Host Session II
Moderator: Mark Simon
Charles “Chuck” Harvey, deputy executive officer,
operations, engineering and construction, San Mateo
County Transit District, (SamTrans), San Carlos, CA
Marian Lee, executive officer, Caltrain modernization
program, San Mateo County Transit District, San Carlos,
CA
Douglas Kim, director of strategic planning
San Mateo County
Transit District
July 2013
APTA Conference
Mark Simon
Executive Officer Public Affairs
Chuck Harvey
Deputy CEO Operations,
Engineering & Construction
Marian Lee
Executive Officer, Caltrain
Modernization
Douglas Kim
Director, Planning
The San Mateo County Transit District is a Special District
Diverse Organizations Managed Under One Roof
Provides Staff and Oversight to:
• SamTrans
• Peninsula Corridor Joint Powers Board (Caltrain)
• San Mateo County Transportation Authority
The San Mateo County Transit District Encompasses:
SamTrans Buses
Caltrain
Shuttles
Redi-Wheels Paratransit
Infrastructure Improvements
BART (SFO Extension Funding Partner)
The SamTrans System
Serving the Peninsula from San Francisco to Palo Alto
Facts:
Formed 1976
Dedicated ½ cent sales tax
300 buses
Annual Ridership 11.5 million
Annual Miles 6.2 million
Service Area 446 Square Miles
Annual Fare Revenue - $17.2 Million
SamTrans Bus
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Consolidated numerous local city transportation systems,
plus took Greyhound mainline and express routes into public
ownership
District make significant investments in rail corridors
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Caltrain purchase 1992
Present
BART SFO Extension
20,000 AWR
50,000 AWR
46,000 AWR
Mode shift by choice riders, routes adjusted to feed rail systems,
reduce parallel services
Bus system reinvention – SamTrans Service Plan
The Caltrain System
• 50 Miles JPB Owned Track
• All double track except:
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8 miles of 4 main track territory
3 miles of 3 main track territory
34 Stations
30 miles UP track SJ-Gilroy
124 rail cars/29 locomotives
92 trains per weekday
36 trains on Saturday
32 trains on Sunday
Speed Sells
Old Model (1992-2004)
• All local stop trains 1 hr. 34 min (SF-SJ)
• Some limited stop trains 1 hr. 15 min
New Model (2004-present)
• Baby Bullet Express 57 minutes (SF-SJ)
• All peak trains are Express or local to limited
combos
• No all station stop locals in peak periods
• Stopping patterns adjusted to meet highest demand
O/D pairs
• Reinvented service – added trains without adding
crew resources
Caltrain Ridership
Caltrain Fare Revenue
Shuttle Program
Caltrain 30 routes serve 16 stations
BART 9 routes serve 6 stations
2.6 million trips per year & growing
7.5 million passenger “last mile” connection per year
Supports 56 million rail passenger miles per year
Flexibility, customized service design
Business & public partnerships, over 500 participants
Leveraged funding – 15% to 25% funded by transit
75% to 85% funded by business and public agencies
Managing Multiple Systems
Coordination Challenges
• Multiple agencies, unique local transit needs
• Coordination of schedules, headways not
aligned
• Separate fare systems
• Changing employment/travel patterns
• Economic cycles
• Financial constraints unique to individual
systems
Strategies for Success
• Coordinated planning/scheduling/operations
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Harvest operational data, use in planning and daily
operations
• Bay Area – Clipper regional fare card
• ITS/customer information
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Google transit
GPS/advanced dispatch/communications systems
Next bus/train arrivals at key transit centers
MTC 511.org travel information
Real-time transit
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Bus Stop I/D
Web
Open applications
Regional Response – Mutual Aid/Coordination
• Operations staff trained/empowered to act, including
resource deployment, fare waivers, use of contracted
service resources
BART Strike
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Strike contingency plan activated
Added capacity existing routes, added shuttle connection to SF Muni
Robust field supervision, station ambassadors
SamTrans Bus carried 2 - 3,000 additional riders per day
Caltrain carried 6 - 10,000 additional riders per day
Emergency Mutual Aid
• SFO plane crash – evacuation/medical transport
• Redwood City fire – immediate shelter, transport to emergency
shelter, transport to temporary housing
Caltrain Modernization Program
July 2013
About Caltrain
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Diesel commuter rail system
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San Francisco to San Jose area
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77 mile corridor, 32 stations
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92 trains / weekday
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Ridership: ~ 50,000 / weekday
Caltrain Vision / Goals
Meet Future Transportation Needs
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Business Case
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Increase service
Increase ridership
Maximize utility of existing infrastructure
Increase revenue
Reduce cost
Reduce Environmental Footprint
Caltrain and CHSRA Partnership
• Blended System
• Concept
– Electrify / Upgrade railroad
– Caltrain and HSR on shared tracks
– Maximize use of existing tracks
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Key Benefits
– Minimize community impact
– Lower project cost
– Advance project delivery
Funding Commitment
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9 party regional MOU
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SF to SJ segment of the HSR system
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Blended system
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Early investment in peninsula
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$1.5B system investment
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Caltrain Modernization
Support future high speed rail
Caltrain Modernization (by 2019)
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CBOSS PTC (2015)
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Electrification Infrastructure
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Vehicles (Electric Multiple Unit)
Caltrain/HSR Blended System (by 2029)
Additional Investment
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Caltrain extension to SF downtown
HSR stations
Grade separations TBD
Passing tracks TBD
Maintenance facility TBD
Community Planning
– Conceptual design
– Funding plan
– Implementation
SamTrans Service Plan
APTA Multimodal Operations Planning Workshop
July 22, 2013
The Need
• 35% Ridership Decline Since 1994
• Over 10 Years Since Last Comprehensive
Operational Analysis
• First Step in Redefining Services
Average Weekday Ridrs - Bus
Thousands
100
80
60
40
20
0
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Improve El Camino Real Service
• Improve
performance of
north-south spine
• Consolidate
Routes 390 + 391
into weekday ECR
• 15-minute
frequency
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Enhance Core Market Bus Network
• Adapt to new
market conditions;
other options
compete effectively
• Reallocate
resources towards
stronger
performing services
within San Mateo
County
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Daly City – Route
120
Daly City/SSF –
Route 130/131
El Camino Real
Route ECR
Redwood City
– Route 296
Enhanced Bus
Network
New El Camino
Real Route ECR
East Palo Alto
– Routes 296,
281
Modify Service
Modify routes to improve
performance, better match
service with markets:
• Consolidate duplicative or
overlapping services
• Modify alignments
• Shorten route to capture
higher ridership areas
• Vary frequency based on
ridership periods
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Engaging the Community
• Engaged all levels of the community
• 1,800 comments
• For underperforming routes
- Detailed analysis of options
- Improve nearby routes
- Use new information to restore service
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What’s Next
• Two-Phase Implementation of Service
Changes
• Monitoring/Reporting/Assessment
Process
• Substantial Marketing
• Adjusted Day Pass Pilot
• El Camino Real BRT Study
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Questions?
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