would add BRT service (BRT 523) in addition to the existing local-stop service (Route 23) to provide fast, frequent service, with limited stops and enhanced amenities for passengers. The Stevens Creek BRT project is the third of three BRT corridors preceded by Santa Clara/Alum Rock and El Camino Real projects. VTA s second-highest ridership route serves the Stevens Creek corridor. Due to increased demand on Route 23, VTA began these improvements with the Limited Stop Route 323, which provides faster and more direct service between De Anza College and downtown San Jose by supplementing Route 23 but making fewer stops. The Limited Stop Route 323 service operates weekdays and is a first step towards building an effective Bus Rapid Transit (BRT) line on Stevens Creek. Nelson\Nygaard Consulting Associates Inc. 17

26 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 2-11 Stevens Creek BRT Map The map displayed in Figure 2-11 shows the 13 BRT stations. The stations would also feature enhanced amenities as shown in the rendering on the following page. A key part of the project is implementing the new transit center at DeAnza College. Service is scheduled to begin in Figure 2-12 BRT Station Rendering Express Bus Business Plan VTA initiated the development of the Express Bus Business Plan in late 2009 with the goal of evaluating its Express bus system to identify improvements to increase system efficiencies and ridership. The Express bus network was scheduled for modifications in VTA s 2007 Nelson\Nygaard Consulting Associates Inc. 18

27 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Comprehensive Operations Analysis (COA). However, VTA s determination at the time was that the service is unique enough from its other transit products to warrant a separate analysis. VTA s Board adopted recommendations from this 18-month study in early The study recommended network modifications and branding of VTA s Express Bus system targeted towards choice commuters. The service was then provided with specially-designed coaches equipped with wi-fi internet. Four of VTA s Express bus routes serve the Fremont BART station and thus will be re-evaluated in the BTIP. The BTIP study will look specifically at five VTA Express routes in the study area. Nelson\Nygaard Consulting Associates Inc. 19

28 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA 3 LAND USE, DEMOGRAPHIC AND TRAVEL PATTERNS This chapter describes the characteristics of the BTIP study area relevant to existing and future demand for transit service, including land uses, demographic attributes and travel behaviors. 2 The chapter also includes a transit propensity index displaying residential and employment densities in terms of corresponding demand for transit service. POPULATION AND EMPLOYMENT DENSITY Population Density Figures 3-1 through 3-4 show average numbers of residents per square mile and change in residents per square mile within each Travel Analysis Zone (TAZ) in the study area over through 2024 based on VTA Travel Demand Model data. As Figure 3-1 indicates, many existing areas of relatively high population density (12,000 or more residents per square mile) in central and eastern Santa Clara County are almost entirely located within and to the south of the BART Silicon Valley corridor, in Milpitas and East San Jose. The largest high density area is located southeast of the Berryessa Station site in the Jackson Avenue (Route 70), South King Road (Route 12, 22 and 77), and Alum Rock Avenue (Routes 23 and 522) corridors. Much of this area has a residential density greater than 12,000 people per square mile, far higher than the San Jose Urbanized Area average density of 5,820 residents per square mile. The areas around downtown also show significant residential density, and scattered TAZs in the western part of the Santa Clara Valley also reach the highest levels of density, with some clustering along the El Camino Real corridor (Route 522). 2 Other major sources of transit demand including major institutions such as schools and hospitals are addressed in the following chapter, which identifies likely sources of demand at high-ridership stops. Nelson\Nygaard Consulting Associates Inc. 20

29 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-1 Average Number of Residents per Square Mile by Travel Analysis Zone (2013) Nelson\Nygaard Consulting Associates Inc. 21

30 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figures 3-2 through 3-4 show projected changes in population density through 2015 (the year the Warm Springs extension is scheduled to open), total population density in 2018 (after the scheduled opening of BART Silicon Valley Phase I), and changes between 2018 and As the maps indicate, most of the change through 2015 is projected to occur in downtown San Jose and right around the Milpitas and Berryessa stations. North San Jose will also see pockets of rapid growth. By 2024, heavier growth is expected across a far wider area, with clusters of particularly heavy growth in the areas with the highest residential densities today Downtown and East San Jose. The northernmost and southernmost parts of San Jose area also projected to see clusters of significant growth. Nelson\Nygaard Consulting Associates Inc. 22

31 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-2 Change in Average Number of Residents per Square Mile by Travel Analysis Zone ( ) Nelson\Nygaard Consulting Associates Inc. 23

32 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-3 Average Number of Residents per Square Mile by Travel Analysis Zone (2018) Nelson\Nygaard Consulting Associates Inc. 24

33 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-4 Change in Average Number of Residents per Square Mile by Travel Analysis Zone ( ) Nelson\Nygaard Consulting Associates Inc. 25

34 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Employment Density Figures 3-5 through 3-8, also based on VTA Travel Demand Model data, show the projected average numbers of workers per square mile within each TAZ over the next 10 years. As Figure 3-1 shows, Downtown San Jose and the Golden Triangle currently have the largest clusters of high employment density. In the Golden Triangle, the densest areas are largely along North First Street and Tasman Drive. Other areas with higher densities include Central Santa Clara and Sunnyvale, along the El Camino Real corridor. TAZs along Stevens Creek and Winchester boulevards are abutted by TAZs of moderate to high density TAZs (4,001 to 16,000 employees per square mile). Nelson\Nygaard Consulting Associates Inc. 26

35 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-5 Average Number of Workers per Square Mile by Travel Analysis Zone (2013) Nelson\Nygaard Consulting Associates Inc. 27

36 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figures 3-6 through 3-8 show projected changes in employment density over time. Through 2015 (Figure 3-6), the highest rates of growth are projected to focus in Downtown San Jose and along the North First Street corridor. By 2024 (Figure 3-8), a wider swath of TAZs along North First Street are projected to see significant increases in density, as are clusters of TAZs in the western portion of the Golden Triangle and the area right around the Milpitas BART station. Nelson\Nygaard Consulting Associates Inc. 28

37 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-6 Change in Average Number of Workers per Square Mile by Travel Analysis Zone ( ) Nelson\Nygaard Consulting Associates Inc. 29

38 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-7 Average Number of Workers per Square Mile by Travel Analysis Zone (2018) Nelson\Nygaard Consulting Associates Inc. 30

39 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-8 Change in Average Number of Workers per Square Mile by Travel Analysis Zone ( ) Nelson\Nygaard Consulting Associates Inc. 31

40 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA FUTURE DEVELOPMENT This section discusses future changes in land use and demand for transit service within the study area. Information on currently-planned developments is based primarily on research VTA staff conducted in late 2013 and early 2014 on developments proposed, approved, under construction or recently completed, of moderate or greater size, with definitions varying by land use category. This section also includes information on longer-term regional and local land use plans and policies such as specific development proposals, adopted plans, and other indicators of longerterm trends. This data is all included in the land use layer of VTA s Travel Demand Forecast Model. However, specific large developments may represent unique opportunities to improve VTA s mode share as a result of their concentrated use. Currently Planned Developments In order to put project size and potential demand for transit service into perspective, this section makes a few basic calculations and resulting assumptions. Figures 3-11 through 3-13 later in this section display locations of research and development (R&D)/office developments greater than 25,000 square feet in size. This is not a comprehensive list of proposed developments. The figures are based on best available data the various cities provided. Assuming a ratio of 450 square feet per employee 3, a 25,000 square-foot office project could accommodate approximately 55 employees. At transit mode share of 5 percent 4, a project of that size would generate five to six transit commuters 5 per day (which each represent at least 2 boardings per day, sometimes more with transfers). At least a half-dozen office developments that are approved or under-construction within the study area 6 are larger than 1 million square feet in size. At 450 square feet per employee, a 1 million square foot office development could accommodate up to 2,222 employees, and at transit mode share of 5 percent, a development of that size could generate a total of 111 new transit passengers per day. Active office developments in the study area greater than 1 million square feet in size are listed in Figure This is the figure used in the City of Santa Clara 2010 General Plan. This figure is relatively modest. The ratio of square feet to office employees in Santa Clara County may be decreasing: the new Apple Campus 2, to cite one prominent example, will accommodate a total of 13,000 employees in approximately 3.4 million square feet, for a ratio of approximately 260 square feet per employee. Sources: City of Cupertino ( Apple ( 4 The 2012 U.S. Census Bureau (American Community Survey) figure for all Santa Clara County workers was 3.3 percent. This has been rounded up a) for purposes of simplicity, and b) because transit use in the study area is generally higher than in the county as a whole. 5 The American Community Survey only measures the journey to work and not all trips. Thus, the trips discussed here are commute trips only and not all transit passenger trips. 6 Defined here as including most of San Jose and Santa Clara in addition to Milpitas. Nelson\Nygaard Consulting Associates Inc. 32

41 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-9 Planned/Approved/Under Construction Office Developments Greater than 1 Million Square Feet (known in July 2014) Project Name Intersection City Yahoo! campus North First Campus Juniper Networks project San Tomas Business Park Campus Augustine Bowers Industrial Campus McCarthy Ranch Mixed Use Project City Place North 1st/Brokaw office campus North 1st/Component campus Moffett Place office project Great America Parkway and Tasman Drive North First Street and Component Drive Mathilda and Fifth avenues (Moffett Park) Central and San Tomas expressways Great America and US 101 McCarthy Boulevard north of SR 237 Tasman and Lafayette Santa Clara North San Jose Sunnyvale Santa Clara Santa Clara Milpitas Santa Clara Square Feet of Office 3.06 million sqft Office 2.8 million sqft Office 2.43 million sqft Office 1.95 million square feet Office 1.8 million square feet of office 1.07 million square feet of office and 407,000 square feet of retail 1.46m s.f. retail, s.f. office, 300k s.f. hotel, and 381 residential units North 1st/Brokaw San Jose 2.025m s.f. office North 1st/Component San Jose 2.824m s.f. office Timeline phased over 20 years phased in over 10 years Estimated VTA Commuters NP 270 phased in over up to 15 years phased in over up to 15 years NP 119 Proposed 2,048 Approved project, unknown timeline Approved project, unknown timeline Moffett Park area Sunnyvale 1.8m s.f. office Approved and under construction At 450 square feet per worker and 5% transit mode share 8 Includes workers and residents but not retail and hotel trips Nelson\Nygaard Consulting Associates Inc. 33

42 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA In addition to the projects listed above, another 15 office developments larger than 500,000 square feet in size are planned within the study area, each with the potential to generate more than 55 daily transit commuters. Of these: Four are in North San Jose. Four are in the north-central area of Santa Clara, between Downtown and Great America on either side of US 101. Two are in Alviso. Two are in the Stevens Creek corridor in Santa Clara. One is near the Santa Clara Caltrain Station. One is at Moffett Park in Sunnyvale. One is at McCarthy Ranch in Milpitas. The threshold for multifamily residential developments displayed on the maps in Figures 3-14 through 3-15 is 50 dwelling units. According to the 2010 U.S. Census, average household size in Santa Clara County is 2.9, and approximately 47 percent of county residents are employed. At these rates, a building with 50 units would have a total of 145 residents, of whom 68 would be employed. If transit mode share for these commuters was 5 percent, a project of that size would generate six to seven daily transit commuters (which each represents at least 2 boardings per day, more with transfers, and they would generate additional trips for other purposes). This figure, too, is relatively modest, but a number of multifamily residential and mixed-use residential and retail projects substantially larger have been approved or are under construction, including the active developments shown below of more than 1,000 units. Figure 3-10 lists these developments. Figure 3-10 Planned/Approved/Under Construction Residential Developments Greater than 1,000 units Project Name Intersection City Units Timeline Brandon Park (formerly Riverview) Project North First Street between Montague and Tasman McCandless Drive, west of Montague and Great Mall Parkway North San Jose 1,308 first phase under construction Milpitas 1,154 under construction Estimated VTA Commuters In addition to these projects, another 13 residential developments of 500 or more units are planned, each with the potential to generate approximately 35 transit commuters at 5 percent mode share, in addition to other types of trips. Of these: Six are in North San Jose. 9 At 2.9 residents per unit, 46% of which are employed and 5% transit commute mode share Nelson\Nygaard Consulting Associates Inc. 34

43 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Two more are elsewhere in San Jose, southeast of King and Mabury near Berryessa BART and near Diridon Station. Three are in Santa Clara, in the El Camino corridor, to the south near Homestead and Kiely and to the north near Lawrence and Monroe. Two are in Milpitas, one near the BART station and another on McCarthy Boulevard near SR 237. Figures 3-11, 3-12 and 3-13 on the following pages display the locations of all Santa Clara Valley developments identified through VTA staff research (including development approved as part of adopted local plans, but not yet proposed by any developer). These include developments within the Milpitas and Berryessa BART Station areas. Figure 3-11 displays planned medium- and large-scale R&D/office development is concentrated in the Golden Triangle area of North San Jose, Santa Clara, Sunnyvale and Mountain View, where much of the existing office development in Santa Clara County is located. These projects are proposed along existing VTA trunk lines, including: the North First Street LRT line in North San Jose, where a total of nine R&D/office projects greater than 25,000 square feet in size are identified; the Tasman West LRT line in Santa Clara, Sunnyvale and Mountain View, where there are a total of 20 such projects; and the Stevens Creek BRT/Berryessa Connector corridor, where there are six such projects. A total of 13 such projects are planned in north-central Santa Clara to the south of Tasman; lessfrequent VTA bus lines serve these areas. The majority of the large multifamily residential projects are in the North First, Stevens Creek and El Camino Rapid bus corridors, as well as in the vicinity of the Milpitas BART Station. Specifically, a total of 11 projects are planned immediately adjacent to the North First LRT line, with ten more locations just to the east of North First, north of Downtown San Jose in the Civic Center area and north of Montague in the River Oaks area. Ten projects are planned near Milpitas BART. Proposed commercial, mixed-use and single-family developments are more limited and scattered. Nelson\Nygaard Consulting Associates Inc. 35

44 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-11 Planned Developments Nelson\Nygaard Consulting Associates Inc. 36

45 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA As Figure 3-12 displays, a dozen large multifamily residential and mixed-use residential and retail projects are currently under construction, in development or have been approved as part of the Milpitas Transit Area Specific Plan (see next section). This Plan covers with area within a onemile radius of the Milpitas BART Station site. A number of these projects are significantly larger than 50 units. The aforementioned project under construction at 1315 McCandless to the west of the station, labeled #11 on the map, consists of 1,154 units. It will also include 87,000 square feet of retail space, potentially including a grocery store. Another site, labeled #8 on the map, has been approved under the Transit Area Specific Plan for 1,825 units, while the sites labeled #10 and #12 could accommodate 1,035 and 1,072 units, respectively. Altogether, the projects shown on the map would add another 8,011 units of housing to the station area, potentially generating close to 550 daily transit commuters (each potentially representing 2 boardings per day, depending on transit mode share, which could potentially be much higher in the BART station area), in addition to trips made on transit for other purposes. Nelson\Nygaard Consulting Associates Inc. 37

46 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-12 Planned Developments Near Milpitas Station Nelson\Nygaard Consulting Associates Inc. 38

47 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA As Figure 3-13 displays, fewer projects are planned for the vicinity of the Berryessa BART Station. However, two of the projects, labeled #6 and #8 on the map, are City-approved (but not yet developer-proposed) redevelopments of the San Jose Flea Market site that would consist of a total of 4,158 apartment units in addition to 500 single-family homes and 245,000 square feet of retail space. All remaining projects shown on the map, including the 242-home KB Homes singlefamily development under construction to the north of Berryessa, would be relatively modest in size. If the City s approved plan comes to fruition, it would present approximately 300 new transit commuters. However, many of them may be riding BART. Nelson\Nygaard Consulting Associates Inc. 39

48 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-13 Planned Developments Near Berryessa Station Nelson\Nygaard Consulting Associates Inc. 40

49 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Land Use Plans In addition to projects currently in progress, adopted local and regional land use plans prescribe development for the medium and long term. Milpitas Transit Area Specific Plan In 2008, the City of Milpitas adopted a Transit Area Specific Plan covering 437 acres around the BART station site. At the time, the area was primarily zoned light industrial. The plan calls for construction of 7,109 additional units of housing, 993,843 square feet of office space, 287,075 square feet of retail and 350 hotel rooms. Since adoption of the plan, and well in advance of BART station completion, the area is already becoming more mixed-use and dense, with numerous major residential projects under construction or approved (see previous section). Envision San Jose 2040 General Plan and Vision North San Jose San Jose s current General Plan, adopted in 2011, designates a number of growth areas within the study area, shown in Figure These include a number of mixed-use Urban Villages. Among the largest is the 120-acre Berryessa BART Urban Village where the Plan envisions 4,814 housing units and commercial developments featuring 22,100 jobs. The Plan also includes a series of smaller Urban Villages in the Capitol LRT and the East Santa Clara/Alum Rock BRT Corridors. The Plan designates most of North San Jose to the northwest of Berryessa Station (excluding Alviso) as part of one of two Transit Employment Centers: the North San Jose Industrial Core Area along North First between US 101 and Montague, and the Alviso Plant Buffer Lands near the Milpitas BART site. In Transit Employment Centers, floor area ratios of up to 12.0 are permitted, a significant increase over the previous standard. The plan states this could result in towers up to 25 stories tall. North San Jose has been the subject of a separate planning process, Vision North San Jose, which resulted in a series of policies for the area north and west of I-880 and south of SR 237. Within this area, the City approved 26.7 million square feet of industrial (office/r&d) space including 16 million within a core area between Montague and Trimble Road. Up to 32,000 new residential units are permitted within the larger area. Just as in Milpitas, the area is already transforming, with numerous large office and residential projects underway. Nelson\Nygaard Consulting Associates Inc. 41

50 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-14 San Jose General Plan Growth Areas Nelson\Nygaard Consulting Associates Inc. 42

51 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Plan Bay Area Plan Bay Area is the long-term regional land use and transportation plan adopted by the Metropolitan Transportation Commission (MTC) in The Plan defines Priority Development Areas, or PDAs, of varying characters and intensities, for growth by Figure 3-15 displays the PDAs in the Santa Clara Valley. To the west of the BART corridor, much of the area extending east and west from North First Street is defined as part of one of two Regional Centers ( North San Jose and Greater Downtown ) or as a City Center ( Downtown Frame ). Within these areas, 77,440 jobs and 58,090 units of housing are projected to be added between 2010 and To the east, in and near the BART corridor, are 5 more PDAs. These include a Suburban Center surrounding Milpitas Station in which an additional 7,080 housing units and 4,320 jobs are projected and a Transit Neighborhood in the Berryessa Station area in which another 6,110 housing units and 6,040 jobs are projected. Just to the south of Milpitas Station is the International Business Park Employment Center, another 8,080 jobs are projected, and another 7,200 jobs and 6,680 housing units are projected in the Capitol Corridor Urban Villages and East Santa Clara Alum Rock Corridor Mixed-Use Corridors along Capitol Expressway and in East San Jose, respectively. Altogether, an additional 25,660 jobs and 20,070 housing units are projected here. Nelson\Nygaard Consulting Associates Inc. 43

52 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-15 Plan Bay Area Priority Development Areas Nelson\Nygaard Consulting Associates Inc. 44

53 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Summary Currently-planned developments and longer-term land use plans indicate increases in transit demand over the coming years. These calculations are, of course, based on a series of assumptions, including square footage per employee in office developments, household size in residential developments, employment rates, transit mode shares, and the distribution of transit trips onto different services. During service planning, alternatives will be modeled in order to more precisely calculate demand (and the VTA Travel Demand Model incorporates the research on development included in this chapter). Milpitas Station area. The City s Transit Area Specific Plan calls for approximately 7,000 units of housing within the 437-acre plan area, and VTA research indicates that close to 8,000 units are planned within one mile of the station site. At 5 percent mode share, the latter figure could result in roughly 1,100 more transit commuters, in addition to trips for other purposes. These trips may be on BART more than VTA services. Berryessa Station area. While the City has approved redevelopment of the Flea Market site, the only development to proceed to date has been a first phase consisting of 242 single-family homes. Under the City s General Plan, however, the Berryessa BART Urban Village is envisioned to consist of 4,814 housing units and 22,100 jobs. At a mode share of 5 percent, this level of development could generate approximately 2,865 new transit commuters. This level of increase in demand for transit service could require a substantial increase in transit capacity, not just on BART but on VTA; this development s completion date is unknown. North First LRT corridor. The North San Jose Vision Plan calls for 26.7 million square feet of office space and 32,000 new units of housing which is the highest level of growth currently envisioned in the county. According to VTA research, R&D and office space projects totaling million square feet and residential projects consisting of 10,711 units have been recently approved or are under construction within the North San Jose planning area. At 5 percent mode share, this level of development could generate an additional 7,000 transit commuters. Most of these projects are adjacent to existing light rail service. Tasman and Capitol LRT corridors. While less growth is projected along these light rail branches than along the trunk North First line, substantial office/r&d development is planned along the Tasman West line in Santa Clara and Sunnyvale, and the Capitol corridor is the site of both a Plan Bay Area PDA and several City of San Jose Urban Villages. Along the Tasman corridor in Santa Clara and Sunnyvale, four office and R&D projects larger than 500,000 square feet have been approved or are under construction, and two of these the Yahoo! project in Santa Clara and the Juniper Networks project in Moffett Park, in Sunnyvale -- are close to 2.5 million square feet in size. The Yahoo! project will be phased in over 20 years; however, the Juniper Networks project is under construction. These four projects alone account for million square feet of office space, enough to generate approximately 3,000 daily transit commuters. BRT Corridors. Similarly, substantial growth is planned around VTA s trunk bus lines. Within the study area, the Santa Clara/Alum Rock BRT corridor is the site of both a Plan Nelson\Nygaard Consulting Associates Inc. 45

54 Bay Area PDA and several City of San Jose Urban Villages. A number of major projects are currently planned in Stevens Creek and El Camino Real BRT corridors. Along Stevens Creek in Santa Clara, two office developments totaling million square feet are under construction or planned (enough to generate about 700 transit commuters); this is in addition to the massive Apple Campus 2 less than a mile north of Stevens Creek in Cupertino. North-Central Santa Clara. Even greater growth than along the Tasman corridor in northwestern San Jose is planned in north-central Santa Clara, some distance from the Tasman line a total of million square feet in projects larger than 500,000 square feet. Much of it will be phased in over 10 or 15 years but some proceeding sooner. This level of development could generate approximately 3,500 additional transit commuters. VTA service in this area is currently a mixture of all-day local routes and peak-only Express and Limited Stop routes, some of which are only a few daily trips. While this area is within the BTIP study area, most of the existing routes serving it are not included in this plan. Instead, they are being addressed as part of VTA s North Central County Bus Improvement Plan. Alviso and Western Milpitas. Finally, a number of large projects have been approved in areas of western Milpitas and far northern San Jose that VTA does not currently serve, or they have only limited levels of service. The McCarthy Ranch area of Milpitas west of I- 880 and north of SR 237, served by Route 47, is the site of planned office and mixed-use projects totaling million square feet of office space (enough to generate approximately 785 transit commuters) and 407,000 square feet of retail. The Murphy Ranch apartment complex under construction on McCarthy Boulevard south of SR 237 and north of Tasman will feature 659 units. Phase II of the America Center project on Lafayette Street north of SR 237 is approved for 560,000 square feet of office space. Neither of these projects is especially large (they might generate approximately 200 transit commuters), and VTA does not serve either site. The America Center project includes a recently completed first phase consisting of 421,000 square feet of office development (generating approximately 47 transit commuters). Nelson\Nygaard Consulting Associates Inc. 46

55 DEMOGRAPHIC CHARACTERISTICS This section provides analysis based on U.S. Census ACS data collected between 2008 and It includes demographic attributes of the resident population in the study area that are relevant to an understanding of demand for transit service. All analyses are based on relative percentages within different Census tracts. Incomes Median household income in Santa Clara County between 2008 and 2012 was approximately $90,700. As shown in Figure 3-16 on the following page, a high concentration of lower-income households defined here as below $73,000 in annual income can be found in East San Jose, extending west into Downtown San Jose, southwestern San Jose, Campbell, and much of the City of Santa Clara. Pockets of extreme poverty, with average household incomes below $29,000, are concentrated in East and South San Jose, along with one census tract in southwestern San Jose. Nelson\Nygaard Consulting Associates Inc. 47

56 Figure 3-16 Average Annual Household Income by Census Tract Nelson\Nygaard Consulting Associates Inc. 48

57 Zero-Vehicle Households As shown in Figure 3-17, zero-vehicle households are most concentrated in central San Jose, with smaller pockets in locations including central Santa Clara, Sunnyvale, Milpitas and Fremont. In these areas, the share of households without access to an automobile exceeds 15 percent. While low-income households appear to broadly correspond with zero-vehicle households, there are notable differences: in particular, low-income households outside of Downtown San Jose and its immediate environs are likelier to have access to an automobile, likely reflecting at least in part the greater concentration of transit services in central, East and South San Jose. Nelson\Nygaard Consulting Associates Inc. 49

58 Figure 3-17 Share of Households with Zero Vehicles Nelson\Nygaard Consulting Associates Inc. 50

59 Ethnicity Figure 3-18 shows shares of the population comprised of individuals who identify as members of ethnic groups other than non-hispanic White. Unsurprisingly given the great ethnic diversity of the South Bay region, so-called minority ethnic groups account for a substantial share of the population, greater than 78 percent, across much of the study area, in a swath extending from South San Jose through East San Jose north into Milpitas and Fremont, through the future Berryessa and Milpitas station areas. Percentages are somewhat lower to the west, although there are areas with similar concentrations in northern Santa Clara and Sunnyvale. In the areas of very high population density near the Milpitas Station site and extending several miles east and south from the Berryessa Station site, ethnic minority shares of the population exceed 90 percent. Nelson\Nygaard Consulting Associates Inc. 51

60 Figure 3-18 Ethnic Minority Share of the Population (including White-Hispanic) Nelson\Nygaard Consulting Associates Inc. 52

61 Non-Proficient English Speakers Figure 3-19, showing shares of the population with limited English-language skills, tracks closely with Figure 3-18 showing ethnic minority populations: the broad swath extending from South San Jose through Fremont with very high ethnic diversity (generally 79 percent or more racial minorities) includes areas where more than 30 percent of residents reported to the U.S. Census Bureau a limited ability to speak English. In East and South San Jose and in northern Santa Clara, this figure exceeds 40 percent of the population. Nelson\Nygaard Consulting Associates Inc. 53

62 Figure 3-19 Non-Proficient English Speakers Nelson\Nygaard Consulting Associates Inc. 54

63 TRAVEL BEHAVIORS In this section, travel patterns and habits of commuters both within Santa Clara County and between Santa Clara and Alameda counties are assessed. Commute Transit Mode Share Figures 3-20 and 3-21 show estimated transit mode shares, based on data from the VTA Travel Demand Model. Downtown TAZs show the highest transit mode shares of any in the study area, with more than 12 percent of residents and workers in some TAZs commuting by transit. Because the Valley s dense employment areas are more tightly concentrated than its dense residential areas, as shown in Figures 3-1 and 3-5, a wider spread of TAZs are estimated to have moderate levels of transit usage (3 to 9 percent) from home origins (Figure 3-20) than to work destinations (Figure 3-21). Nelson\Nygaard Consulting Associates Inc. 55

64 Figure 3-20 Transit Mode Share (Origins, 2013) Nelson\Nygaard Consulting Associates Inc. 56

65 Figure 3-21 Transit Mode Share (Destinations, 2015) Nelson\Nygaard Consulting Associates Inc. 57

66 Commute Patterns Between Alameda and Santa Clara Counties The BART Silicon Valley project will greatly improve transit service and transit trip-making opportunities between the East Bay and South Bay. As can be seen in Figures 3-22 and 3-23 in the following pages, there are a substantial number of everyday commuters traveling from Santa Clara County to Alameda County, and an even greater number making the trip from Alameda County to Santa Clara County. As shown in Figure 3-22 on the following page, workbound trips from Santa Clara County to Alameda County generally originate in the parts of Santa Clara County closest to Alameda County, including the Milpitas and Berryessa Station areas, although significant numbers also come from South San Jose and parts of Santa Clara, Sunnyvale and Palo Alto. As can be seen in Figure 3-23 on the subsequent page, however, relatively few of these commuters currently take transit: Only in census tracts with 200 or fewer total commuters are transit mode shares greater than 25 percent. Nelson\Nygaard Consulting Associates Inc. 58

67 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-22 Total Weekday Commuters from Santa Clara County to Alameda County Nelson\Nygaard Consulting Associates Inc. 59

68 Figure 3-23 Transit Commute Mode Share from Santa Clara County to Alameda County Nelson\Nygaard Consulting Associates Inc. 60

69 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figures 3-24 and 3-25 on the following pages show patterns of commuting from Alameda County to Santa Clara County. Notably, much greater numbers of people commute from origins in Alameda County to destinations in Santa Clara County than in the reverse direction: up to 5,600 per census tract. Perhaps unsurprisingly, most of these commuters are bound for jobs in the Golden Triangle, although not-insignificant numbers are headed for census tracts in Downtown San Jose and Palo Alto. Once again, however, relatively few of these commuters use transit: In tracts with more than 600 commuters from Alameda County, commute mode shares are generally no greater than 7 percent. There are, however, a few such tracts in which transit shares are in the 7 to 15 percent range, in Palo Alto, near Moffett Field, in northeastern Sunnyvale, at De Anza College and in Downtown San Jose. Nelson\Nygaard Consulting Associates Inc. 61

70 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 3-24 Total Weekday Commuters from Alameda County to Santa Clara County Nelson\Nygaard Consulting Associates Inc. 62

71 Figure 3-25 Transit Commute Mode Share from Alameda County to Santa Clara County Nelson\Nygaard Consulting Associates Inc. 63

72 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA TRANSIT PROPENSITY INDEX Finally, a Transit Propensity Index has been developed associating population and employment density with corresponding levels of transit service. The Transit Propensity Index expresses transit demand in terms of headways, quantifying the frequency of transit service that an area should be able to support, given its built environment (while not taking into account other factors such as pedestrian connectivity). Figure 3-26 shows the theoretical level of transit demand in various parts of the study area based on this methodology. The Transit Propensity Index is based on Census Block-level data from the United States Census Bureau s Longitudinal Employer-Household Dynamics data package and on extensive research into the industry and academic literature on the subject of transit demand and population and employment density. 10 Note that in the interest of using more current data, this section does not use the Transit Competitiveness Index VTA used for its recent Comprehensive Operations Analysis. Table 3-1 Transit Propensity Index Detail Buses per Hour Supported (Headway) Residential Population/Acre Employment/Acre 0 (flex bus/on-demand if any) <2.5 <2.5 (More than 60 minutes) (60 minutes) (30 minutes) (15 minutes) (10 minutes) (5 minutes or fewer) >92 >48 10 The Index methodology is based on research from sources including: Transit Cooperative Research Program, Transit Capacity and Quality of Service Manual, 1 st Edition (Washington, D.C., 1999); Transit Cooperative Research Program, TCRP Report 102: Transit-Oriented Development in the United States: Experiences, Challenges, and Prospects (Washington, D.C., 2004); Institute of Transportation Engineers, A Toolbox for Alleviating Traffic Congestion (Washington, D.C., 1989); Erik Guerra and Robert Cervero, Transit and the D Word, ACCESS Magazine (Spring 2012); L.D. Frank and Gary Pivo, Relationships between Land Use and Travel Behavior in the Puget Sound Region, (Washington State Transportation Center, 1994); Boris Pushkarev and Jeffrey Zupan, Public Transportation and Land Use Policy (Regional Plan Association, 1977); Sacramento County (California) General Plan, Amended 2007 Nelson\Nygaard Consulting Associates Inc. 64

73 Figure 3-26 Transit Propensity Index Nelson\Nygaard Consulting Associates Inc. 65

74 As Figure 3-20 indicates, patterns of demand are relatively dispersed. Much of the study area could, based on existing densities, potentially generate adequate demand for bus service every 60 or 30 minutes or greater. Other areas that could potentially support 15-minute or better service are scattered throughout the Santa Clara Valley and nearby southern Alameda County. However, only in a few areas does a relatively high level of support and demand for transit service exist over a relatively large contiguous area. These areas include: Central San Jose, including Downtown San Jose and the San Jose State University campus A broad area of East San Jose, extending into South San Jose The core of the Golden Triangle area northwest of North First Street and Montague Expressway Nelson\Nygaard Consulting Associates Inc. 66

75 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA 4 EXISTING ROUTES This chapter profiles all VTA routes currently serving the Fremont and future Warm Springs/South Fremont, Milpitas and Berryessa BART station areas, as well as Routes 23 and 323 (the 323 will be replaced with Route 523 Berryessa Connector BRT service) and Route 522 (which also serves the Santa Clara/Alum Rock BRT corridor in East San Jose, to the south of Berryessa). The profile for each route includes a description of the service as well as key performance indicators and any potential issues and opportunities related to the route that have been previously identified by VTA staff or customers (complete staff and customer comments and turnby-turn alignments can be found in the appendices). Figures 4-1 and 4-2 summarize key characteristics of each route. Chapter 7 of this document discusses and summarizes preliminary recommendations based on these individual line reviews. Performance indicators noted in this chapter include: Passengers per Revenue Hour: VTA uses this measure as a key performance indicator for all lines except Express bus lines. The tables in this section also note the productivity standard for each line. Revenue hours include revenue time and layover time but not deadhead time, per the FY14 Transit Operations Performance Report (TOPR). This report uses October 2013 data because October is generally the best month for public transit productivity. However, it is important to note that VTA s official performance for any external reference documents is its annual numbers outlined in the most-recent TOPR. Schedule Adherence: VTA s on-time performance standard for buses is departures no more than 3 minutes early or 5 minutes late at timepoints. Light rail vehicles may not depart more than 1 minute early. At the first timepoint, arrivals are observed rather than departures, and at the last timepoint, there is no restriction on early arrivals. Nelson\Nygaard Consulting Associates Inc. 67

76 Figure 4-1 Study Routes and Performance Metrics October 2013 TOPR FY14 11 Route Service Type Span of Service Average Weekday Boardings Weekday Passenger s per Revenue Hour Schedule Adherence Weekday Boardings per Revenue Hour Service Type Productivity Standard 901 Light Rail Mon-Sun 21, n/a Core Mon-Sun 9, % Core Mon-Sun 1, % Core Mon-Sun 1, % Core Mon-Sun 6, % Core Mon-Sun 5, % Core Mon-Sun 2, % Core Mon-Sun 2, % Core Mon-Fri 2, n/a Core Mon-Sun 6, % Local Sat-Sun % Local Mon-Sat % Local Mon-Sun % Limited Stop Peak Only % Limited Stop Peak Only % Transit Operations Performance Report (TOPR) numbers represent VTA s official performance. Differences between October 2013 and FY 2014 can be attributed to seasonal fluctuations. This report focuses on October 2013 because it is general public transit s highest ridership month given that school is in session and the weather is generally clear. 12 Light rail standards are per revenue train hour, per the FY13 Transit Operations Performance Report. 13 Line 12 runs on the weekends only. So, this performance standard is average Saturday (not average weekday). 14 Sunday Boardings per Revenue Hour; Saturday is Nelson\Nygaard Consulting Associates Inc. 68

77 Figure 4-2 Study Routes and Performance Metrics (Express) Route Service Type Span of Service Average Weekday Boardings October 2013 Average Peak Load Factor Schedule Adherence TOPR FY14 15 Average Peak Load Factor Service Type Productivity Standard (Average Peak Load Factor) 104 Express Peak Only % 85.1% 47.3% 60% 120 Express Peak Only % 87.7% 49.9% 60% 140 Express Peak Only % 85.5% 62.8% 60% 180 Express Mon-Fri % 87.2% 25.8% 60% 181 Express Mon-Sun 2, % 84.5% 50.2% 60% Figures 4-3 through 4-12 show average weekday numbers of boardings and alightings at each stop on all routes included in the analysis, based on data collected in October 2013 (route-level maps are included with each profile). As the figures show, the trunk LRT lines and routes operating in BRT corridors not surprisingly had the highest ridership. The dense network of Core and Local routes serving East San Jose attract moderate ridership, while other routes including Express routes serving the Golden Triangle have lower ridership. The route profiles that follow detail ridership patterns for each route, noting key attractions around higher-ridership stops. Note that due to known issues with Automated Passenger Counter (APC) data as well as operational issues such as interlining of routes, alightings may sometimes appear at the first stop on a route and boardings at the final stop. 15 TOPR numbers represent VTA s official performance. Differences between October 2013 and FY 2014 can be attributed to seasonal fluctuations. This report focuses on October 2013 because it is general public transit s highest ridership month given that school is in session and the weather is generally clear. Nelson\Nygaard Consulting Associates Inc. 69

78 Figure 4-3 Average Weekday Boardings and Alightings at Study-Route Stops (Toward BART Corridor Northbound and Eastbound) Nelson\Nygaard Consulting Associates Inc. 70

79 Figure 4-4 Average Weekday Boardings and Alightings at Study-Route Stops (Away from BART Corridor Southbound and Westbound) Nelson\Nygaard Consulting Associates Inc. 71

80 Figure 4-5 Average Weekday Boardings and Alightings at Each Stop on Study Routes in Downtown San Jose (Toward BART Corridor Northbound and Eastbound) Figure 4-6 Average Weekday Boardings and Alightings at Each Stop on Study Routes in Downtown San Jose (Away from BART Corridor Southbound and Westbound) Nelson\Nygaard Consulting Associates Inc. 72

81 Figure 4-7 Average Weekday Boardings and Alightings at Each Stop on Study Routes in East San Jose (Toward BART Corridor Northbound and Eastbound) Figure 4-8 Average Weekday Boardings and Alightings at Each Stop on Study Routes in East San Jose (Away from BART Corridor Southbound and Westbound) Nelson\Nygaard Consulting Associates Inc. 73

82 Figure 4-9 Average Weekday Boardings and Alightings at Each Stop on Study Routes in North San Jose and Milpitas (Toward BART Corridor Northbound and Eastbound) Figure 4-10 Average Weekday Boardings and Alightings at Each Stop on Study Routes in North San Jose and Milpitas (Away from BART Corridor Southbound and Westbound) Nelson\Nygaard Consulting Associates Inc. 74

83 Figure 4-11 Average Weekday Boardings and Alightings at Each Stop on Study Routes in Fremont (Toward BART Corridor Northbound and Eastbound) Figure 4-12 Average Weekday Boardings and Alightings at Each Stop on Study Routes in Fremont (Away from BART Corridor Southbound and Westbound) Nelson\Nygaard Consulting Associates Inc. 75

84 LIGHT RAIL ROUTES On the following pages is a profile of the one Light Rail Transit (LRT) route operating in the study area, Route 901 Santa Teresa-Alum rock. Average weekday productivity on Route 901 is 120 passengers per hour. Nelson\Nygaard Consulting Associates Inc. 76

85 Route 901 Santa Teresa to Alum Rock Route 901, or the Santa Teresa-Alum Rock LRT line, runs in a north-south, U-shaped alignment from Santa Teresa to Alum Rock via Downtown San Jose and Milpitas. It runs at 15 minute headways all day every day. Ridership Ridership on Route 901 is much higher than on any other route included in the study and it is also the most productive, serving more than 90 passengers per revenue hour. More than 30 percent of riders board during peak periods. Ridership is particularly high at seven stations: The two termini, the two stations in the heart of downtown (Paseo de San Antonio and Santa Clara), the Ohlone-Chynoweth and Tasman transfer points and, within the study area, the Great Mall/Main Station and Transit Center and Alum Rock Transit Center. Paseo de San Antonio is the highest ridership station in each direction, with 1,350 northbound alightings and 1,400 southbound boardings per day in October Ohlone-Chynoweth Station, located near Gunderson High School and the Westfield Oakridge Mall and the transfer point to the Almaden light rail line, saw the second highest activity of any station on the line, with 1,250 southbound alightings and 1,200 northbound boardings per day. Tasman and Great Mall, transfer points to the Mountain View light rail line and a number of buses respectively, each generally see more than 1,000 combined boardings and alightings in each direction per day. Ridership between these stations is generally highest south of downtown. On First Street north of downtown, ridership generally slopes downward with every stop further north, although it remains relatively high in the area of the Civic Center. Route 901 (October 2013 Data) 16 Service Type Productivity Standard Light Rail 78.1 boardings per revenue train hour Weekday Boardings 21,773 Weekday Revenue Hours Weekday Boardings per Hour 95.9 Saturday Boardings 6,462 Saturday Revenue Hours Saturday Boardings per Hour 34.0 Sunday Boardings 9,792 Sunday Revenue Hours Sunday Boardings per Hour 51.8 Percent of Boardings During Peak Periods 32% Weekday Schedule Adherence On Time 77.7% Early 0.2% Late 22.1% Frequency (minutes) AM 15 Mid-day 15 PM 15 Evening 30 Sat 15 Sun 15 Span Mon-Fri 4:16 a.m. 1:05 a.m. Major Trip Generators Ridership along Capitol Avenue, between Great Mall and Alum Rock, is generally consistent across stops. Sat Sun 5:05 a.m. 2:11 a.m. 5:05 a.m. 1:13 a.m. Downtown San Jose LRT Transfer Points Transit Centers/ Terminals (incl. Great Mall/Main and Alum Rock) North First St near Downtown/ Santa Clara County Civic Center 16 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 77

86 On-Time Performance Route 901 was on-time on 77 percent of runs in October It was late approximately 22 percent of the time. Nelson\Nygaard Consulting Associates Inc. 78

87 Figure 4-13 Average Weekday Boardings and Alightings at Each Stop on Route 901 (Northbound) Nelson\Nygaard Consulting Associates Inc. 79

88 Figure 4-14 Average Weekday Boardings and Alightings at Each Stop on Route 901 (Southbound) Nelson\Nygaard Consulting Associates Inc. 80

89 Figure 4-15 Average Weekday Boardings and Alightings at Each Stop on Route 901 (Northbound) (October 2013) Station Boardings Alightings Alum Rock Station 0 1,008 McKee Station Penitencia Creek Station Berryessa Station Hostetter Station Cropley Station Montague Station Great Mall Station 333 1,000 I-880 Station Cisco Station Tasman Station Baypointe Station River Oaks Station Orchard Station Bonaventura Station Component Station Karina Court Station Metro Airport Station Gish Station Civic Center Station Japantown/Ayer Station St. James Station Santa Clara Station 1, San Antonio Station 664 1,353 Convention Center Station Children s Discovery Museum Station Virginia Station Nelson\Nygaard Consulting Associates Inc. 81

90 Tamien Station Curtner Station Capitol Station Branham Station Ohlone-Chynoweth Station Blossom Hill Station Snell Station Cottle Station Santa Teresa Station 1,264 2 Figure 4-16 Average Weekday Boardings and Alightings at Each Stop on Route 901 (Southbound) (October 2013) Station Boardings Alightings Alum Rock Station McKee Station Penitencia Creek Station Berryessa Station Hostetter Station Cropley Station Montague Station Great Mall Station I-880 Station Cisco Station Tasman Station Baypointe Station River Oaks Station Orchard Station Bonaventura Station Component Station Karina Court Station Nelson\Nygaard Consulting Associates Inc. 82

91 Metro Airport Station Gish Station Civic Center Station Japantown/Ayer Station St. James Station Santa Clara Station San Antonio Station 1, Convention Center Station Children s Discovery Museum Station Virginia Station Tamien Station Curtner Station Capitol Station Branham Station Ohlone-Chynoweth Station 210 1,249 Blossom Hill Station Snell Station Cottle Station Santa Teresa Station 5 1,188 Nelson\Nygaard Consulting Associates Inc. 83

92 CORE ROUTES On the following pages are profiles of Core bus routes operating in the study area. Under current guidelines, the minimum productivity standard for Core service is 27.8 boardings per revenue hour. Average weekday productivity for each Core route is compared against the standard in Figure Figure 4-17 Average Weekday Passengers per Revenue Hour: Core Routes (October 2013) Among Core routes (see Figure 4-18 for an overview), Route 23 providing Local-stop service in the Stevens Creek corridor is a notably strong performer, both in terms of productivity and total boardings. While productivity for all remaining routes is relatively equivalent, three have daily boardings greater than 5,000: Route 522, providing Rapid service in the El Camino Real Santa Clara Alum Rock corridor, and Routes 66 and 70 operating between South San Jose and Milpitas via Downtown and East San Jose, respectively. All four routes are very long and act as trunks of the VTA system. Nelson\Nygaard Consulting Associates Inc. 84

93 Figure 4-18 Core Routes Overview Nelson\Nygaard Consulting Associates Inc. 85

94 Route 23 De Anza College to Alum Rock Transit Center via Stevens Creek Route 23 provides east-west local-stop service in the Stevens Creek Boulevard/West San Carlos Street corridor between De Anza College and the Alum Rock Transit Center. It runs every 10 to 12 minutes during the morning peak and mid-day, every 10 to 15 minutes during the evening peak, and every 15 minutes on weekends. Additional service is provided in the segment of the route west of downtown from approximately 7 a.m. to 7 p.m. weekdays. Ridership Route 23 has the second-highest productivity of any route included in the study, serving 39.5 passengers per revenue hour, and its boardings of more than 9,000 is second only to the Alum Rock-Santa Teresa light rail line. The route s two termini (including its western terminus at De Anza College) are its highest activity stops, but two stops in Downtown San Jose and its stop at the Valley Fair Mall near Santana Row also see high ridership. Boardings are relatively evenly distributed outside of downtown, with slightly higher ridership along Santa Clara and Alum Rock avenues. East of downtown, King Road and Jackson Avenue, both transfer points to north-south transit routes and destinations for local shopping centers, see slightly higher ridership. On the western part of the route, higher ridership stops include those at Keily Boulevard, surrounded by several strip shopping centers and auto dealerships, and Wolfe Road, just south of the Vallco Shopping Mall. Less than a quarter of the route s riders board during peak periods. On-Time Performance Route 23 (October 2013 Data) 17 Service Type Productivity Standard (average weekday passengers/hour) The route s on-time performance is about average among the routes serving current and future BART stations, with 14.6 percent of arrivals late and 1.1 percent early. Core 27.8 Weekday Boardings 9,307 Weekday Revenue Hours Weekday Boardings per Hour 39.5 Saturday Boardings 5,518 Saturday Revenue Hours Saturday Boardings per Hour 34.4 Sunday Boardings 4,469 Sunday Revenue Hours Sunday Boardings per Hour 29.7 Percent of Boardings During Peak Periods 24% Weekday Schedule Adherence On Time 84.3% Early 1.1% Late 14.6% Frequency (minutes) AM Mid-day PM Evening 20 Sat 15 Sun 15 Span Mon-Fri 5:23 a.m. 1:02 a.m. Major Trip Generators Sat Sun 5:41 a.m. 1:04 a.m. 6:17 a.m. 1:03 a.m. Downtown San Jose Valley Fair Transit Center Terminals (incl. De Anza College) 17 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 86

95 Nelson\Nygaard Consulting Associates Inc. 87

96 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 4-19 Average Weekday Boardings and Alightings at Each Stop on Route 23 (Eastbound) Nelson\Nygaard Consulting Associates Inc. 88

97 Figure 4-20 Average Weekday Boardings and Alightings at Each Stop on Route 23 (Westbound) Nelson\Nygaard Consulting Associates Inc. 89

98 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Route 61 Good Samaritan Hospital to Sierra & Piedmont via Bascom Route 61 runs generally north-south from Good Samaritan Hospital, near San Jose s border with Los Gatos, to Piedmont Hills High School in North San Jose. It runs approximately every 30 to 35 minutes during the morning peak, every 35 minutes in the mid-day and evening peak periods, and every hour on Saturdays, Sundays, and holidays. Ridership Route 61 serves nearly 1,900 passengers on a typical weekday, or 25.3 per revenue hour, with 27 percent of riders boarding during peak periods. The stops with the highest levels of activity are located mid-route, between the Southwest Expressway and downtown. The Civic Center stop at First and Mission streets showed the highest ridership, with approximately 100 boardings and alightings in each direction. The stop at Bascom and Renova Drive, between the Santa Clara Valley Medical Center and San Jose City College, saw the second-highest activity in the northbound direction, with approximately three times as many boardings as alightings. The equivalent southbound stop was the third most active in that direction, with a reversed ratio of boardings and alightings. The stop at Bascom and Fruitdale Avenue, just south of the medical center and college, was the fourth-most-active in the northbound direction. Stops in both directions at Naglee and The Alameda, and in one direction at Bascom and San Carlos also showed more Route 61 (October 2013 Data) 18 Service Type Productivity Standard than 100 combined boardings and alightings. These stops are transfer points with the 22 and 522 and with the 23 and 523, respectively. Core 27.8 psgrs./hr. Weekday Boardings 1,894 Weekday Revenue Hours 74.8 Weekday Boardings per Hour 25.3 Saturday Boardings 495 Saturday Revenue Hours 39.3 Saturday Boardings per Hour 12.6 Sunday Boardings 407 Sunday Revenue Hours 37.8 Sunday Boardings per Hour 10.8 Percent of Boardings During Peak Periods 27% Weekday Schedule Adherence On Time 88.9% Early 1.6% Late 9.5% Frequency (minutes) AM Mid-day 35 PM 35 Evening 60 Sat 60 Sun 60 Span Mon-Fri 5:40 a.m. 10:34 p.m. Major Trip Generators Sat Sun 6:03 a.m. 9:17 p.m. 6:03 a.m. 8:48 p.m. Santa Clara County Civic Center San Jose City College Santa Clara Valley Medical Center Major Transfer Points (22/522 & 23/323) 18 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 90

99 On-Time Performance The route adheres to its schedule at a much higher rate than the average of all routes included in the study, arriving on-time 88.9 percent of the time, with 9.5 percent of arrivals late and 1.6 percent early. Staff-Identified Issues and Opportunities VTA staff noted that Routes 61 and 62 do not have a convenient turnaround at the northern terminus of both routes, Sierra and Piedmont roads. Staff members note: At both ends of the routes, the two lines are forced to interline with one another because there are no convenient turnaround locations. This interlining creates one giant loop configuration that reduces operational flexibility, cost efficiency, and schedule reliability. This situation could be improved if the northernmost segments of these routes were reconfigured so that the two routes are not forced to interline with one another. Nelson\Nygaard Consulting Associates Inc. 91

100 Figure 4-21 Average Weekday Boardings and Alightings at Each Stop on Route 61 (Northbound) Nelson\Nygaard Consulting Associates Inc. 92

101 Figure 4-22 Average Weekday Boardings and Alightings at Each Stop on Route 61 (Southbound) Nelson\Nygaard Consulting Associates Inc. 93

102 Route 62 Good Samaritan Hospital to Sierra & Piedmont via Union Route 62 provides north-south service from Good Samaritan Hospital, near San Jose s border with Los Gatos, to Piedmont Hills High School in North San Jose. It runs every 30 to 35 minutes during the morning peak and every 35 minutes during the mid-day and evening-peak periods. Saturdays and Sundays, buses run the full route every hour, with short-line service between Civic Center Station and the Berryessa neighborhood providing 30-minute headways in that segment. Ridership Route 62 sees 23.4 boardings per revenue hour, for a total of approximately 1,750 boardings on the typical weekday. Approximately one-quarter of its riders board during peak periods. Like the 61, the route s highest ridership stations in both directions are in the middle of the route, between Civic Center and the Santa Clara Valley Medical Center complex just south of I-280. Civic Center, at First and Mission streets, is the highest ridership northbound stop and the second highest southbound. The stop largely serves riders traveling to and from the southern portion of the route, with twice as many boardings as alightings in the southbound direction and the opposite ratio northbound. Stops around the Valley Medical Center and San Jose City College, at Bascom Avenue and Moorpark Avenue, Renova Drive, and Fruitdale Avenue, are also higher ridership stops in each direction. Stops in both directions at Naglee and The Alameda, and in one direction at Bascom and San Carlos. also showed more than 100 Route 62 (October 2013 Data) 19 Service Type Productivity Standard combined boardings and alightings. These stops are transfer points with the 22 and 522 and with the 23 and 523, respectively. The route also had pockets of slightly higher boardings in its Core 27.8 psgrs./hr. Weekday Boardings 1,737 Weekday Revenue Hours 74.2 Weekday Boardings per Hour 23.4 Saturday Boardings 712 Saturday Revenue Hours 49.3 Saturday Boardings per Hour 14.5 Sunday Boardings 702 Sunday Revenue Hours 48.4 Sunday Boardings per Hour 14.5 Percent of Boardings During Peak Periods 26% Weekday Schedule Adherence On Time 89.5% Early 1.5% Late 9.0% Frequency (minutes) AM Mid-day 35 PM 35 Evening 60 Sat Sun 60 (30 between Civic Center and Berryessa/Capitol) 60 (30 between Civic Center and Berryessa/Capitol) Span Mon-Fri 5:29 a.m. 11 p.m. Major Trip Generators Sat Sun 6:35 a.m. 9:49 p.m. 7:03 a.m. 9:49 p.m. Santa Clara County Civic Center San Jose City College Santa Clara Valley Medical Center Major Transfer Points (22/522 & 23/323) 19 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 94

103 northern section, with stops at Lundy Avenue and Capitol Expressway each seeing 50 to 75 combined boardings and alightings in each direction. Retail stores cluster at each of these intersections. This portion of the route, near the San Jose Flea Market, likely sees higher levels of activity on weekends. On-Time Performance Route 62 is on-time 89.5 percent of the, significantly outpacing the average of 82.3 percent for all routes included in the study. It is late to timepoints 9 percent of the time, and early 1.5 percent of the time. Staff-Identified Issues and Opportunities VTA staff noted that Routes 61 and 62 do not have a convenient turnaround at the northern terminus of both routes, Sierra and Piedmont roads. Staff members note: At both ends of the routes, the two lines are forced to interline with one another because there are no convenient turnaround locations. This interlining creates one giant loop configuration that reduces operational flexibility, cost efficiency, and schedule reliability. This situation could be improved if the northernmost segments of these routes were reconfigured so that the two routes are not forced to interline with one another. Nelson\Nygaard Consulting Associates Inc. 95

104 Figure 4-23 Average Weekday Boardings and Alightings at Each Stop on Route 62 (Northbound) Nelson\Nygaard Consulting Associates Inc. 96

105 Figure 4-24 Average Weekday Boardings and Alightings at Each Stop on Route 62 (Southbound) Nelson\Nygaard Consulting Associates Inc. 97

106 Route 66 Kaiser San Jose to Milpitas/Dixon Road via Downtown San Jose Route 66 is a long north-south route running from the Kaiser Permanente San Jose Medical Center to Dixon Road and Arizona Avenue in Milpitas. Along with study Routes 23, 70, 522 and 901, it is one of the busiest routes in the VTA system. The route runs approximately every 10 to 20 minutes during weekday peak periods, every 20 minutes mid-day, and every 30 minutes on Saturdays. Ridership Route 66 sees the third-highest ridership of all routes included in the study as well as the fourth-highest productivity, at 31.4 boardings per revenue hour. One-fourth of the route s riders board during peak periods. The route s highest-ridership stops in each direction are those at First/Second streets and Santa Clara Avenue and the Great Mall Main Transit Center. The First Street/Santa Clara Avenue stop sees a weekday average of 440 boardings and 275 alightings in the northbound direction and 300 boardings and 425 alightings southbound. The Great Mall Main Transit Center is the secondhighest ridership stop in each direction, seeing an average of 400 boardings plus alightings northbound and 600 southbound. Other important stops are along the route s Monterey Road/First Street/Second Street section, including those at Paseo de San Antonio, in downtown, and at Senter, near The Woods residential development and Valley Christian High School, each seeing Route 66 (October 2013 Data) 20 Service Type Productivity Standard more than 200 combined boardings and alightings in each direction. Stops along this portion of the corridor between the major intersections generally averaged slightly lower activity than stops between downtown and the Great Mall Main Transit Center. Southbound boardings from Milpitas High School also tops 200 combined boardings and alightings, but northbound boardings at this stop is only half of that. Core 27.8 psgrs./hr. Weekday Boardings 6,319 Weekday Revenue Hours 201 Weekday Boardings per Hour 31.4 Saturday Boardings 2,631 Saturday Revenue Hours Saturday Boardings per Hour 23.6 Sunday Boardings 1,690 Sunday Revenue Hours 98.8 Sunday Boardings per Hour 17.1 Percent of Boardings During Peak Periods 25% Weekday Schedule Adherence On Time 83.9% Early 2.8% Late 13.2% Frequency (minutes) AM Mid-day 20 PM Evening 30 Sat 30 Sun 30 Span Mon-Fri 5:10 a.m. 12:08 a.m. Major Trip Generators Sat Sun 5:45 a.m. 12:05 a.m. 6:14 a.m. 11:08 p.m. Downtown San Jose Great Mall/Main Transit Center Santa Clara County Civic Center Milpitas High School 20 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 98

107 On-Time Performance Despite its unusually great length (typically a cause and indicator of lower-than-average reliability), schedule adherence on Route 66 is about average, with a slightly lower-than-average rate of late arrivals and slightly higher rate of early arrivals. Issues and Opportunities VTA passengers have noted that Route 66 could be merged with Route 68, which operates alongside Route 66 in the Monterey Highway corridor in south San Jose, to create one route from Milpitas to Gilroy via Downtown San Jose. A passenger suggested that this route could be operated with 24-hour service. Nelson\Nygaard Consulting Associates Inc. 99

108 Figure 4-25 Average Weekday Boardings and Alightings at Each Stop on Route 66 (Northbound) Nelson\Nygaard Consulting Associates Inc. 100

109 Figure 4-26 Average Weekday Boardings and Alightings at Each Stop on Route 66 (Southbound) Nelson\Nygaard Consulting Associates Inc. 101

110 Route 70 Capitol LRT Station to Great Mail/Main Transit Center Route 70 provides north-south service from the Capitol light rail station in South San Jose to the Great Mall Main Transit Center in Milpitas. Like Route 66, it is both a very long route as well as one of the busier routes in the VTA system. The route runs every 15 minutes all day weekdays and every 20 minutes on Saturdays. Ridership Route 70 has the fourth-highest ridership of those included in the study, with a weekday average of nearly 5,500 riders. It serves 29.6 riders per revenue hour and 27 percent of passengers board during peak periods. The stop with the most activity in each direction is the Eastridge Transit Center, which sees a weekday average of 135 boardings and 325 alightings in the northbound direction and nearly 350 boardings and 150 alightings southbound. The two termini are among the highest ridership stops in each direction, each serving transfers to/from different parts of the light rail s Santa Teresa-Alum Rock line. The stops at Capitol Avenue and Silver Creek Road, surrounded by a Target and two shopping centers, see more than 225 combined boardings and alightings northbound and more than 300 southbound. Stops along Jackson Avenue at Story Road, Alum Rock Avenue, and McKee Road were all among the 10 most-used stops in each direction. The southbound stop on Morrill near Landess Avenue, near two smaller shopping centers, also sees significant ridership, with more than 150 boardings. Route 70 (October 2013 Data) 21 Service Type Productivity Standard Core 27.8 psgrs./hr. Weekday Boardings 5,473 Weekday Revenue Hours Weekday Boardings per Hour 29.6 Saturday Boardings 2,325 Saturday Revenue Hours Saturday Boardings per Hour 19.2 Sunday Boardings 1,730 Sunday Revenue Hours Sunday Boardings per Hour 14.5 Percent of Boardings During Peak Periods 27% Weekday Schedule Adherence On Time 85.1% Early 1.3% Late 13.5% Frequency (minutes) AM 15 Mid-day 15 PM 15 Evening 30 Sat 20 Sun 20 Span Mon-Fri 5:11 a.m. 11:24 p.m. Major Trip Generators Sat Sun 6:11 a.m. 11:22 p.m. 6:11 a.m. 11:22 p.m. Eastridge Transit Center Terminals/LRT Transfer Points Capitol & Silver Creek Retail Center Jackson Ave near Alum Rock & McKee Morrill & /Landess Retail Center On-Time Performance Route 70 is slightly better than average in terms of schedule adherence, arriving on-time 85.1 percent of the time. 21 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 102

111 Figure 4-27 Average Weekday Boardings and Alightings at Each Stop on Route 70 (Northbound) Nelson\Nygaard Consulting Associates Inc. 103

112 Figure 4-28 Average Weekday Boardings and Alightings at Each Stop on Route 70 (Southbound) Nelson\Nygaard Consulting Associates Inc. 104

113 Route 71 Eastridge Transit Center to Great Mall/Main Transit Center Via White Road Route 71 provides north-south service from the Eastridge Transit Center to the Great Mall/Main Transit Center along the eastern edge of the Santa Clara Valley. The route runs at 15 to 20 minute headways in the morning and mid-day, shortening to 15-minute headways in the evening peak period. It runs every 30 minutes on Saturdays and every 45 minutes on Sundays and holidays. Ridership Route 71 shows the fifth-highest productivity of routes included in the study, serving about 28 riders per revenue hour and about 2,250 riders on a typical weekday. Approximately 35 percent of riders board the route during peak periods. The route s two termini see higher activity in each direction than any other stops. The Eastridge Transit Center saw a daily average of 355 northbound boardings and 340 southbound alightings, outpacing activity at the Great Mall/Main Transit Center by approximately 100 in each direction. Other high ridership stops included those along White Road at Ocala Avenue, Story Road, and McKee Road, each the sites of shopping centers. Stops south of McKee Road, including one in front of James Lick High School at Alum Rock Avenue, generally saw higher ridership than those to the north. The stops at Morrill Avenue and Montague Expressway, next to two small shopping centers, see slightly higher ridership than others in the northern portion of the route. Route 71 (October 2013 Data) 22 Service Type Productivity Standard Core 27.8 psgrs./hr. Weekday Boardings 2,246 Weekday Revenue Hours 79.4 Weekday Boardings per Hour 28.3 Saturday Boardings 763 Saturday Revenue Hours 43.5 Saturday Boardings per Hour 17.5 Sunday Boardings 752 Sunday Revenue Hours 31.5 Sunday Boardings per Hour 23.9 Percent of Boardings During Peak Periods 34% Weekday Schedule Adherence On Time 83.3% Early.5% Late 16.1% Frequency (minutes) AM Mid-day PM 15 Evening 30 Sat 30 Sun 20 Span Mon-Fri 5:36 a.m. 10:25 p.m. Major Trip Generators Sat Sun 6:57 a.m. 9:26 p.m. 6:55 a.m. 9:25 p.m. Terminals/Transit Centers (Great Mall/Main and Alum Rock) White Rd Retail Centers (at Ocala, Story and McKee) James Lick High School Morrill/Montague Retail Center 22 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 105

114 On-Time Performance The route adheres to its schedule at a slightly better rate than average, arriving on-time 83.3 percent of the time. Buses are rarely early, arriving ahead of schedule just 0.5 percent of the time, and are late at a slightly higher-than-average rate of 16.1 percent. Nelson\Nygaard Consulting Associates Inc. 106

115 Figure 4-29 Average Weekday Boardings and Alightings at Each Stop on Route 71 (Northbound) Nelson\Nygaard Consulting Associates Inc. 107

116 Figure 4-30 Average Weekday Boardings and Alightings at Each Stop on Route 71 (Southbound) Nelson\Nygaard Consulting Associates Inc. 108

117 Route 77 Eastridge Transit Center to Great Mall/Main Transit Center Via King Road Route 77 provides north-south service from the Eastridge Transit Center to the Great Mall/Main Transit Center in Milpitas through the middle of East San Jose, along King Road and Lundy Avenue. Buses run every 15 to 20 minutes during the morning peak, every 20 minutes mid-day, every 15 minutes during the evening peak, and every 30 minutes on Saturdays, Sundays, and holidays. King Road south of McKee Road was identified in the BRT Strategic Plan as a long-term BRT corridor and a candidate for near-term investments in improved Local bus service. Ridership Route 77 serves an average of approximately 2,250 riders per weekday and averages nearly 27 boardings per revenue hour. Thirty percent of its riders board during peak periods. The highest ridership stops in both directions include the two termini and King Road s intersections with Story Road, Alum Rock Avenue, and McKee Road. Three shopping centers and a major park cluster at the intersection with Story Road, and the other two intersections are surrounded by smaller shopping centers. Ridership is generally highest in both directions along King Road between Story and Berryessa Road, with the lowest ridership in the northern segment near the Great Mall. On-Time Performance Route 77 (October 2013 Data) 23 Service Type Productivity Standard Route 77 is on-time slightly more than the average route included in the study, adhering to its schedule 84.3% of the time. The route is rarely early, arriving ahead of schedule just 0.3 percent of the time, and arriving late 15.4 percent of the time. Core 27.8 psgrs./hr. Weekday Boardings 2,274 Weekday Revenue Hours 85.2 Weekday Boardings per Hour 26.7 Saturday Boardings 1,269 Saturday Revenue Hours 42.1 Saturday Boardings per Hour 30.2 Sunday Boardings 919 Sunday Revenue Hours 41.1 Sunday Boardings per Hour 22.3 Percent of Boardings During Peak Periods 30% Weekday Schedule Adherence On Time 84.3% Early 0.3% Late 15.4% Frequency (minutes) AM Mid-day 20 PM 15 Evening 60 Sat 30 Sun 30 Span Mon-Fri 5:54 a.m. 9:54 p.m. Major Trip Generators Sat Sun 6:41 a.m. 7:55 p.m. 6:41 a.m. 7:55 p.m. Terminals/Transit Centers (Great Mall/Main and Eastridge) King Rd Retail Centers (at Story, Alum Rock and McKee) 23 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 109

118 Figure 4-31 Average Weekday Boardings and Alightings at Each Stop on Route 77 (Northbound) Nelson\Nygaard Consulting Associates Inc. 110

119 Figure 4-32 Average Weekday Boardings and Alightings at Each Stop on Route 77 (Southbound) Nelson\Nygaard Consulting Associates Inc. 111

120 Route 323 Downtown San Jose to De Anza College Route 323 provides weekday-only Limited Stop service between Downtown San Jose and De Anza College. A precursor to planned Route 523 Berryessa Connector BRT service, it began operation in The route runs every 13 to 18 minutes all day, supplementing Route 23 s Local service in the same corridor. Upon introduction of BART and Route 523 service, Route 323 service will be discontinued. Ridership Route 323 has relatively high productivity and ridership, serving 25.1 passengers per revenue hour and more than 2,400 riders on a typical weekday. The route s stops in Downtown San Jose and its terminus at De Anza College see the highest levels of activity in both directions. Ridership along its San Carlos Street and Stevens Creek Boulevard stops is relatively evenly distributed, with slightly higher ridership at Wolfe Road, just south of the Vallco Shopping Mall, and Winchester Boulevard, near Santana Row and the Valley Fair Mall. The latter stop mainly serves riders to and from downtown, with significantly more eastbound boardings than alightings and the opposite westbound. On-Time Performance Route 323 (October 2013 Data) 24 Service Type Productivity Standard Schedule adherence on Route 323 is roughly average, at 86.8 percent, although a larger-thanaverage share of arrivals are early (2.5 percent). Core 27.8 psgrs./hr. Weekday Boardings 2,404 Weekday Revenue Hours 95.9 Weekday Boardings per Hour 25.1 Weekday Schedule Adherence On Time 86.8% Early 2.5% Late 10.8% Frequency (minutes) AM Mid-day PM Sat -- Sun -- Span Mon-Fri 6:20 a.m. 7:21 p.m. Major Trip Generators Downtown San Jose De Anza College Vallco Shopping Mall Valley Fair Mall 24 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 112

121 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 4-33 Average Weekday Boardings and Alightings at Each Stop on Route 323 (Eastbound) Nelson\Nygaard Consulting Associates Inc. 113

122 Figure 4-34 Average Weekday Boardings and Alightings at Each Stop on Route 323 (Westbound) Nelson\Nygaard Consulting Associates Inc. 114

123 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Route 522 Palo Alto Transit Center to Eastridge Transit Center Route 522 forms the east-west spine of the VTA system, making limited stops from the Eastridge Transit Center to Palo Alto via Capitol Expressway, Alum Rock Avenue, East Santa Clara Street, The Alameda, and El Camino Real. The route travels through Downtown San Jose and runs at 15-minute headways all day every day. Core Route 22 makes local stops along the same route. Ridership Route 522 is one of the highest-ridership routes in the VTA system with nearly 6,500 boardings per average weekday, or 30.1 boardings per revenue hour. Nearly 30 percent of riders board during peak periods. Ridership is relatively even throughout in both directions, with particularly high activity in Downtown San Jose, at both termini, and at San Antonio Road in Mountain View, near a cluster of shopping centers. The downtown stops at Santa Clara Avenue and First Street see an average of approximately 480 boardings and 300 alightings in the westbound direction and 250 and 450 respectively in the eastbound direction. The Palo Alto transit center, a transfer point to Caltrain, northbound El Camino Real service on SamTrans, and Stanford University s Marguerite Shuttle service, also sees more than 700 combined weekday boardings and alightings on average. On-Time Performance Route 522 (October 2013 Data) 25 Service Type Productivity Standard Route 522 is a headway-based operation, meaning that operators are instructed not to delay if they are running hot, or ahead of schedule. That said, the 522 is late significantly more frequently than other routes included in this study. More than one-quarter of buses were late during October 2013, compared to a rate of 15.7 percent for all routes included in this study. Core 27.8 psgrs./hr. Weekday Boardings 6,402 Weekday Revenue Hours Weekday Boardings per Hour 30.1 Saturday Boardings 2,435 Saturday Revenue Hours Saturday Boardings per Hour 15.3 Percent of Boardings During Peak Periods 29% Weekday Schedule Adherence On Time 69.3% Early 3.8% Late 26.9% Frequency (minutes) AM 15 Mid-day 15 PM 15 Evening 30 Sat 15 Sun 15 Span Mon-Fri 4:37 a.m. 11:14 p.m. Major Trip Generators Sat Sun 7:50 a.m. 11:10 p.m. 8:33 a.m. 7:26 p.m. Downtown San Jose Terminals/Transit Centers (Palo Alto and Eastridge) San Antonio Shopping Center 25 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 115

124 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 4-35 Average Weekday Boardings and Alightings at Each Stop on Route 522 (Eastbound) Nelson\Nygaard Consulting Associates Inc. 116

125 Figure 4-36 Average Weekday Boardings and Alightings at Each Stop on Route 522 (Westbound) Nelson\Nygaard Consulting Associates Inc. 117

126 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA LOCAL ROUTES On the following pages are profiles of Local bus routes operating in the study area. Under current guidelines, the minimum productivity standard for Local service is 24.6 boardings per revenue hour. Average weekday productivity for each Local route is compared against the standard in Figure Figure 4-37 Average Weekday 26 Passengers per Revenue Hour: Local Routes (October 2013) Both Routes 12, which connects the San Jose Flea Market to North First Street and East San Jose on weekends, and Route 46, which serves several schools in northern Milpitas, are relatively strong performers. 26 VTA Line 12 only runs on weekends. So, this figure displays weekend data for the 12. Nelson\Nygaard Consulting Associates Inc. 118

127 Route 12 San Jose Civic Center to Eastridge via San Jose Flea Market Route 12 provides east-west and north-south service in the Berryessa and King Road corridors between San Jose Civic Center and the Eastridge Transit Center on weekends and holidays only, supplementing Routes 62 and 77. Headways are 30 minutes all day. Ridership With 950 boardings on an average Saturday, Route 12 serves more than 31 passengers per revenue hour. Stops serving the Flea Market on Berryessa Road are the ones with the highest activity in each direction, mainly serving riders to the east of that point along the route with about twice as many alightings as boardings westbound and three times as many boardings as alightings in the eastbound direction. Stops at King and Story roads generate the second highest activity, with a much more even pattern, serving shopping centers on three corners of the intersection. The westbound stop just to the north of the intersection, serving the shopping center on the northeast corner of the intersection, also shows relatively high ridership. Stops at each terminus serve the fourth- and fifth-highest numbers riders eastbound and the third- and fifth-highest westbound. Stops around King Road s intersections with Alum Rock Avenue (serving Mexican Heritage Plaza and three shopping centers, as well as transfers with Routes 22 and 522), McKee Road (Plata Arroyo Park), and Tully Road (additional shopping) round out the highest-ridership stops on the route, each with fairly even ratios of boardings to alightings. On-Time Performance Route 12 (October 2013 Data) 27 Service Type Productivity Standard The route s on-time performance is about average among the routes serving current and future BART stations, with 15.8 percent of arrivals late and 1.9 percent early. Local 24.6 psgrs./hr. Saturday Boardings 950 Saturday Revenue Hours 30.4 Saturday Boardings per Hour 31.2 Sunday Boardings 949 Sunday Revenue Hours 30.4 Sunday Boardings per Hour 31.2 Weekend Schedule Adherence On Time 82.3% Early 1.9% Late 15.8% Frequency (minutes) AM -- Mid-day -- PM -- Evening -- Sat 30 Sun 30 Span Mon-Fri -- Major Trip Generators Sat Sun 9:36 a.m. 7 p.m. 9:36 a.m. 7 p.m. San Jose Flea Market King & Story Retail Center Terminals (Santa Clara County Civic Center and Eastridge Transit Center) King Rd at Alum Rock (22/522 transfer point), McKee and Tully 27 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 119

128 Nelson\Nygaard Consulting Associates Inc. 120

129 Figure 4-38 Average Weekday Boardings and Alightings at Each Stop on Route 12 (Eastbound) Nelson\Nygaard Consulting Associates Inc. 121

130 Figure 4-39 Average Weekday Boardings and Alightings at Each Stop on Route 12 (Westbound) Nelson\Nygaard Consulting Associates Inc. 122

131 Route 46 Great Mall/Main Transit Center to Washington & Escuela Route 46 provides north-south service between the Great Mall Transit Center and the intersection of Escuela Parkway and Washington Drive, in the middle of three Milpitas public schools. Along with Routes 47, 70, 71 and 104, it serves the Landess Avenue corridor east of the future Milpitas BART Station. The route runs at 20- to 40- minute headways northbound and 30- minute headways southbound during the morning peak. During the evening peak, the route runs every 30 minutes in both directions. It runs every hour during midday weekdays and on weekends. Ridership The route serves about 850 riders on a typical weekday, with 30 percent boarding during peak periods, and shows the second highest productivity among bus routes included in the study, with 39.1 boardings per revenue hour. The route s two termini show by far the highest ridership activity in each direction. In the northbound direction, a weekday average of approximately 130 passengers board at the Great Mall Main Transit Center stop and 103 alight at the Milpitas High School stop. Southbound, more than 300 board at Milpitas High School and approximately 150 alight at the Great Mall. All intermediate northbound stops show significantly lower total activity, with stops along Landess Avenue, Calaveras Boulevard, and the residential areas in between showing slightly higher ridership than the stops north of Calaveras Boulevard. Southbound stops on Park Victoria at Daniel Court, Kennedy Drive, and Ayer Street show ridership at about the level of those south of Calaveras. On-Time Performance Route 46 (October 2013 Data) 28 Service Type Productivity Standard Route 46 shows significantly better performance than the other study-area routes, with 89 percent on-time performance compared to an average of 82.3 percent for the other routes. It is late 9.6 percent of the time and early 1.4 percent of the time. Local 24.6 psgrs./hr. Weekday Boardings 866 Weekday Revenue Hours 22.2 Weekday Boardings per Hour 39.1 Saturday Boardings 164 Saturday Revenue Hours 10.5 Saturday Boardings per Hour 15.7 Percent of Boardings During Peak Periods 30% Weekday Schedule Adherence On Time 89% Early 1.4% Late 9.6% Frequency (minutes) AM Mid-day 60 PM 30 Evening 30 Sat 60 Sun -- Span Mon-Fri 5:51 a.m. 7:09 p.m. Major Trip Generators Sat 9:15 a.m. 6:15 p.m. Sun -- Great Mall/Main Transit Center Milpitas High School 28 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 123

132 Figure 4-40 Average Weekday Boardings and Alightings at Each Stop on Route 46 (Northbound) Nelson\Nygaard Consulting Associates Inc. 124

133 Figure 4-41 Average Weekday Boardings and Alightings at Each Stop on Route 46 (Southbound) Nelson\Nygaard Consulting Associates Inc. 125

134 Route 47 Great Mall/Main Transit Center to McCarthy Ranch Route 47 runs generally east-west between the Great Mall Main Transit Center and McCarthy Ranch. The route runs every 30 minutes every day with a longer service span on weekdays than on weekends. Ridership Route 47 serves approximately 800 riders on the average weekday, 31 percent of them during peak periods. It serves 23.1 riders per revenue hour. The Great Mall Main Transit Center serves by far the most riders in each direction, with a weekday average of approximately 225 boardings in the northbound direction and 200 alightings in the southbound direction in October Two other higher ridership stops in each direction were located at Park Victoria Drive s intersections with Landess Avenue and Calaveras Boulevard. The stops at Landess Avenue and Park Victoria Drive serve the Park Town Plaza and Northwood Plaza shopping centers, and the stop at Calaveras Boulevard serves Calaveras Hills High School and several small shopping centers. Most other stops, including the northern terminus at the McCarthy Ranch shopping center, average between 20 and 50 boardings plus alightings per weekday. On-Time Performance Route 47 (October 2013 Data) 29 Service Type Productivity Standard Route 47 shows on-time performance that is about average, with a slightly lower percentage of late arrivals (13 percent) and higher percentage of early arrivals (3.9 percent) than the average for all study routes. Local 24.6 psgrs./hr. Weekday Boardings 791 Weekday Revenue Hours 34.3 Weekday Boardings per Hour 23.1 Saturday Boardings 511 Saturday Revenue Hours 29.4 Saturday Boardings per Hour 17.4 Sunday Boardings 366 Sunday Revenue Hours 15.6 Sunday Boardings per Hour 23.5 Percent of Boardings During Peak Periods 31% Weekday Schedule Adherence On Time 83.1% Early 3.9% Late 13% Frequency (minutes) AM 30 Mid-day 30 PM 30 Evening 50 Sat 30 Sun 45 Span Mon-Fri 6:01 a.m. 9:49 p.m. Major Trip Generators Sat Sun 8:03 a.m. 8:08 p.m. 8:36 a.m. 7:38 p.m. Great Mall/Main Transit Center Park Victoria & Landess Retail Center Park Victoria & Calaveras Retail Center/Calaveras High School 29 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 126

135 Figure 4-42 Average Weekday Boardings and Alightings at Each Stop on Route 47 (Eastbound) Nelson\Nygaard Consulting Associates Inc. 127

136 Figure 4-43 Average Weekday Boardings and Alightings at Each Stop on Route 47 (Westbound) Nelson\Nygaard Consulting Associates Inc. 128

137 EXPRESS ROUTES On the following pages are profiles of the Express bus routes serving the station area (see Figure 4-45 for an overview map). Under current guidelines, the minimum productivity standard for Express service is 60 percent average peak load factor, or 22 passengers per trip (out of 37 seats per vehicle). Average weekday productivity for each Express route is shown in Figure Figure 4-44 Average Peak Load Factor: Express Routes (October 2013) 70% 60% 50% 40% 30% 20% 10% 0% While all Express routes make limited numbers of stops, their spans and headways can vary greatly. Routes 104, 120, and 140 are peak-period, peak-direction-only services, while Route 180 operates bidirectionally all-day on weekdays, but relatively infrequently, and Route 181 operates somewhat more frequently seven days a week. The latter, which connects Fremont BART to Downtown San Jose, greatly outperforms the remaining routes in terms of both productivity and ridership. Nelson\Nygaard Consulting Associates Inc. 129

138 Figure 4-45 Express Routes Overview Nelson\Nygaard Consulting Associates Inc. 130

139 Route 104 Penitencia Creek Transit Center to Palo Alto Route 104 offers Express service on weekdays during peak periods in the peak direction only between Penitencia Creek Transit Center in northeastern San Jose and Deer Creek Road in Palo Alto. Route 104 buses make two runs in the westbound direction in the morning and two runs in the eastbound direction in the evening. Ridership Route 104 has an average peak load factor of 47.6 percent, or 17.6 passengers, below the productivity standard for Express routes. The highest ridership along the route is at the Main and Calaveras stop in Milpitas, the Palo Alto Veterans Administration hospital stop in Palo Alto, and the Hanover and Curve stop, also in Palo Alto. Main and Calaveras is located in proximity to small businesses, including health centers, a hospital, and the Santa Clara Valley Medical Center in Milpitas. The Hanover and Curve stop is situated at Stanford Research Park, adjacent to several major employers including Hewlett- Packard and Stanford University. On-Time Performance Route 104 (October 2013 Data) 30 Service Type Productivity Standard Express 22 passengers per trip Weekday Boardings 77 Weekday Revenue Hours 6.0 Average Peak Load Factor 17.6 passengers Weekday Schedule Adherence On Time 85.1% Early 0.1% Late 14.8% Trips per Period AM 2 PM 2 Span Mon-Fri 5:54 a.m. 7:33 a.m. & 4 p.m. 5:41 p.m. Major Trip Generators Main & Calaveras area (incl. Santa Clara Valley Medical Center Palo Alto VA Stanford Research Park Like other Express routes, Route 104 operates for much of its length along freeways during congested peak periods, although it is able to take advantage of High Occupancy Vehicle (HOV) lanes. Route 104 has schedule adherence of approximately 85 percent, close to the average for all routes in the study area. 30 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 131

140 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 4-46 Average Weekday Boardings and Alightings at Each Stop on Route 104 (Eastbound) Nelson\Nygaard Consulting Associates Inc. 132

141 Figure 4-47 Average Weekday Boardings and Alightings at Each Stop on Route 104 (Westbound) Nelson\Nygaard Consulting Associates Inc. 133

142 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Route 120 Fremont BART to Lockheed Martin Transit Center/Moffett Park Route 120 offers peak-period, peakdirection Express service between Fremont BART and the intersection of San Antonio Road and Casey Avenue in Mountain View. Route 120 service is comprised of six southbound runs during the morning peak and six northbound runs during the evening peak. Only two of the morning runs (7:12 a.m. and 7:43 a.m.) and two of the evening runs (4:58 p.m. and 5:44 p.m.) travel the complete route to/from San Antonio Road and Casey Avenue; all other northbound and southbound runs begin or end at Lockheed Martin Transit Center. Ridership Route 120 has an average peak load factor of 62.6 percent or 23.2 passengers, slightly above the productivity standard for Express routes. The Lockheed Martin Transit Center stop, in proximity to several major employers (Lockheed Martin, NASA, Microsoft, NetApp, etc.) and offering connections to light rail and several other bus routes, has the highest activity of all stops along the route, followed by the stop located at the intersection of Mission Boulevard and Mohave Drive and the stop at Fremont BART station. Ridership patterns in Fremont are further discussed in the following chapter, focused on existing BART Express services. On-Time Performance Route 120 has above-average on-time performance of approximately 88 percent. Staff-Identified Issues and Opportunities Route 120 (October 2013 Data) 31 Service Type Productivity Standard Express 22 passengers per trip Weekday Boardings 246 Weekday Revenue Hours 13.9 Average Peak Load 23.2 passengers Weekday Schedule Adherence On Time 87.7% Early 2.5% Late 9.8% Trips per Period AM 6 PM 6 Span Mon-Fri 6:12 a.m. 9:17 a.m. & 4:05 p.m. 7:10 p.m. Major Trip Generators Lockheed Martin Transit Center Mission & Mohave area Fremont BART VTA staff note that with the BART extension to Berryessa, Route 120 will likely need to be shortened and re-routed. Since many of these passengers transfer from BART, this BTIP study will evaluate which BART station(s) should be used as the new connection point for these VTA Express routes, while also accounting for existing Route 120 passengers who do not come from BART and board in Fremont along Stevenson and Mission Boulevards (see following chapter). Route 120 patrons have requested an additional stop at the intersection of Mission Boulevard and Washington Boulevard near Ohlone College in Fremont. Changes to Routes 120 following the BART extension to Berryessa must take into account demand for service in Fremont. A segment of this route will duplicate the light rail connection to BART at Milpitas. 31 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 134

143 Nelson\Nygaard Consulting Associates Inc. 135

144 Figure 4-48 Average Weekday Boardings and Alightings at Each Stop on Route 120 (Northbound) Nelson\Nygaard Consulting Associates Inc. 136

145 Figure 4-49 Average Weekday Boardings and Alightings at Each Stop on Route 120 (Southbound) Nelson\Nygaard Consulting Associates Inc. 137

146 Route 140 Fremont BART to Mission College and Montague Expressway Route 140 offers Express service between Fremont BART and Mission College in Santa Clara. Route 140 provides access to major employers in Santa Clara County as well as Mission College. The route makes three southbound runs on weekday mornings and three northbound runs on weekday evenings. The Fremont leg of two Route 140 morning trips (7:14 a.m. and 7:57 a.m.) and all three of the Route 140 evening trips coincides with Route 120 runs. Ridership Route 140 has an average peak load factor of 62.2 percent, or 23 passengers, slightly above the productivity standard for Express routes. The Fremont BART Station has the highest level of activity of all stops on the route, followed by the stops located on Tasman Drive at Cisco Way and First Street. The stops on Tasman Drive are located close to major employers. The Tasman Drive and First Street stop also provides connection to two light rail lines (Alum Rock-Santa Teresa and Mountain View-Winchester). On-Time Performance Route 140 is on-time for approximately 86 percent of arrivals, near average. Staff-Identified Issues and Opportunities Route 140 (October 2013 Data) 32 Service Type Productivity Standard Express 22 passengers per trip Weekday Boardings 153 Weekday Revenue Hours 7.1 Average Peak Load 23 passengers Weekday Schedule Adherence On Time 85.5% Early 0.7% Late 13.8% Trips per Period AM 3 PM 3 Span Mon-Fri 7:12 a.m. 9:46 a.m. & 4:22 p.m. 7:08 p.m. Major Trip Generators Fremont BART Tasman at Cisco Way offices Tasman at North First Street (LRT transfer point) VTA staff notes that with the BART extension to Berryessa, Routes 120 and 140 will likely need to be shortened and re-routed, with some of the connections they currently provide shifted to light rail service. Since many of the route s current passengers transfer from BART, this study will evaluate which BART station(s) should be used as the new connection point for these VTA Express routes, while also accounting for existing Route 120 & 140 passengers who do not come from BART and board in Fremont along Stevenson and Mission Boulevards. Fremont residents have also requested an additional stop at the intersection of Mission Boulevard and Washington Boulevard near Ohlone College. Hence, changes to Routes 120 and 140 following the BART extension to Berryessa must be contemplated with consideration to this demand. 32 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 138

147 Figure 4-50 Average Weekday Boardings and Alightings at Each Stop on Route 140 (Northbound) Nelson\Nygaard Consulting Associates Inc. 139

148 Figure 4-51 Average Weekday Boardings and Alightings at Each Stop on Route 140 (Southbound) Nelson\Nygaard Consulting Associates Inc. 140

149 Route 180 Fremont BART to Great Mall/Main Transit Center/Aborn & White Route 180 offers Express service between Fremont BART, Great Mall, the Eastridge Shopping Center, and Aborn & White in San Jose all day on weekdays in both the northbound and southbound directions. Unlike most other Express and Limited Stop routes, Route 180 operates at regular (30 to 40-minute) headways throughout the day. Ridership Route 180 has an average peak load factor of 23.7 percent, or 17.6 passengers, well below the productivity standard for Express routes. The route serves approximately 550 riders on a typical weekday, 30 percent of them during peak periods. There are two major stops along the route: Fremont BART and Great Mall/Main Transit Center, each with activity levels greatly surpassing that at all other stops along the route. The volume of ridership is highest during peak hours for both the north and southbound directions. This demonstrates that Route 180 largely serves as a connection between BART and the South Bay, enabling East Bay commuters to access the larger VTA network in Milpitas and vice versa. On-Time Performance Route 180 has schedule adherence of 87.2 percent, with 12 percent of buses running late, and 0.7 percent running early. This is near average for all routes in the study. Staff-Identified Issues and Opportunities Route 180 (October 2013 Data) 33 Service Type Productivity Standard Express 22 passengers per trip Weekday Boardings 555 Weekday Revenue Hours 41.0 Average Peak Load 8.8 passengers Percent of Boardings During Peak Periods 30% Weekday Schedule Adherence On Time 87.2% Early 0.7% Late 12% Frequency (minutes) AM Mid-day 30 PM 30 Evening 60 Span Mon-Fri 5:56 a.m 10:07 p.m. Major Trip Generators Fremont BART Great Mall/Main Transit Center VTA staff notes that upon completion of the Warm Springs BART extension, Route 180 may need to be shifted to the new Warm Springs BART station. Route 180 could be consolidated with Route 140 to provide all-day, limited-stop service between Warm Springs and the Great Mall, and peak hour service between the Great Mall and Mission College and Montague Expressway. Once the Milpitas and Berryessa BART stations are complete, Routes 180 would be discontinued and replaced by the Berryessa Connector and other parallel service. 33 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 141

150 Figure 4-52 Average Weekday Boardings and Alightings at Each Stop on Route 180 (Northbound) Nelson\Nygaard Consulting Associates Inc. 142

151 Figure 4-53 Average Weekday Boardings and Alightings at Each Stop on Route 180 (Southbound) Nelson\Nygaard Consulting Associates Inc. 143

152 Route 181 Fremont BART to San Jose Diridon Transit Center Description Route 181 offers all-day, seven-day-a-week Express service between Fremont BART and San Jose Diridon Station. The route operates on 15- to 30-minute headways on weekday mornings, 20- to 30-minute headways during the mid-day period, and at 15-minute headways during weekday evenings. On Saturdays, it operates every 20 to 40 minutes, and on Sundays, every 40 to 60 minutes. Route 181 is the only bus route that provides service between Fremont and the South Bay on weekends. Ridership Route 181 has an average peak load factor of 58 percent, or 21.5 passengers, slightly below the productivity standard for Express routes. The route serves approximately 2,375 riders on a typical weekday, with 35 percent boarding during peak periods. Stops along Route 181 with the greatest ridership are the Fremont BART Station stop, the stop located at the intersection of First Street and Santa Clara Street in Downtown San Jose, and the stop at the intersection of Stevenson Boulevard and Omar Street in Fremont. Remaining stops on the route in Fremont, at the Civic Center and at the terminal at Diridon Station also show relatively high levels of ridership. On-Time Performance Route 181 arrives on time to scheduled timepoints 84 percent of the time. Staff-Identified Issues and Opportunities Route 181 (October 2013 Data) 34 Service Type Productivity Standard Express 22 passengers per trip Weekday Boardings 2,373 Weekday Revenue Hours 93.6 Average Peak Load 21.5 passengers Percent of Boardings During Peak Periods 35% Weekday Schedule Adherence On Time 84.5% Early 1.4% Late 14.2% Frequency (minutes) AM Mid-day PM 15 Sat Sun Span Mon-Fri 5:25 a.m. 12:40 a.m. Major Trip Generators VTA staff notes that upon completion of the Warm Springs BART extension, Route 181 may need to be shifted to the new Warm Springs BART station. Route 181 could continue to provide a connection to Downtown San Jose with potential 24-hour service connecting the existing VTA and AC Transit All-Nighter routes. Once the Milpitas and Berryessa BART stations are Sat Sun 7:04 a.m. 12:44 a.m. 7:17 a.m. 12:41 a.m. Fremont BART Downtown San Jose Stevenson Blvd Santa Clara County Civic Center Diridon Station SJSU 34 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 144

153 complete, Route 181 would be discontinued and replaced by the Berryessa Connector and other parallel service. Nelson\Nygaard Consulting Associates Inc. 145

154 Figure 4-54 Average Weekday Boardings and Alightings at Each Stop on Route 181 (Northbound) Nelson\Nygaard Consulting Associates Inc. 146

155 Figure 4-55 Average Weekday Boardings and Alightings at Each Stop on Route 181 (Southbound) Nelson\Nygaard Consulting Associates Inc. 147

156 LIMITED STOP ROUTES On the following pages are profiles of the Limited Stop bus routes serving the station area. Under current guidelines, the minimum productivity standard for Limited Stop service is 15 boardings per revenue hour. Average weekday productivity for each Limited Stop route is compared against the standard in Figure Figure 4-56 Average Weekday Passengers per Revenue Hour: Limited Stop Routes (October 2013) Like Express routes Limited Stop routes make limited numbers of stops, and like most Express routes they operated only during peak periods, in the peak direction. Nelson\Nygaard Consulting Associates Inc. 148

157 Route 321 Great Mall/Main Transit Center to Lockheed Martin/Moffett Industrial Park Route 321 offers Limited Stop service between the Great Mall/Main Transit Center in Milpitas and the Moffett Industrial Park in Sunnyvale. It makes one westbound run in the morning, starting from the Great Mall at 8:10 a.m., and one eastbound evening run leaving the Lockheed Martin Transit Center at 5:50 p.m. Ridership Route 321 has productivity of 15.4 boardings per revenue hour, below the average for all bus routes in the study area. The stops with the highest ridership along Route 321 are the Great Mall/Main Transit Center and the stop adjacent to Mission College. On-Time Performance Route 321 (October 2013 Data) 35 Service Type Productivity Standard Limited Stop 15 psgrs./hr. Weekday Boardings 26 Weekday Revenue Hours 1.7 Weekday Boardings per Hour 15.4 Average Peak Load 10.9 passengers Weekday Schedule Adherence On Time 78.6% Early 0.6% Late 20.8% Trips per Period AM 1 PM 1 Span Mon-Fri 8:10 a.m. 8:46 a.m. & 5:50 p.m. 6:32 p.m. Major Destinations Great Mall/Main Transit Center Mission College Route 321 has schedule adherence of 79 percent, below the average for routes in the study area. 35 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 149

158 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Figure 4-57 Average Weekday Boardings and Alightings at Each Stop on Route 321 (Eastbound) Nelson\Nygaard Consulting Associates Inc. 150

159 Figure 4-58 Average Weekday Boardings and Alightings at Each Stop on Route 321 (Westbound) Nelson\Nygaard Consulting Associates Inc. 151

160 BART TRANSIT INTEGRATION PLAN DRAFT EXISTING CONDITIONS REPORT VTA Route 330 Almaden Expressway and Via Valiente to Tasman Drive Route 330 offers Limited Stop service between the intersection of Almaden Expressway and Via Valiente and the intersection of Tasman Drive and Alder Drive during peak hours on weekdays. The route makes four northbound runs in the morning and four southbound runs in the evening. Ridership Route 330 has productivity of 20.7 boardings per revenue hour. The route s productivity level ranks below average with respect to other VTA routes in the study area. The stops with the highest ridership along Route 330 are the intersection of San Tomas Expressway with El Camino Real in Santa Clara, the intersection of Mission College Boulevard and Burton Drive in Santa Clara, near the Intel Museum, and Tasman Drive and Old Ironsides Drive in Santa Clara, a light rail transfer point. The stop at San Tomas Expressway and El Camino Real is a transfer point with Routes 22 and 522. It is also located in an area with various retail, commercial, and other business activities, as well as two schools. On-Time Performance Route 330 (October 2013 Data) 36 Service Type Productivity Standard Route 330 has on-time performance for 76 percent, significantly below average. Limited Stop 15 psgrs./hr. Weekday Boardings 206 Weekday Revenue Hours 10.0 Weekday Boardings per Hour 20.7 Average Peak Load 19.1 passengers Weekday Schedule Adherence On Time 76.1% Early 3.1% Late 20.8% Trips per Period AM 4 PM 4 Span Mon-Fri 6:47 a.m. 9:23 a.m. & 4:20 p.m. 7:24 p.m. Major Destinations San Tomas & El Camino Real (22/522 transfer point) Intel Museum Old Ironsides LRT 36 This study used the month of October performance statistics because it is generally public transit s highest ridership month given that school is in session and the weather is relatively clear (rain is unlikely). However, VTA uses annualized TOPR numbers for all official purposes. Any external citation should be of the most recent Fiscal Year Transit Operations Performance Report (TOPR). These performances are shown in summary Figures 4-1 and 4-2. Nelson\Nygaard Consulting Associates Inc. 152

161 Figure 4-59 Average Weekday Boardings and Alightings at Each Stop on Route 330 (Northbound) Nelson\Nygaard Consulting Associates Inc. 153

162 Figure 4-60 Average Weekday Boardings and Alightings at Each Stop on Route 330 (Southbound) Nelson\Nygaard Consulting Associates Inc. 154

163 RELEVANT AC TRANSIT ROUTES: 217 AND 239 On the following pages are profiles of two relevant AC Transit routes operating in the study area. Each of these routes provides service through Fremont, mirroring parts of the VTA Express routes, and they each serve the Fremont BART station and the area around the future Warm Springs BART station. Nelson\Nygaard Consulting Associates Inc. 155

164 AC Transit Route 217 Fremont BART to Great Mall/Main Transit Center AC Transit Route 217 offers local service between Fremont BART and the Great Mall/Main Transit Center in Milpitas. Buses run every 30 minutes weekdays and every 40 minutes Saturdays, Sundays and holidays. Ridership Route 217 serves approximately 1,600 riders, with the highest levels of activity at the line s two termini in each direction. Nearly 40 percent of daily southbound riders board at Fremont BART, and nearly 20 percent alight at the Great Mall. Ohlone College is another major trip generator along the route, with three stops that together account for 13 percent of line activity in the northbound direction and 10 percent southbound. The Warm Springs Plaza shopping center, at Warm Springs and Mission boulevards, and three shopping centers around the intersection of Milpitas Boulevard and Dixon Landing Road also generate higher levels of stop activity in each direction than other parts of the line. On-Time Performance Route 217 is arrived on-time on about 68 percent of trips in October Buses were late 24 percent of the time and early approximately 8 percent of the time. Route 71 (October 2013 Data) Service Type Productivity Standard AC Transit Local N/A Weekday Boardings 1,597 Weekday Revenue Hours 83.2 Weekday Boardings per Hour 19.2 Saturday Boardings 720 Saturday Revenue Hours 45.4 Saturday Boardings per Hour 15.9 Sunday Boardings 474 Sunday Revenue Hours 46.0 Sunday Boardings per Hour 10.3 Weekday Schedule Adherence On Time 68.1% Early 7.8% Late 24% Frequency (minutes) AM 30 minutes Mid-day PM Evening Sat Sun 30 minutes 30 minutes 30 minutes 40 minutes 40 minutes Span Mon-Fri 5:15 a.m. 11:03 p.m. Major Trip Generators Sat Sun 7:00 a.m. 7:59 p.m. 7:00 a.m. 7:59 p.m. Fremont BART Mission San Jose High School Ohlone College Warm Springs Plaza Shopping Center The Great Mall Nelson\Nygaard Consulting Associates Inc. 156

165 Figure 4-61 Average Weekday Boardings and Alightings at Each Stop on AC Transit Route 217 (Northbound) Nelson\Nygaard Consulting Associates Inc. 157

166 Figure 4-62 Average Weekday Boardings and Alightings at Each Stop on AC Transit Route 217 (Southbound) Nelson\Nygaard Consulting Associates Inc. 158

167 AC Transit Route 239 Fremont BART to Kato Road and Milmont Drive AC Transit Route 239 offers weekday service between Fremont BART and Kato Road, just south of the Alameda/Santa Clara County line. Buses run every 45 minutes all day between 6 a.m. and 7:25 p.m. Ridership Route 239 serves approximately 530 weekday riders, with the highest levels of activity at the line s two termini in each direction. Several stops along Grimmer Boulevard see higher levels of ridership than other parts of the line. A stop at Grimmer Boulevard and Blacow Road, in front of Irvington High School, accounts for 10 percent of weekday activity northbound and 11 percent southbound, and a stop at Grimmer and Fremont Boulevard accounts for 5 and 8 percent of activity in each direction respectively. The latter intersection is near several somewhat dense residential developments, as well as a small shopping center. Overall, ridership on route 239 is significantly lower than that on the longer and more frequent Route 217, which runs in the same basic corridor. Route 71 (October 2013 Data) Service Type Productivity Standard AC Transit Local N/A Weekday Boardings 530 Weekday Revenue Hours 25.6 Weekday Boardings per Hour 20.6 Weekday Schedule Adherence On Time 70% Early 16.4% Late 13.6% Frequency (minutes) AM 45 minutes Mid-day PM Evening Sat Sun 45 minutes 45 minutes 45 minutes N/A N/A Span Mon-Fri 6:00 a.m. 7:25 p.m. Major Trip Generators Sat Sun N/A N/A Fremont Central Park Irvington High School Warm Springs Plaza Shopping Center Sunnyhills Shopping Center On-Time Performance Route 239 was on-time approximately 70 percent of the time in October 2013, arriving early at 16 percent of timepoints and late at approximately 14 percent of them. Nelson\Nygaard Consulting Associates Inc. 159

168 Figure 4-62 Average Weekday Boardings and Alightings at Each Stop on AC Transit Route 217 (Northbound) Nelson\Nygaard Consulting Associates Inc. 160

169 Figure 4-62 Average Weekday Boardings and Alightings at Each Stop on AC Transit Route 217 (Southbound) Nelson\Nygaard Consulting Associates Inc. 161