BART Supplemental FY18 Budget and Strategic Plan Materials

SAN FRANCISCO BAY AREA RAPID TRANSIT DISTRICT
____________________________________________________
MEMORANDUM
TO: Board of Directors DATE: June 15, 2017
FROM: Carter Mau,

Assistant General Manager, Administration and Budget
SUBJECT: Supplemental FY18 Budget and Strategic Plan Materials
Attached are supplemental materials developed in conjunction with the FY18 budget. These
include:
BART Strategic Plan Four-Year Work Plans

District-wide and department level organization charts and headcounts (capital headcounts
not yet final)
Revised FY18 Income statement and supporting text describing budget changes since
release of the Preliminary FY18 Budget on March 31
Linking the FY18 Budget Process and the BART Strategic Plan
The Board-adopted BART Strategic Plan (BSP) now provides guidance for prioritization of
budgetary resources and uses, with the Strategies of the BSP providing the structure for decision-
making. Staff reviewed the impacts of budget alternatives on the two central Strategies Expand
Capacity, Manage Demand and Fix, Maintain and Modernize as well as on the other five BSP
Strategies. These conversations revealed the difficult trade-offs that had to be made in a year of
declining resources and a projected $31 million (M) operating shortfall.
As this is the first year of linking the BSP with the budget process, flexibility has been essential.
Over the next few years, the BSP-budget linkage will continue to evolve as staff gains a better
ability to evaluate how proposed investments would advance the BSP, and the tradeoffs and risks
of not investing.
In this first year, the BSP-directed FY18 budget process began by identifying strategic efforts
separately from day-to-day work tasks. Significant interdepartmental projects were called out
and prioritized, particularly those with a fiscal impact such as reducing fare evasion. Staff
focused on Board-directed Goals and Strategies when allocating resources to departmental and
strategic work supporting those priorities.
1
As FY18 progresses, staff will reinforce the linkage among the budget process and performance
metrics. During the coming year, staff will set performance standards and make more
performance information readily available to BART riders and the public. Staff will focus on
measurement as well as what is measured, to ensure the most useful and relevant information is
being reported.
In early April, BART received much-needed assistance in balancing the budget with the infusion
of approximately $16M of Senate Bill 1 (SB 1) Station Transit Assistance funding, and this
document sets out the revised FY18 budget based on SB 1 assistance and Board budget
discussions.
If you have any questions on the materials, please contact me at (510) 464-6194. Questions
specific to the Strategic Plan should be directed to Val Menotti, ChiefPlanning & Development
Officer, at (510) 287-4974.
.CarterMau
2
BART Strategic Plan Framework
Vision
BART supports a sustainable and prosperous Bay Area by connecting communities with seamless mobility.
Mission
Provide safe, reliable, clean, quality transit service for riders.
Goals
Leadership & Partnership in the Region Riders & Public Infrastructure & Service Organization
SYSTEM FINANCIAL
ECONOMY EQUITY ENVIRONMENT EXPERIENCE SAFETY WORKFORCE STABILITY
PERFORMANCE
Strategies FY 6 FY2020
CONNECT
ENGAGE & CREATE ADVANCE EXPAND CAPACITY, FIX, MAINTAIN, ALIGN WORKFORCE MODERNIZE
COMMUNITY GREAT SUSTAINABILITY MANAGE DEMAND & MODERNIZE WITH NEEDS BUSINESS PRACTICES
PLACES
3
BART Strategic 4-Year Work Plans Keyword Index
Affordable Housing
Strategy Document Strategic Activity
Connect & Create Great Places Activity 1: Transit Oriented Development
BART to Livermore
Engage Community Activity 1: Interacting With & Educating Constituencies
Expand Capacity, Manage Demand Activity 2: Expansion Projects
BART.gov
Engage Community Activity 4: BART.gov Modernization
Modernize Business Practices Activity 1: Modernization via Leveraging Technology
Modernize Business Practices Activity 9: Collaboration Improvements
Canopies
Fix, Maintain, & Modernize Activity 5: Modernize Customer-Facing Station Infrastructure
Capitol Corridor
Connect & Create Great Places Activity 6: Enhance Capitol Corridor Customer Experience
Expand Capacity, Manage Demand Activity 6: Modernize Capitol Corridor Infrastructure to Meet Demand
Fare Evasion
Fix, Maintain, & Modernize Activity 6: Fare Evasion Suppression
Fleet
Expand Capacity, Manage Demand Activity 5: Fleet Management
4
Homelessness
Fix, Maintain, & Modernize Activity 7: Safety Upgrades for Employees & Infrastructure
Independent Police Auditor

Irvington Passenger Station

Job Growth
Measure RR
Fix, Maintain, & Modernize Activity 10: State of Good Repair Initiatives
MET Building
MS4
Fix, Maintain, & Modernize Activity 4: Federal Stormwater Environmental Compliance (MS4)
Non-Fare Revenue
Engage Community Activity 2: Increase Non-Fare Revenue
5
Open Data
Parking
Connect & Create Great Places Activity 2: Station Access Improvements
Expand Capacity, Manage Demand Activity 3: Manage Parking Efficiently
Platform Screen Doors

Expand Capacity, Manage Demand Activity 1: Modernize BART Infrastructure to Meet Demand
Police
Connect & Create Great Places Activity 3: Community Based Policing
Expand Capacity, Manage Demand Activity 1: Modernize BART Infrastructure to Meet Demand
Modernize Business Practices Activity 8: Cybersecurity and Stability
Safety
Connect & Create Great Places Activity 6: Enhance Capitol Corridor Customer Experience
Expand Capacity, Manage Demand Activity 4: Innovations to Support Ridership
Fix, Maintain, & Modernize Activity 1: Complete Earthquake Safety Program
Fix, Maintain, & Modernize Activity 7: Safety Upgrades for Employees & Infrastructure
6
Safety
Align Workforce With Needs Activity 1: Implement Road Map to Stabilize & Improve Labor Relations
Align Workforce With Needs Activity 2: Human Resources Internal Revitalization
Modernize Business Practices Activity 6: Evolving System Safety Technology
See-Click-Fix
Engage Community Activity 3: Salesforce/Maximo Integration
Station Modernization
Connect & Create Great Places Activity 5: Placemaking (Art, Retail, Activation)
Advance Sustainability Activity 4: Water Conservation
Fix, Maintain, & Modernize Activity 5: Modernize Customer-Facing Station Infrastructure
Stormwater Environmental Compliance

Fix, Maintain, & Modernize Activity 4: Federal Stormwater Environmental Compliance (MS4)
Strategic Plan
Modernize Business Practices Activity 9: Collaboration Improvements
Transportation Efficiency Assessment

Align Workforce With Needs Activity 2: Human Resources Internal Revitalization
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BART Strategic Plan
Engage Community FY17-FY20 WORK PLAN
OVERVIEW
Lead Department: Office of External Affairs Supporting Departments: BPD/OIPA/OCIO/Operations
Preparer/Owner: K. Hamill
Describe high level actions that make up the strategy, how BART will pursue, and how this Strategy supports the
Strategic Plan goals and Key Performance Indicators.
Expand opportunities for interacting with and engaging the public and BART riders to strengthen
relationships, to foster a better understanding of community concerns and to create interest and support
for BART programs, projects and ongoing capital needs. BART will accelerate its use of a variety of efficient
communication tools to reach our riders and the public, including social media, free media, staged
outreach events and strategic partnerships to broaden the publics interest and to satisfy their concerns.
Our near term focus will be to inform our constituents about the new rail car fleet, to introduce them to
expanded service to three new stations (Warm Springs, Berryessa, Antioch), and to keep them apprised of
the system improvements and enhancements that will be completed with the 2016 bond measure
revenues.
Strategic Activities
1. Interacting With & Educating Constituencies
2. Increase Non-Fare Revenue
3. Salesforce/Maximo Integration
4. BART.gov Modernization
9
BART Strategic Plan

Activity #1: Interacting With & Educating Constituencies
Build upon and expand the community relationships which were developed as a part of, 1) The Better BART
education program, which educated the public during over 300 community meetings about the need for a
significant capital investment in the BART infrastructure, and 2) The Fleet of the Future Outreach Program, which
facilitated an interaction between BART and more than 35,000 community residents to design a more user-friendly
new fleet of BART rail cars. Going forward, we will continue our conversations with these constituencies, and
endeavor to deepen our relationships with youth, young adults, senior citizens, and families. BART staff will
continue to work with the public to develop and implement coalition and advocacy plans. We will deepen our
relationships with traditional allies and endeavor to forge new relationships with local, regional, state, and federal
officials, as well as with business, neighborhood, labor and social justice partners.
FOUR YEAR OUTLOOK

What milestones will be achieved in each of the next 4 years to move forward this Activity and support the Strategy?
No. FY17 FY18 FY19 FY20 BSP Goal
Homeless Community
FINANCIAL PLANNING
2991 Fully Fund SF Homeless
Outreach Team (SFHOT)
POLICE DEPARTMENT
2193 Define Approach to Enhance Implement Phase 1 to Enhance Evaluate & Implement Phase 2 Maintain Community Outreach
Community Outreach Efforts to Community Outreach Efforts to to Enhance Outreach Efforts to Efforts to Connect Homeless
Connect Homeless with Connect Homeless with Connect Homeless with with Outside Assistance
Outside Assistance Outside Assistance Outside Assistance
2662 Create a Reception Center at

16th St Station to Connect
People with San Francisco's
Navigation Center Services
TRANSPORTATION & SYSTEM SERVICE

808 Hire Counselor to Assist
Homeless Community
*Rows with blue fill and italicized text indicate SIs assigned by the GM/DGM in May, 2017.
*Rows with a yellow fill indicate planned SIs impacted by budget reductions.
10
*Rows with a red fill indicate planned SIs eliminated due to budget reductions.
BART Strategic Plan

Expand Community Relationships
COMMUNICATIONS
1047 Increase Strategic Social Media Increase Strategic Social Media Increase Strategic Social Media
Output by 10% Annually Output by 5% Annually Output by 5% Annually
GOVERNMENT & COMMUNITY RELATIONS

879 Educate Key Stakeholders &
Community on Proposed BART
Expansion to Livermore
880 Create & Execute a 10th

Anniversary Program to
Promote the Success of the
Summer Youth Tour Program
INDEPENDENT POLICE AUDITOR

393 Complete Research & Identify Implement Dispute Resolution
Alternatives for Dispute Mechanisms, as Appropriate
Resolution
POLICE DEPARTMENT
1271 Update the BPD Explorer Post
Youth Program
11
BART Strategic Plan

Activity #2: Increase Non-Fare Revenue
Explore and implement new methods of increasing non-fare revenue through strategic partnerships, static and
digital advertisement, commercial communications, and brand merchandising.
FOUR YEAR OUTLOOK

BUDGET
2992 Advance San Francisco
Transportation Task Force &
RM3 Strategies with Partners
CUSTOMER ACCESS
380 Plan Parking Fee Collection
Modernization Project
FINANCIAL PLANNING
328 Lead Strategic Fare Discussion
to Identify Option(s) for Further
Study
MARKETING & RESEARCH

861 Install Digital Screens at Powell
St. Station to Generate
Additional Advertising Revenue
864 Obtain Customer & Board Issue Request for Proposal Transition to New District
Input prior to Rebid of the (RFP) & Award New Contract Advertising Franchise After
District Advertising Franchise for District Advertising Award of New Contract
OCIO
2170 Create Enterprise Database of Implement CCRP Train to
Fiber Optic Mapping to Ground Wireless Network
Support Commercial
Communications Revenue
Program (CCRP)
12
BART Strategic Plan

Activity #3: Salesforce/Maximo Integration
Replicate, with our own SalesForce software, the See/Click/Fix Program model, to allow BART riders and the public
to more easily communicate complaints and concerns about the BART system. Develop a more transparent system
to keep riders informed about the status of their query.
FOUR YEAR OUTLOOK

CUSTOMER SERVICES
930 Investigate Opportunities to Implement Phase 1 of the "See- Evaluate & Implement Phase 2
Advance the "See-Click-Fix" Click-Fix" Program of the "See-Click-Fix" Program
Program
13
BART Strategic Plan

Activity #4: BART.gov Modernization
Update and enhance the BART.gov website to better engage the public, facilitate ease of use, provide useful
information and generate ongoing interest in BART. Focus on improving the functionality of the site and providing
content that is timely, accessible and understandable to the public.
FOUR YEAR OUTLOOK

COMMUNICATIONS
916 Plan the BART.gov Redesign to Implement the BART.gov
Improve Functionality & Redesign to Improve
Content (With OCIO) Functionality & Content (With
OCIO)
DISTRICT SECRETARY'S OFFICE

1669 Identify Opportunities to Implement Phase 1 of the Implement Phase 2 of the
Advance the Open Data Policy, Open Data Policy, Making Open Data Policy, Making
Making Public Facing Public Facing Documentation Public Facing Documentation
Documentation Readily Readily Available Readily Available
Available
OCIO
2159 Implement Enhancements to
BART.gov to Improve
Accessibility, Mobility,
Navigation, & Ease Of Use
POLICE DEPARTMENT
1283 Create Customer Survey Implement Customer Survey on Analyze Survey Results &
Instrument on BART Safety & BART Safety & Police Presence Establish Plan of Action
Police Presence via BART Watch App
14
BART Strategic Plan
Connect & Create Great Places FY17-FY20 WORK PLAN
OVERVIEW
Lead Department: Planning, Development & Supporting Departments: Customer Access/BART
Construction Police/Operations/Government & Community Relations
Preparer/Owner: V. Menotti
BART will Connect & Create Great Places by investing in transit-oriented development (TOD), access, and
placemaking enhancements at BART facilities and in surrounding neighborhoods. BART will lay the
groundwork for expanded TOD and Station Access programs and establish a strong pipeline of projects for
both. BART will continue to expand partnerships with local jurisdictions and community based
organizations to implement Plan Bay Area. BART will also enhance the sense of safety and place in station
areas through the Community-Based Policing and public art programs. Ultimately, these actions engage
the public, increase ridership, and enhance the sense of safety and cleanliness at stations through
activation of space.
1. Transit Oriented Development
2. Station Access Improvements
3. Community Based Policing
4. Station Cleanliness / Brightening
5. Placemaking (Art, Retail, Activation)
6. Enhance Capitol Corridor Customer Experience
15
BART Strategic Plan

Activity #1: Transit Oriented Development
BART will catalyze investment and density at and near BART stations through joint development projects, as well as
through partnership and engagement in land use planning and implementation efforts with local cities and other
organizations. Over the next four years, the focus of the TOD Program will be to lay the groundwork to accelerate
the pace and scale of quality TOD projects both on and off BART property. This will be completed through
coordinated work across the Real Estate & Property Development, Stations and Strategic Planning, and Government
& Community Relations groups.
FOUR YEAR OUTLOOK

Manage Resources Strategically to Support TOD

OFFICE OF CIVIL RIGHTS
1398 Increase Small Business Increase Small Business
Participation in Transit Oriented Participation in Transit Oriented
Development (TOD) Development (TOD)
PD&C: PLANNING
2344 Finalize TOD Business Practices Implement Changes to Pre- Ensure All New BART TOD Ensure All New BART TOD
& Guidelines to Clarify Roles & Solicitation & Ground Lease Projects Are Compliant with Projects Are Compliant with
Responsibilities Work with Stages to Clarify & Accelerate TOD Guidelines TOD Guidelines
Cities to Update & Refine PDA Process
Place Type Data
2091 Develop the Transit Oriented

Development (TOD) Policy to
Maximize the Impact of the
TOD Program
2345 Establish Priority Sites for Continue to Recalibrate Site Continue to Recalibrate Site
Future Solicitation Prioritization Data Based On Prioritization Data Based On
New Market, Policy Information New Market, Policy Information
2346 Identify Resource Needs to Systematize Grant Applications

Expand Pace & Scale of to Secure Resources for Critical
Development Needs
2347 Develop New Approach to Implement New Approach to

Engagement Across Real Estate, Engagement
Planning, & Government &
Community Relations
16
BART Strategic Plan

Support Transit-Oriented Districts
PD&C: PLANNING
2348 Support Planning Aligned with Support Station Area Planning
BARTS TOD Guidelines Aligned with BARTS TOD
(Adeline Corridor, Bay Fair Guidelines (Adeline Corridor,
BART, Downtown Walnut Bay Fair BART, Walnut Creek)
Creek, Isobel Avenue)
2349 Consolidation with Adjacent Work with Regional Partners to

Properties: Identify Develop Assembly & TOD
Opportunities for Assembly & Implementation Tools
TOD Strategies Extending
Beyond BARTS Property
2350 Other Implementation Tools: Launch Parking Management & Establish New Legislative
Develop Approach to Implementation Technical Priorities for Implementation
Supporting Cities with Parking Support Tools
Mgmt. & Other Critical
Implementation Needs
2351 Economic Development & Job Work with Regional Agencies Explore State Legislative
Creation: Develop Approach to to Find Resources to Advance Strategy to Encourage Job
Encourage Job Growth & BART Technical Support to Cities Growth Near Transit (E.G.
Ridership at Existing East Bay Aiding In Creation of Transit Innovation Zones, Tax Credits).
Job Centers Rich Job Centers
Increase Sustainable Transportation Choices

PD&C: PLANNING
2352 Interdepartmental Aid In Prioritization of Station Ongoing Coordination of
Coordination: Work with Access Improvements to Ensure Station Access Improvements
Planning/Access to Complete Improvements Maximize with Station Area Plans
Assessment of Needs From Station Area TOD
Existing Plans at Stations
2353 Engage Cities to Establish Place Continue Work with Cities to Continue Work with Cities to Ongoing Work with Cities to
Types Accurate to Envisioned Reduce Parking Requirements Reduce Parking Requirements Reduce Parking Requirements
Growth, & to Modify Parking & Update Station Area Plans & Update Station Area Plans & Update Station Area Plans
Requirements Accordingly
2354 Disseminate Completed TOD Evaluate New Joint Evaluate New Joint Evaluate New Joint
Guidelines to Cities & Development Projects Based Development Projects Based Development Projects Based
Developers, to Clarify BARTs On TOD Guidelines & On TOD Guidelines & On TOD Guidelines &
Expectations for High Quality Performance Targets Performance Targets Performance Targets
TOD
Investment In The Program

2358 Identify Investment Needs to Ongoing Legislative Action to Ongoing Legislative Action to Ongoing Legislative Action to
Expand The Program, & Address The TOD Programs Address The TOD Programs Address The TOD Programs
Integrate with State Legislative Needs & Priorities Needs & Priorities Needs & Priorities
Agenda
17
BART Strategic Plan

Investment In The Program
PD&C: PLANNING
2356 Advance Current Portfolio of Release Lake Merritt TOD
Joint Development Projects, Request for Qualifications (RFQ),
Adding: Lake Merritt, El Cerrito & Advance El Cerrito
Plaza, Balboa Park Plaza/Balboa Park Projects
2359 Complete Evaluation of Transit Explore Potential for EIFD in Explore Additional Value Explore Additional Value
Benefit Assessment District Partnership with Cities, MTC Capture Mechanisms & Needs Capture Mechanisms & Needs
Tool, & Explore Next Steps On
Other District-Based Financing
Mechanisms
2360 Develop BART TOD Investment Identify Remnant Parcels That Implement Investment Strategy Implement Investment Strategy
Strategy As Part of Land Use & BART Owns for Potential Sale & Provide Cost-Benefit Analysis & Provide Cost-Benefit Analysis
Affordable Housing Strategy to Generate Revenue to Board On Ongoing Basis to Board On Ongoing Basis
Invest Equitably
2362 Integrate Subsidy Needs Into Integrate Subsidy Needs Into Integrate Subsidy Needs Into
Legislative Agenda at State, Legislative Agenda at State, Legislative Agenda at State,
Federal Level Federal Level Federal Level
PD&C: PLANNING
2361 Complete Affordable Housing
Strategy to Identify Potential
Additional Affordable Housing
Subsidy Needs & Potential
Sources
2363 Work with Strategic Growth Work with Strategic Growth Work with Strategic Growth Work with Strategic Growth
Council & Housing & Council & Housing & Council & Housing & Council & Housing &
Community Development to Community Development to Community Development to Community Development to
Make AHSC Program Make AHSC Program Make AHSC Program Make AHSC Program
Supportive of BART TOD Supportive of BART TOD Supportive of BART TOD Supportive of BART TOD
2365 Work with Cities & Counties Work with Cities & Counties Work with Cities & Counties Work with Cities & Counties
that have Local Sources of that have Local Sources of that have Local Sources of that have Local Sources of
Funds for Affordable Housing Funds for Affordable Housing Funds for Affordable Housing Funds for Affordable Housing
to Invest In BART to Invest In BART to Invest In BART to Invest In BART
2364 Establish Seamless Process for Establish Seamless Process for Establish Seamless Process for Establish Seamless Process for
Coordinating BART Affordable Coordinating BART Affordable Coordinating BART Affordable Coordinating BART Affordable
Housing & Station Access Housing & Station Access Housing & Station Access Housing & Station Access
Needs Into AHSC Applications Needs Into AHSC Applications Needs Into AHSC Applications Needs Into AHSC Applications
18
BART Strategic Plan

Invest Equitably
PD&C: PLANNING
2993 Initiate Construction of the
Coliseum Transit Village
2366 Align Resources Across Public Align Resources Across Public Align Resources Across Public Align Resources Across Public
& Non-Profit Sectors & & Non-Profit Sectors & & Non-Profit Sectors & & Non-Profit Sectors &
Develop Joint Strategies for Develop Joint Strategies for Develop Joint Strategies for Develop Joint Strategies for
Production of Housing with Production of Housing with Production of Housing with Production of Housing with
TOD TOD TOD TOD
19
BART Strategic Plan

Activity #2: Station Access Improvements
Over the next four years, the Station Access Program will prioritize multimodal access to stations, focusing on
shifting riders to more sustainable modes, consistent with the Station Access Policy. Seek to improve walk/bike
access, increase per space occupancy of parking facilities, develop and implement access guidelines, and prepare
for greater utilization of intermodal facilities.
FOUR YEAR OUTLOOK

Station Access Program Development

PD&C: PLANNING
2391 Establish Performance Annual Assessment of Annual Assessment of Annual Assessment of
Measures, Including Mode- Performance Measures, Status Performance Measures, Status Performance Measures, Status
Share Targets, Refine 5-Year of Work Plan, & Refinement of of Work Plan, & Refinement of of Work Plan, & Refinement of
Work Plan & Develop Resource Resource Needs Resource Needs Resource Needs
Needs
2392 Develop Accelerated

Implementation Strategy for
Station Access Funds
Consistent with Measure RR
2394 Incorporate Access Policy in Ongoing Coordination Between Ongoing Coordination Between Ongoing Coordination Between
Daily Operations, Including BART & Local Partners BART & Local Partners BART & Local Partners
Ongoing Outreach &
Coordination Between BART &
Local Partners
755 Complete the Millbrae

Comprehensive Access Plan
Plan, Innovate, Partner Invest & Implement: Active Access

CUSTOMER ACCESS
967 Prepare Pedestrian & Bicycle Advance Design for Top Priority Advance Design for Top 2
(P&B) Analyses for 10 Stations P&B Project & Prepare P&B Priority P&B Projects & Prepare
Analyses for 2 Additional P&B Analyses for 3 Additional
Stations Stations
969 Prepare eBART Corridor Access Undertake Study & Develop

Study Plan for Brentwood Intermodal
20
BART Strategic Plan

CUSTOMER ACCESS
2397 Develop Marketing, Administer Ongoing Program Administer Ongoing Program
Information Sharing, &
Education Initiatives to
Advance Shift to Sustainable
Modes
972 Deploy Bike Capital Plans at Deploy Bike Capital Plans at Deploy Bike Capital Plans at Deploy Bike Capital Plans at
Concord, Pleasant Hill, & Lafayette, Lake Merritt, & San Leandro, & West Oakland & North
MacArthur including Expanding Berkeley including Expanding Dublin/Pleasanton including Berkeley including Expanding
Secure Bike Parking Secure Bike Parking Expanding Secure Bike Parking Secure Bike Parking
974 Develop 3rd Edition of the Bike Advance Top Priority Projects
Parking Capital Plan from 2017 Bike Program Capital
Plan
973 Complete Design of Stair Implement Stair Channels Implement Stair Channels Implement Stair Channels
Channels for Improved Bicycle Phase 1 Improved Bicycle Phase 2 Phase 3
Access Access
2401 Complete Universal Design Integrate Universal Design Integrate Universal Design Integrate Universal Design
Guidelines Guidelines with Accessibility Guidelines with Accessibility Guidelines with Accessibility
Improvement Program Improvement Program Improvement Program
971 Partner with Bay Area Bike Share Deploy Bay Area Bike Share
Partnership
977 Pilot Accessibility Evaluate Accessibility

Demonstration Projects Demonstration Projects
(Hearing Loop & Navigation (Hearing Loop & Navigation
System for Sight Impaired) System for Sight Impaired)
PD&C: PLANNING
2398 Partner with Local Cities & Implement Key Projects & Implement Key Projects & Implement Key Projects &
Agencies to Identify Funding Maintain Ongoing Partnerships Maintain Ongoing Partnerships Maintain Ongoing Partnerships
Opportunities & to Support
Local Initiatives Such As Vision
Zero & SR2S
2399 Advocate for Improved BART Advocate for Improved BART Advocate for Improved BART Advocate for Improved BART
Station Access In Station Area Station Access In Station Area Station Access In Station Area Station Access In Station Area
& Local Transportation Plans & Local Transportation Plans & Local Transportation Plans & Local Transportation Plans
21
BART Strategic Plan

PD&C: PLANNING
2400 Conduct Plan Review of Local Identify Funding, In Partnership Ongoing Implementation Ongoing Implementation
Adopted Specific & Area Plans with Local Agencies &
& Identify Projects to Pursue Implement Upgrades As
Funding Is Available
2071 Advance the BART Accessibility Complete the BART

Improvement Performance Plan Accessibility Improvement
Performance Plan
Plan, Innovate, Partner Invest & Implement: Shared Mobility Improvements

CUSTOMER ACCESS
2402 Develop Multimodal Access Update BART Facilities Complete Design for Pilot Ongoing Implementation
Design Guidelines Standards & Identify 1 Priority Intermodal Redesign & Identify
Station for Pilot Intermodal 4 Priority Stations for
Redesign Intermodal Redesigns
970 Develop Curb Management Implement Curb Management

Guidelines & Shuttle Guidelines & Shuttle
Management Guidelines / Management Guidelines /
Permit System Permit System
2403 Partner with Local Transit Implement Key Projects & Implement Key Projects & Implement Key Projects &
Agencies on Key Initiatives & Maintain Ongoing Partnerships Maintain Ongoing Partnerships Maintain Ongoing Partnerships
Use AC Transit/BART IIC As a
Model for New Partnerships
2404 Assess Results of AC/BART Joint Dependent On Study Outcome, Dependent On Study Outcome Dependent On Study Outcome
Fare Study Pilot, & Implement Implement Results of AC
Next Steps Transit/BART Joint Fare Study
Pilot
975 Pilot Updated Carpool Program
Plan, Innovate, Partner Invest & Implement: Drive & Park Improvements
CUSTOMER ACCESS
2405 Begin Roll-Out of Real-Time Perform Ongoing Evaluation & Perform Ongoing Evaluation & Perform Ongoing Evaluation &
Parking Information Refinement of Real-Time Refinement of Real-Time Refinement of Real-Time
Parking Program Parking Program Parking Program
22
BART Strategic Plan

Plan, Innovate, Partner Invest & Implement: Drive & Park Improvements
CUSTOMER ACCESS
2406 Parking & Traffic Code Update: Seek Board Adoption of Ongoing Implementation Ongoing Implementation
Develop New Code Proposal; Parking & Traffic Code Updates
Conduct Internal Outreach & Implement Marketing
Campaign
MAINTENANCE & ENGINEERING

1498 Perform Restriping of Customer Perform Restriping of Customer Perform Restriping of Customer
Facing Parking Lots & Repair Facing Parking Lots & Repair Facing Parking Lots & Repair
Signs (10) Signs (10) Signs (10)
PD&C: PLANNING
2407 Advance the Wayfinding & Complete Phase III of
Signage Improvement Project Wayfinding & Signage
Improvement Project
Manage & Assess

PD&C: PLANNING
2408 Distribute Progress Report to Deliver Progress Report to the Progress Report to the Board
the Board On the Station Board on the Station Access on the Station Access Program
Access Program Program & Progress Towards
Performance Targets
2409 Prepare for 2020 Station Profile Implement 2020 Station Profile
Survey Survey
23
BART Strategic Plan

Activity #3: Community Based Policing
Through analysis of crime statistics, high-crime stations will be identified patrol presence increased at those
locations to enhance Community Oriented Policing efforts. Likewise, additional patrols of train consists will be
conducted to increase visibility.
To further strengthen efforts to enhance the Departments Community Oriented Policing philosophy, personnel will
be provided Fair and Impartial Policing, and Crisis Intervention Team training. Additionally, the Community
Oriented Policing Unit will received increased support through the assignment of additional personnel as points of
contact for each zone.
FOUR YEAR OUTLOOK

PD&C: PLANNING
2990 Define Enforcement/Public
Safety Signage Plan
POLICE DEPARTMENT
2371 Expand The Community Expand COP Efforts to all Expand COP Efforts to all Expand COP Efforts to all
Oriented Policing (COP) Unit to Zones, Utilizing the CSO as the Zones, Utilizing the CSO as the Zones, Utilizing the CSO as the
1 Community Service Officer Point Person to Point Person to Point Person to
(CSO) Per Zone Organize/Evaluate Those Efforts Organize/Evaluate Those Efforts Organize/Evaluate Those Efforts
2367 Use Crime Analysis to Deploy Use Crime Analysis to Deploy Use Crime Analysis to Deploy Use Crime Analysis to Deploy
Extra Patrol Detail Officers to Extra Patrol Detail Officers to Extra Patrol Detail Officers to Extra Patrol Detail Officers to
the Top Five Part 1 Crime the Top Five Part 1 Crime the Top Five Part 1 Crime the Top Five Part 1 Crime
Problem Stations Problem Stations Problem Stations Problem Stations
2368 Increase Visibility on Trains by Maintain A High Level Of Maintain A High Level Of Maintain A High Level Of
Conducting a Minimum Of 6 Visibility Of Patrol Personnel Visibility Of Patrol Personnel Visibility Of Patrol Personnel
Random Train Sweep On Trains & Platforms During On Trains & Platforms During On Trains & Platforms During
Inspections per Officer & Shift Revenue Hours Revenue Hours Revenue Hours
2987 Investigate "No Loitering"

Ordinance
24
BART Strategic Plan

POLICE DEPARTMENT
2989 Address Drug Use Challenges at
Station Entrances
2192 Establish/Implement 6 "SARA" Establish/Implement 6 "SARA" Establish/Implement 6 "SARA" Establish/Implement 6 "SARA"

Models to Target Specific Models to Target Specific Models to Target Specific Models to Target Specific
Issues/Locations in need of BPD Issues/Locations in need of BPD Issues/Locations in need of Issues/Locations in need of
Focus Focus BPD Focus BPD Focus
2370 Provide Crisis Intervention Maintain Crisis Intervention Maintain Crisis Intervention Maintain Crisis Intervention
Team (CIT) Training To All Team (CIT) Training For All Team (CIT) Training For All Team (CIT) Training For All
Personnel Personnel Personnel Personnel
2369 Provide Fair & Impartial Maintain Fair & Impartial Maintain Fair & Impartial Maintain Fair & Impartial
Training To All Personnel Training For All Personnel Training For All Personnel Training For All Personnel
25
BART Strategic Plan

Activity #4: Station Cleanliness / Brightening
BART will continue to address deferred maintenance in stations through the station brightening program, through
which BART staff and contractors deep clean, paint, and repair basic components of the stations. The stations have
been ranked based on demand/ridership, need and coordination with key BART projects/events. Where possible,
BART continues to seek systemic improvements to address chronic cleanliness issues, including exploring
redesigning restrooms in underground stations to safely reopen these facilities; replacing flooring in escalators;
replacing pigeon abatement netting; and exploring innovative approaches to deterring vandalism. BART is installing
gates at the top of the Market Street stairwells in FY17. These gates have already proven to enhance station
cleanliness by freeing up systems service workers to reduce the number of needed morning stairwell cleanings and
focus their time in the stations. For more on these gates and upcoming canopies, please see the Fix, Maintain &
Modernize strategy.
FOUR YEAR OUTLOOK


2425 Provide Station Pigeon
Abatement Where Possible to
Advance Station Cleanliness
PD&C: PLANNING
2426 Apply Additional Department Apply Additional Department Apply Additional Department
Resources to Continue the Resources to Continue the Resources to Continue the
Station Brightening Program Station Brightening Program Station Brightening Program
2110 Plan & Implement a Pilot to

Reopen Underground
Restrooms

2469 Evaluate the Need for 4 new
Scrub Crews Dedicated to
Downtown SF Stations
2988 Investigate use of SFMTA

Private Security Contract
26
BART Strategic Plan

Activity #5: Placemaking (Art, Retail, Activation)
Through its art program, retail program, and other partnerships and initiatives, BART will seek to elevate the unique
identify of each station, and the overall perception of the BART experience in support of key goals such as
enhanced perception of safety and reduced incidents of vandalism, greater community relations, and increased off-
peak ridership. These placemaking initiatives are intended to work in conjunction with the TOD, Station
Modernization, and Customer Access initiatives. As the programs mature, BART will seek to build creative
partnerships with community organizations and businesses to leverage and support local initiatives.
FOUR YEAR OUTLOOK

Art in Transit Program

PD&C: PLANNING
2416 Complete Art Master Plan, Implement Recommendations Implement Recommendations Implement Recommendations
Identify Funding Sources for from Art Master Plan Including from Art Master Plan Including from Art Master Plan Including
Program, & Develop Integration of Art Into Visible Integration of Art Into Visible Integration of Art Into Visible
Procedures & Guidelines for Art BART Facilities BART Facilities BART Facilities
Program Implementation
2417 Ongoing Fabrication Of Art for Perform Installation Of 3 Develop Partnership Continue & Expand Partnership
Station Modernization Station Modernization Artworks Opportunities for Permanent & Program Throughout District
Temporary Projects
2418 Ongoing Work to Integrate Art Initiate Documentation, Continue Conservation & Continue Conservation &
Into Improvements On Visible Cataloguing, Conservation, & Maintenance Of Existing Art Maintenance Of Existing Art
BART Facilities Maintenance Of Existing Art Collection Collection
Collection
2419 Pilot Projects for Partnerships & Initiate Community Access & Collaborate With VTA to Ensure Implement Expanded
Temporary Art Engagement Through Art SVBX Includes Art Marketing Of The Art Program
Program Programming to All New & Collection As A
Stations BART/Community Asset
759 Complete the Art Program

Implementation Plan
27
BART Strategic Plan

Station Retail & Activation
PD&C: PLANNING
2420 Address Issues With Pilot Retail Re-Evaluate & Establish Vision Establish New Station Retail Ongoing Work to Ensure Retail
Facilities & Goals for BART's Retail Partnerships Program Meets BARTs Needs
Program
2421 Establish Other Station Implement Strategic Activation Implement Strategic Activation
Activation Programs Through of BART Public Spaces at Select of BART Public Spaces at
TOD Program Work Plan (EG Stations Additional Select Stations
Farmers Markets, Off The Grid,
Performance Art)
28
BART Strategic Plan

Activity #6: Enhance Capitol Corridor Customer Experience
Capitol Corridor will continue to improve signage with information, and safety and security improvements at
stations, to improve the customer experience.
FOUR YEAR OUTLOOK

CAPITOL CORRIDOR
547 Complete Design of the Station
Information Sign System
Improvement Project
545 Complete Lighting & Camera

Improvements at Auburn
Station
544 Install Richmond Train

Approach Indicator & Parking
Validator
29
BART Strategic Plan
Advance Sustainability FY17-FY20 WORK PLAN
OVERVIEW
Lead Department: Planning, Development & Supporting Departments: Operations/OCIO
Construction
Preparer/Owner: V. Menotti
BART will continuously pursue opportunities to improve sustainability focusing on ongoing reductions of
the environmental footprint of BART and the Bay Area. Specifically, the BART Sustainability team will focus
on opportunities to conserve energy and reduce our greenhouse gas emissions, reduce waste generation,
conserve water, and adapt to climate changes. BARTs efforts will align with its Sustainability Policy and
follow best practices on sustainability from the transit industry.
1. Integrate Sustainability into BART Processes
2. Energy Efficiency, Shift Energy Portfolio To Zero/Low Carbon And Renewable Sources
3. Waste Reduction/Recycling
4. Water Conservation
5. Climate Change & Extreme Weather Adaptation
30
BART Strategic Plan

Activity #1: Integrate Sustainability into BART Processes
This activity focuses on integrating the actions identified and prioritized in the Sustainability Action Plan (to be
finalized fourth quarter of FY2016-2017) into the work plans and day-to-day practices of the responsible
groups/divisions District-wide. The Sustainability Group will lead the effort to develop the processes and
technology to track the District's achievements towards the Sustainability goals identified in the Plan.
The Sustainability Group will work with Operations, Sustainability Executive Steering Committee, Strategic Plan
Implementation Team, Marketing (on the Annual Sustainability Report), CLEAN/Green Team, and others throughout
the organization to ensure sustainability is integrated into many parts of the Districts work.
FOUR YEAR OUTLOOK

Sustainability Policy
PD&C: PLANNING
2452 Review 2003/Current
Sustainability Policy; Take to
Board to Request Adoption
Sustainability Action Plan

PD&C: PLANNING
2060 Publish First Annual Publish Sustainability Report
Sustainability Report (Ongoing)
(w/Support from Marketing)
Internal Integration
PD&C: PLANNING
2573 Establish Employee Review & Modify CLEAN/Green
Sustainability Awareness Team Employee Outreach
Program (CLEAN/Green Team) Activities
External Leadership
PD&C: PLANNING
2463 External Sustainability
Leadership (Participation in
APTA, CTA, & Coordination
with Relevant Agencies)
(Ongoing)
31
BART Strategic Plan

Activity #2: Energy Efficiency, Shift Energy Portfolio To Zero/Low Carbon
And Renewable Sources
This activity focuses on reducing BART and the Bay Areas greenhouse gas (GHG) emissions by a) shifting our
energy portfolio to cleaner sources b) reducing the amount of electricity BART purchases and c) providing a cleaner
mode of access to BART patrons. Given BARTs unique electricity regulatory rules, BART is well positioned to
effectively contribute to Californias important GHG reduction and renewable energy goals.
The Sustainability Group needs support from/funding for Operations and others to identify ways BART can
implement on-site solar, energy storage, EV charging, lighting and sub-metering projects. In addition funding and
potentially additional staff may be needed to build a pilot energy storage project, additional EV charging projects
and additional on-site solar projects.
FOUR YEAR OUTLOOK

Electricity Transmission & Distribution

PD&C: PLANNING
2062 Renegotiate PG&E
Transmission & Distribution
Contracts that Expire 12/31/16
& Implement New Contracts
Electricity Procurement
PD&C: PLANNING
2446 Develop Energy Policy for Develop Strategic Energy Plan
Board Consideration
2064 Implement On-Site Solar Implement On-Site Solar

Energy at Lafayette Energy at eBART, Hayward
Maintenance Complex (HMC),
& Define Other Locations
2450 Enter Into New Wholesale/Off- Implement Long Term

Site Electricity Contracts to Procurement Contracts for
Increase Our Low/No Carbon & Wholesale/Off-Site Electricity
Renewable Energy Procurement to Increase Renewable Energy
for FY19 & Beyond
32
BART Strategic Plan

Electricity Procurement
PD&C: PLANNING
2985 Adopt a Low Carbon Fuel
Standard Policy
Energy Efficiency
PD&C: PLANNING
2447 Work Cross Functionally to Implement Energy Efficiency Evaluate & Implement Lighting Implement Lighting Strategy at
Define Energy Efficiency Lighting Strategy at 3-4 Stations Strategy at an Additional 3-4 3-4 Additional Stations
Lighting Strategy & Stations
Procurement Strategy
2458 Investigate Breakdown of Define & Implement Phase 1 Evaluate Phase 1 of In-Station
Energy Use Inside Stations as for In-Station Energy Energy Conservation Program
Basis of Comparison for Future Conservation Program & Consider Next Steps
Improvements
Electric Vehicle Charging Stations

PD&C: PLANNING
2457 Implement Electric Vehicle Evaluate Warm Springs EV Pilot Implement Next Steps Based
Charging Stations at Warm Project & Define next steps on Evaluation of Pilot Project
Springs Station
2574 Develop Electric Vehicle

Charging Policy
Energy Storage
PD&C: PLANNING
2459 Investigate Options for Station Define Pilot Energy Storage Implement Pilot Energy Evaluate Pilot Energy Storage
& Wayside Energy Storage Project Storage Project Project & Define Next Steps
33
BART Strategic Plan

Activity #3: Waste Reduction/Recycling
This activity focuses on efficiently managing our waste stream and diverting waste away from landfills by creating
robust and successful recycling programs at our stations, shops, yards and employee offices.
The Sustainability Group will work with other departments on waste reduction and recycling. The participation of
Operations in the trash audit is needed to ensure the findings are useful. In addition, the Sustainability Group will
need support from/funding for Operations in the next pilot recycling project, and in future shop and yard recycling
programs.
FOUR YEAR OUTLOOK

PD&C: PLANNING
2065 Audit Existing Trash & Pilot Project Procuring & Monitor & Evaluate
Recycling Receptacles at Implementing Trash & Effectiveness of Trash &
Stations Recycling Receptacles Recycling Receptacles to
Determine Next Steps
2066 Initiate Improved Recycling at Implement Improved Recycling

Shops & Yards & Develop at BART Administrative Offices
Employee Engagement & Develop Employee
Strategies Engagement Strategies
34
BART Strategic Plan

Activity #4: Water Conservation
This activity focuses on reducing and reusing BARTs water supply. By upgrading our water infrastructure (e.g. in
employee break rooms) and by directly reducing our use of water (e.g. train washing), BART can help reduce the
impacts of the drought in California.
The Sustainability Group needs support of departments with the technical capabilities and in-depth knowledge of
BARTs facilities to implement these projects. Additional support from OCIO is needed to ensure TriRiga fits the
needs of the data tracking, and to evaluate TriRiga and next steps. Support from/funding for Operations is required
to investigate water use and implement conservation projects.
FOUR YEAR OUTLOOK

PD&C: PLANNING
2059 Pilot TriRiga Data Tracking Evaluate TriRiga Pilot (w/OCIO
Software for Water (w/OCIO Support)
Support)
2465 Evaluate Water Use Reduction

Strategies for Train Washing
2575 Investigate/Address High Water Initiate Partnerships with Define & Implement Phase 1 of Review Phase 1 of Water
Consumption at Stations Additional Water Districts to Program to Reduce Water Consumption Program; Define
(Ongoing) Audit Water Use & Secure Consumption at Stations & Begin Implementation of
Outside Funding as Feasible Phase 2
2057 Integrate Water Conservation

into Facility Modernization
(Including Station
Modernization Project & HMC)
(Ongoing)
35
BART Strategic Plan

Activity #5: Climate Change & Extreme Weather Adaptation
This activity responds to potential disruptions caused by climate change and extreme weather impacts including
water-related (sea-level rise, heavy downpours, floods), extreme temperatures, and wildfires. Through collaboration
with the Office of the District Architect (ODA), this activity aims to build resilience into projects to ensure BART is
prepared for disturbances most likely to happen in the future and implement hazard mitigation strategies that
contribute to community safety.
Note: Implementation of the Local Hazard Mitigation Plan (LHMP) will be performed in conjunction with the Fix,
Maintain, and Modernize Work Plan, Earthquake Safety Program, and Water Conservation (Activity 4 of this plan).
FOUR YEAR OUTLOOK

PD&C: PLANNING
2454 Develop Water-Related Climate Continue Vulnerability & Risk Conduct Vulnerability Develop Adaptation
Adaptation Plan for Train Assessment of Water-Related Assessment of Extreme Strategies/Design Criteria for
Control to be Integrated into Issues of other Critical Assets & Temperature/Wildfire Critical All Extreme Climate Issues of
BFS (Led by ODA) Develop Adaptation Strategies Assets (Led by ODA) other Operations-Critical Assets
(Led by ODA) (Led by ODA)
2455 Update/Adopt Local Hazard Seek Funding through FEMA

Mitigation Plan (LHMP) & Pre-Disaster Mitigation Grants
Incorporate Sea Level Rise Program & Others to Support
Hazard (w/ODA) Mitigation (w/Grants & ODA)
36
BART Strategic Plan
Expand Capacity, Manage Demand FY17-FY20 WORK PLAN
OVERVIEW
Lead Department: Operations Supporting Departments: All
Preparer/Owner: P. Oversier/V. Menotti/D. Kutrosky
BART is engaged in a wide range of activities to address BARTs peak period, peak direction capacity
constraints, and to increase BARTs reach to more of the Bay Area. This strategy includes improvements to
capacity at the core of the BART system through ongoing investment in the Big 3: fleet expansion,
expansion of the Hayward Maintenance Complex and train control modernization. BART will also explore
innovative, non-capital approaches to managing demand to relieve crowding by encouraging travel at
other times of day.
The next four years will see the culmination of years of work on three expansion projects when the Warm
Springs Extension (2017), eBART, and BART to Silicon Valley Phase I extensions open. BART will continue to
study options to serve a larger geography in Alameda, Contra Costa and San Francisco Counties through
possible future expansions and/or improvements to other modes of access. The Capitol Corridor will
similarly work to update its infrastructure to meet significant increases in demand.
1. Modernize BART Infrastructure to Meet Demand
2. Expansion Projects
3. Manage Parking Efficiently
4. Innovations to Support Ridership
5. Fleet Management
6. Modernize Capitol Corridor Infrastructure to Meet Demand
37
BART Strategic Plan

Activity #1: Modernize BART Infrastructure to Meet Demand
BART will improve core capacity on the system and at stations through a variety of infrastructure improvements that
will increase peak transbay throughput on BART as well as address platform crowding. This work will primarily focus
on securing funds to complete the Big 3 projects: a fleet expanded beyond the 775 funded replacement train cars,
additional space and equipment to store and maintain the expanded fleet at the Hayward Maintenance Complex
(HMC), and replacement of the train control system. These projects are included in a proposed grant application to
the Federal Transit Administration and BART is seeking other funds for these projects as well. For train control
projects, please refer to the Fix, Maintain & Modernize strategy.
FOUR YEAR OUTLOOK

Core Capacity
PD&C: PLANNING
756 Advance the Development Enter Engineering Phase of the
Phase of the FTA Core Capacity FTA Core Capacity Program
Program
757 Complete the MTC-Led Core

Capacity Project
758 Complete the Platform Screen Initiate Platform Screen Door Evaluate Platform Screen Door
Door Study Pilot Project Pilot Project, Consider Further
Implementation
POLICE DEPARTMENT
1262 Perform CALEA Internal Self Commission a CALEA External Obtain CALEA Accreditation
Assessment Mock Assessment
Hayward Maintenance Complex

OCIO
2142 Perform HMC RAMSTAR
Integration
38
BART Strategic Plan

OCIO
2133 Integrate HMC Wheel Press
PD&C: CONSTRUCTION
2983 Advance Construction of Phase Advance Construction of Phase Advance Construction of Phase
1 of the Hayward Maintenance 2 of the Hayward Maintenance 3 of the Hayward Maintenance
Complex Program Complex Program Complex Program (Continues
Beyond 2020)
1705 Design the Hayward Award Primary Contract for the Begin Construction of the HMC
Maintenance Complex (HMC) HMC Vehicle Overhaul Shop Vehicle Overhaul Shop
Vehicle Overhaul Shop
1701 Perform Substantial Complete Construction of &

Completion of HMC Track Commence Operations at the
Works HMC Track Works
1703 Design the HMC Central Award Primary Contract for the Begin Construction of the HMC Commission Operation of HMC
Warehouse Construction of the HMC Central Warehouse Central Warehouse
Central Warehouse
1704 Design HMC Non Revenue Award Primary Contract for the Begin Construction of the HMC
Vehicle Shop HMC Non Revenue Vehicle Non Revenue Vehicle Shop
Shop
1702 Continue Construction of the Complete Construction of the Commence Maintenance

HMC Component Repair Shop HMC Component Repair Shop Operations at HMC
Component Repair Shop
ROLLING STOCK & SHOPS

661 Continue Administration & Opening & Staffing of HMC
Commissioning of the Hayward Truck Shop, Component Repair
Maintenance Complex (HMC) Shop, and Expanded Primary
Program Shop
662 Continue the Procurement of Continue the Procurement of Continue the Procurement of Continue the Procurement of
HMC Tools & Equipment as HMC Tools & Equipment as HMC Tools & Equipment as HMC Tools & Equipment as
Needs Increase Needs Increase Needs Increase Needs Increase
39
BART Strategic Plan

817 Administer the Hayward Test Administer the Hayward Test
Track Program Track Program
40
BART Strategic Plan

Activity #2: Expansion Projects
The next four years will see the culmination of years of work on three extension projects when the Warm Springs
Extension (2017), eBART, and BART to Silicon Valley Phase I extensions open. BART will continue to study options to
serve a larger geography in Alameda, Contra Costa and San Francisco Counties through possible future expansions
of service. Additionally, critical BART services and facilities will needed to grow to continue to address BARTs need
in light of recent rapid growth in ridership and forthcoming growth in service, including new police facilities, train
emergency personnel and first responders, and the overall BART operations at Lakeside.
FOUR YEAR OUTLOOK

BART System Expansion Projects

HUMAN RESOURCES
2977 Support the Hiring Plan for
Measure RR
2975 Support System Expansion Complete 100% of Recruitment

through the Recruitment of 20 for eBART
FTEs for the new eBART
Extension
2976 Support System Expansion Complete 100% of Recruitment

through the Recruitment of 25 for SVBX
FTEs for the new SVBX
Extension
OAC & eBART

561 Obtain CPUC Approval for
eBART Operations
560 Publish Proposed Operational

Performance Standards for
Extensions
41
BART Strategic Plan

BART System Expansion Projects
PD&C: CONSTRUCTION
1695 Complete Construction of the Commence Revenue Service at
eBART Extension the eBART Extension & Close
out the Project
1696 Complete Testing & Begin Closeout the Warm Springs

Revenue Operations at the Capital Project
Warm Springs Extension
1698 Support Testing at the SVBX Execute O&M agreement with

Extension VTA, & Begin Revenue
Operations at the SVBX
Extension
2984 Define SVSX Tunnel Boring

Methodology
PD&C: PLANNING
1697 Update Irvington Site Plan & Acquire Funding for
Environmental Process, & Construction of the Irvington
Develop a Station Area Plan Extension
SYSTEM SAFETY
1232 Environmental Compliance Environmental Compliance
Procedures for Extensions - Procedures for Extensions -
Phase 1 Phase 2
1222 Train Emergency Personnel & Train Emergency Personnel & Train Emergency Personnel &
First Responders For Warm First Responders For eBART First Responders For SVBX
Springs Opening Opening Opening

807 Begin Onboarding Additional Complete Onboarding
Staff to Support Expansion to Additional Staff to Support
Silicon Valley Expansion to Silicon Valley
42
BART Strategic Plan

Future BART Expansion Infrastructure
PD&C: PLANNING
2986 Initiate Interagency Study of
Second Transbay Tube
753 Complete the Interstate 80

Transit Study
752 Release the Draft

Environmental Impact Report
for Livermore & Define Locally
Preferred Alternative
BART Facilities Planning

PD&C: PLANNING
2092 Perform a Needs Assessment to
Identify Future BART HQ Plans
2095 Complete MET Building Plan & Begin MET Building Complete MET Building
Acquisition Activities Improvements Improvements
POLICE DEPARTMENT
1256 Complete Relocation of BPD
Headquarters to MET Building
43
BART Strategic Plan

Activity #3: Manage Parking Efficiently
Management of parking is a critical component to ensuring that BART service can be accessed by patrons who do
not live in a location where they can walk, bike and take transit. BART is engaged in various approaches to
expanding the supply of parking that is available to patrons and increasing the hours of parking availability, without
sacrificing potential for transit-oriented development or community walkability. For other types of access
improvements please refer to the Connect & Create Great Places work plan.
FOUR YEAR OUTLOOK

CUSTOMER ACCESS
379 Propose New Daily Parking Fee Implement New Daily Fee
Policy for Board Consideration Parking Program
383 Explore Opportunities for Off- Implement Off-Property

Property Parking Program Parking Program Where
Appropriate
976 Design & Implement Parking Implement Parking Expansion Complete Parking Expansion
Expansion Plan at Dublin Plan at Dublin Pleasanton & Plan at Dublin Pleasanton &
Pleasanton & Pittsburg Bay Pittsburg Bay Point - Phase 2 Pittsburg Bay Point
Point - Phase 1
PD&C: PLANNING
754 Prepare Dublin / Pleasanton
Garage Expansion California
Environmental Quality Act
(CEQA) Addendum
44
BART Strategic Plan

Activity #4: Innovations to Support Ridership
BART is continuing to explore programmatic and other non-infrastructure ways to manage demand by spreading
ridership outside of the peak period, reducing delays through improved response time to emergencies, and
modernizing train schedule processes where feasible.
FOUR YEAR OUTLOOK

Ridership Retention
OPERATIONS PLANNING
952 Identify Technological Solutions
to Modernize Train Schedule
Processes
PD&C: PLANNING
751 Complete the BART Perks Pilot Evaluate BART Perks Pilot Data
& Define Next Steps

651 Reduce Mainline Incident Evaluate & Monitor Incident Continue Evaluation & Continue Evaluation &
Response Time Response Time & Implement Improvement of Mainline Improvement of Mainline
Additional Improvements Response Time Response Time (Continues
where Possible Beyond 2020)

2467 Evaluate Improvements to Finalize & Implement an
Platform Safety & Crowd Embarcadero Crowd
Management During Commute Management Plan (ECMP) that
Hours at Embarcadero Station includes Platform Safety
Monitors
806 Provide Stand-By Emergency & Provide Stand-By Emergency & Provide Stand-By Emergency &
Life Support Service During Life Support Service During Life Support Service During
Commute Hours Commute Hours Commute Hours
45
BART Strategic Plan

Ridership Growth
1496 Provide Marketing & Provide Marketing & Provide Marketing &
Community Activity Support Community Activity Support Community Activity Support
(1,740 Hrs) (1,740 Hrs) (1,740 Hrs)

863 Perform Customer Research on Perform Customer Research on
Seating Reconfiguration, App-Based Rideshare Impact &
Bicycle Policy, & Perks Transbay Tube Seismic Work
Mitigation
862 Perform BARTable Focus Launch BARTable 2.0 Website Perform a Return on
Groups & Test Licensing Investment (ROI) Study to
Strategy to Increase Off-Peak Assess the Impacts of the
Ridership & Revenue BARTable Program
1687 Distribute 24K Serialized Tickets Distribute 200K Serialized

to Evaluate the ROI for Tickets to Evaluate the ROI for
Promotional Ticket Giveaways Promotional Ticket Giveaways
46
BART Strategic Plan

Activity #5: Fleet Management
BART will be bringing the new rail cars into operating service over the next four years (and beyond), and will be
completing a number of improvements to fleet maintenance to improve fleet availability, reduce noise, improve
cleanliness and generally manage the fleet in a way that improves capacity. As BART expands the fleet, system and
facilities, the maturation and expansion of the Strategic Maintenance Plan (SMP) Program will ensure efficiencies
and allow for strategic and smart labor growth within and beyond the next four years. The implemented efficiencies
will ensure that future growth is managed appropriately and will allow for the target service delivery to be achieved.
FOUR YEAR OUTLOOK

Fleet Management Improvements

OCIO
2148 Implement New Car Processes

649 Develop Plan for Scheduled Implement Plan for Scheduled
Thorough Cleaning Of Rail Cars Thorough Cleaning Of Rail Cars
655 Expand RS&S Strategic Expand RS&S Strategic Expand RS&S Strategic Expand RS&S Strategic
Maintenance Plan to all Maintenance Plan to all Maintenance Plan to all Maintenance Plan to all
Facilities, Fleet, & Work Facilities, Fleet, & Work Facilities, Fleet, & Work Facilities, Fleet, & Work
Activities Activities Activities Activities (Continues Beyond
2020)
663 Develop the new RS&S Implement the new RS&S Monitor & Evaluate the new
Facilities Maintenance Plan Facilities Maintenance Plan RS&S Facilities Maintenance
Plan
664 Develop the new RS&S Shop Implement the new RS&S Shop Monitor & Refine the new
Equipment Maintenance Plan Equipment Maintenance Plan RS&S Shop Equipment
Maintenance Plan
47
BART Strategic Plan

Fleet Management Improvements
656 Develop the RS&S Utility Fleet Implement Phase 1 of RS&S
Program to Transport BART Utility Fleet Program
Assets via Rail Districtwide (Continues Beyond 2020)
New Rail Car Integration

2982 Define Procurement Strategy for Order 306 New Rail Cars
306 New Rail Cars
654 Place New Rail Cars into Place up to 70 New Rail Cars Place up to 206 Additional New Place up to 192 Additional New
Revenue Service into Revenue Service Rail Cars into Revenue Service Rail Cars into Revenue Service
(Continues Beyond 2020)
652 Develop the Scope of Work for Develop the Scope of Work for Implement a 10 Car Pilot Implement the Plan to
Decommissioning of Rail Cars Decommissioning of Rail Cars Program to Decommission Rail Decommission Rail Cars on a
Cars Larger Scale (Continues Beyond
2020)
653 Develop the Contingency Fleet Implement Phase 1 of the Evaluate Phase 1 & Begin
Plan Program Contingency Fleet Plan Program Implementation of Phase 2 of
the Contingency Fleet Plan
Program (Continues Beyond
2020)
650 Develop the New Rail Car Implement the New Fleet Evaluate & Refine the New Evaluate & Refine the New
Graffiti Task Force for the Entire Graffiti Task Force Program for Fleet Graffiti Task Force Fleet Graffiti Task Force
Fleet the Entire Fleet Program Program (Continues Beyond
2020)
48
BART Strategic Plan

Activity #6: Modernize Capitol Corridor Infrastructure to Meet Demand
Capitol Corridor will be completing a number of improvements to expand capacity at stations and on trains, and to
improve travel time in a way that can encourage demand.
FOUR YEAR OUTLOOK

CAPITOL CORRIDOR
542 Develop the On Board Install the On Board PIS
Passenger Information System
(PIS)
539 Continue Sacramento to Continue Sacramento to Complete Sacramento to

Roseville Construction Phase 1A Roseville Construction Phase 1A Roseville Construction Phase 1A
549 Complete Fairfield/Vacaville

Station Construction
548 Complete New Rolling Stock Complete New Rolling Stock Complete New Rolling Stock
Project Phase 1 to Procure Project Phase 2 of Additional Project Phase 3 of Additional
Additional Locomotives Locomotives Cars
540 Complete Phase 4 of the Track

Maintenance Upgrades &
Enhancement Project
543 Complete Travel Time Savings

Project
546 Complete Standby Power

System Construction at Auburn
Station
49
BART Strategic Plan

CAPITOL CORRIDOR
541 Complete Bike Storage
Expansion Program
50
BART Strategic Plan
Fix, Maintain, & Modernize FY17-FY20 WORK PLAN
OVERVIEW
Lead Department: Operations Supporting Departments: All
Preparer/Owner: P. Oversier
In the Fix, Maintain & Modernize Work Plan, BART is continuing its ongoing efforts to ensure that existing
facilities can operate with minimal failures, and utilizing modern technology and equipment. This work will
be greatly enhanced by Measure RR funds. Over the period from 2016 to 2020 BARTs focus will be to
enhance safety of passengers and employees through efforts such as the Earthquake Safety Program, track
rehabilitation and replacement, traction power improvements, fire suppression upgrades, and various other
efforts to eliminate potential incidents in the operating envelope. Work on the new Transit Operations
Facility and the Train Control System will enable BART to operate both existing and new lines more
effectively. Other state of good repair initiatives will help prevent future system failures by addressing
degradation of BARTs electrical systems, water leakage, and structural and erosion issues.
1. Complete Earthquake Safety Program
2. Design & Complete New Transit Operations Facility
3. Implement New Train Control System
4. Federal Stormwater Environmental Compliance (MS4)
5. Modernize Customer-Facing Station Infrastructure
6. Fare Evasion Suppression
7. Safety Upgrades for Employees & Infrastructure
8. Track Rehabilitation & Replacement
9. Improvements to the Traction Power System
10. State of Good Repair Initiatives
51
BART Strategic Plan

Activity #1: Complete Earthquake Safety Program
Much of the work programmed in the 2004 BART Earthquake Safety Bond (Proposition AA) has been successfully
completed. In FY2017-2020, BART will be initiating the final stage of the funded program: retrofit of the Transbay
Tube (TBT) to withstand a 1,000 year earthquake. In late 2016 BART awarded the contract for the TBT retrofit, and
this program will continue through 2022.
Additional funding options will be explored to retrofit the Berkeley Hills Tunnel.
FOUR YEAR OUTLOOK

PD&C: CONSTRUCTION
1700 Award the Contract for the Initiate 5:00AM Opening & TBT Continue the TBT Earthquake Continue the TBT Earthquake
Transbay Tube (TBT) Earthquake Safety Retrofit Safety Retrofit Project Safety Retrofit Project
Earthquake Safety Retrofit Project (Continues Through FY22)
Project
1699 Continue Ongoing Non- Complete All Ongoing Non-

Transbay Tube Earthquake Transbay Tube Earthquake
Safety Program Projects Safety Program Projects
52
BART Strategic Plan

Activity #2: Design & Complete New Transit Operations Facility
A new Transit Operations Facility (TOF) is needed to accommodate the Silicon Valley Extension, and any other future
potential extensions. The new facility will provide BART with a resilient, state of the art, and high functioning TOF to
replace the current facility which is undersized and over 40 years old.
FOUR YEAR OUTLOOK

PD&C: CONSTRUCTION
1707 Select Site for & Design the Complete 65% Conceptual
Transit Operations Facility (TOF) Design of the Transit
Project Operations Facility (TOF) Project
53
BART Strategic Plan

Activity #3: Implement New Train Control System
BARTs Train Control Modernization Program (TCMP) is a key component of its ongoing capital program, which
includes major investments in a new fleet of rail cars, a state-of-the-art repair facility in Hayward, California, and a
power supply refurbishment program, among others.
While state of the art automated train control system when BART began service in 1972 the existing train control
equipment is now nearly 45 years old. That equipment is no longer supported by the industry, printed circuit are
difficult to repair and wiring to train control rooms and wayside facilities has become brittle. The equipment is
vulnerable to breakdowns and now regularly accounts for 15% to 20% of all train delays. Over the past 25 years the
BART system has been extended to Pittsburgh, Dublin and Millbrae so there is now a mix of more modern train
control equipment, some more reliable than others.
The new CBTC system will provide shorter headways, lower maintenance costs (due to less field equipment), greater
operational flexibility, enhanced safety (due to reduced requirements for human access to trackside equipment,
more precise tracking of trains and maintenance vehicles), smoother and more predictable operation, and improved
reliability and availability.
FOUR YEAR OUTLOOK

PD&C: CONSTRUCTION
1708 Issue the Request for Proposals Advertise & Evaluate RFQ/RFP Award the Primary Contract for Train Control Modernization
(RFP) for the Train Control for Primary Contract for the the Train Control Project Construction Phase 1
Modernization Project Train Control Modernization Modernization Project
Project
54
BART Strategic Plan

Activity #4: Federal Stormwater Environmental Compliance (MS4)
As part of the implementation of the Clean Water Act, the Environmental Protection Agency regulates Municipal
Separate Storm Sewer Systems (MS4). New regulations require BART to reduce waste and improve the stormwater
discharge filtration system. BART will be addressing these requirements in FY17 and 18.
For other Sustainability efforts, please see Advance Sustainability work plan.
FOUR YEAR OUTLOOK


1674 Complete Plan for Installation Finalize Plan & Begin Continue Installation of Continue Installation of
of Stormwater Discharge Installation of Stormwater Stormwater Discharge Filtration Stormwater Discharge Filtration
Filtration System to Meet MS4 Discharge Filtration System System System
Requirements

1397 Implement Prop 84/MS4 Labor
Compliance
SYSTEM SAFETY
1234 Develop Trash Reduction &
Control Plans to Define Needs
to Meet New MS4
Requirements
55
BART Strategic Plan

Activity #5: Modernize Customer-Facing Station Infrastructure
BART is improving customer-facing station infrastructure, including ticket vending machines (TVMs), platform
destination signs, elevators and escalators, and hardening against fare evasion. Improvements occur both on a
station-by-station basis through the Station Modernization program, and systemically as BART addresses individual
types of assets such as pigeon abatement screening, TVMs and destination signs. BART will continue to improve
this infrastructure as funding is available.
FOUR YEAR OUTLOOK

Station Modernization
1482 Improve Landscaping Improve Landscaping Improve Landscaping
Appearance & Corresponding Appearance & Corresponding Appearance & Corresponding
PES Score PES Score PES Score
2520 Increase Elevator/Escalator

Availability Through Additional
Staff & Maintenance
PD&C: CONSTRUCTION
2316 Initiate Modernization Advance Modernization Initiate Modernization
Construction at 19th St / Construction at 19th St / Construction at Downtown
Oakland; Powell St; El Cerrito Oakland, Powell St; El Cerrito Berkeley; West Oakland; Lake
Del Norte Del Norte Merritt
2318 Complete Concept Plan for Start Station Modernization Complete Concept Plan for Initiate Preliminary Station
Improved Functionality at Concept Plan for Improved Improved Functionality at West Modernization Engineering at
Downtown Berkeley, & Initiate Functionality at West Oakland; Oakland; Richmond West Oakland
Preliminary Engineering Richmond
Ticket Vending Machine Improvements

1604 Design Upgrades to the Ticket Initiate Phase 1 of Program Initiate Phase 2 of Program
Vending Machine (TVM) & Add-
Fare Machine (AFM) Bank Note
(Bill) Acceptor/Recycler
56
BART Strategic Plan

Canopies
PD&C: CONSTRUCTION
2319 Start Construction on 3 Pilot Start Complete Start Construction Phase 2
Canopies in Downtown SF Planning/Design/Environmental Planning/Design/Environmental Canopies/Escalator
for Phase 2 Canopies In for Phase 2 Canopies in
Downtown SF Downtown SF
PD&C: PLANNING
2466 Advance Berkeley Station Complete Berkeley Canopy &
Canopy & Plaza Plaza
57
BART Strategic Plan

Activity #6: Fare Evasion Suppression
Millions of fare dollars are lost each year to fare evasion. Passengers avoid the fare gates by walking through swing
gates that are provided for wheelchairs, strollers, and bikes, by entering the system through elevators that are
located outside of the fare gates without processing their tickets and by jumping over the low railings around the
paid area of the concourse. BART is evaluating vulnerable points in the system and developing improvements to
secure these areas. Additionally, the BART Police Department is improving surveillance technology that can identify
recurring fare evaders.
FOUR YEAR OUTLOOK


1497 Perform Installation of Swing Perform Installation of Swing Perform Installation of Swing
Gates & Railings to Deter Fare Gates & Railings to Deter Fare Gates & Railings to Deter Fare
Evasion in Conjunction with Evasion in Conjunction with Evasion in Conjunction with
Station Modernization Program Station Modernization Program Station Modernization Program
OPERATIONS PLANNING
2669 Implement a Technology Based
Fare Evasion Deterrence
Solution at 3 Stations
PD&C: CONSTRUCTION
2668 Develop & Implement A
Robust Elevator Fare Evasion
Deterrence Strategy at a
Minimum of 2 Downtown SF
Stations
PD&C: PLANNING
2666 Integrate Hardening Against
Fare Evasion at all Stations
Undergoing Station
Modernization
POLICE DEPARTMENT
2191 Establish & Adopt a Board Seek Approval for, &
Approved Surveillance Implement Board Approved
Technology Policy Surveillance Technology Policy
& Report Back to the Board
Annually
58
BART Strategic Plan

POLICE DEPARTMENT
2667 Begin Proof Of Payment
Enforcement to Deter Fare
Evasion
59
BART Strategic Plan

Activity #7: Safety Upgrades for Employees & Infrastructure
BART is completing a variety of safety upgrades to protect both employees and infrastructure. For more
information see Activity Ten, State of Good Repair Initiatives
FOUR YEAR OUTLOOK

In Station Safety
2471 Install Entrance Gates at Market Install Entrance Gates at
St Stations to Improve Station Mission St Stations to Improve
Agent Openings Safety & Station Agent Openings Safety
Stairwell/Escalator Cleanliness & Stairwell/Escalator Cleanliness
Operational Safety Improvements

1449 Incorporate Remote Prohibits Incorporate Remote Prohibits Incorporate Remote Prohibits
& Remote Speed Restrictions & Remote Speed Restrictions & Remote Speed Restrictions
to Enhance Operational System Wide (4) (Phase 1) System Wide (4) (Phase 2)
Efficiency (for Remote-Ready
Equipment)
1592 Design & Install Wayside Install Wayside Regulatory Install Wayside Regulatory
Regulatory Signage Signage Signage
2670 Harden Critical Computer &

Operating Systems
SYSTEM SAFETY
2470 Increase Safety Compliance
Checks & Safety Audits at
Stations, Yards & Wayside
1217 Plan Activities to Comply with Implement Activities to Comply

New FTA SMS Requirements with New FTA SMS
Requirements
60
BART Strategic Plan

Operational Safety Improvements
SYSTEM SAFETY
1235 Complete the Revision of the
Final Injury & Illness Prevention
Program Modules
61
BART Strategic Plan

Activity #8: Track Rehabilitation & Replacement
BART will continue to rehabilitate and replace tracks, interlockings and turnouts as needed to ensure system safety
and reliability. Completing trackwork not only ensures the safety of customers and employees, but also helps BART
avoid track failures that can cause long delays. This work will be completed on an ongoing basis throughout and
beyond the four year period.
FOUR YEAR OUTLOOK


1447 Add Two Wayside Signals at Add Two Wayside Signals at
C57 Interlocking Gates A & D C57 Interlocking Gates A & D
(Phase 1) (Phase 2)
1450 Perform Mapping of Running Perform Mapping of Running Perform Mapping of Running Perform Mapping of Running
Rail Bonding (C Line) Rail Bonding (M Line) Rail Bonding (A Line) Rail Bonding (K Line)
1451 Procure MUX Track Circuits Install MUX Track Circuits Into
the A50 Control Zone
1570 Design Expansion of Mainline Procure Gauge-Face Install Gauge-Face Lubricators

Coverage of Gauge-Face Lubricators to Expand Mainline to Expand Mainline Coverage
Lubricators Coverage
62
BART Strategic Plan

Activity #9: Improvements to the Traction Power System
BART's traction power system is a vital piece of infrastructure that distributes electricity and delivers power directly
to train cars. For BART to provide reliable train service, and accommodate the expansion and improvement of both
the system and its fleet, repairs and upgrades to vital components of the aging traction power system are
necessary. Over the next four years BART's staff will upgrade or replace the power cables which distribute power
throughout the system, the substations that convert that electricity to the proper voltage, and the third rail which
delivers power directly to the trains. These replacements and refurbishments will allow BART to meet its increasing
demands and move towards a safer, modern, and resilient system.
FOUR YEAR OUTLOOK


1618 34.5KV AC PILC Cables From Replace 34.5KV Cables from
AUC-AFM (In Progress, 100% ANA to ACO, MVS to MTW,
Funded) ANA to KWS, & KWS to KOW
1619 Design 34.5KV AC Pipe Cables Construct 34.5KV AC Pipe

From LAA-AHA Cables From LAA-AHA
1620 Design 34.5KV AC Pipe Cable Design & Construct 34.5KV AC Construct 34.5KV AC Pipe
From ACO-ABF (Left Only) Pipe Cable From ACO-ABF (Left Cable From ACO-ABF (Left
Only) Only)
1621 Design 34.5KV AC PILC Cables Design & Construct 34.5KV AC Construct 34.5KV AC PILC
From AHA-AUC PILC Cables From AHA-AUC Cables From AHA-AUC
1606 Design Phase 1 of the Continue Design of the

Substation Replacement Plan Substation Replacement Plan
1605 Design Phase 2 of the Continue Design of Phase 2 of Continue Design of Phase 2 of
Substation Replacement Plan the Substation Replacement the Substation Replacement
Plan Plan
63
BART Strategic Plan

1565 Renovate Traction Power Renovate Traction Power Renovate Traction Power
Rectifiers Systemwide Rectifiers Systemwide Rectifiers Systemwide
1617 Design Cast Coil Transformer Design Cast Coil Transformer Construct Cast Coil Transformer
Differential Protection Differential Protection Differential Protection
1611 Design KWS, COR, & CWC Bulk Perform KWS, COR, & CWC Perform KWS, COR, & CWC
Supply Transformer Bulk Supply Transformer Bulk Supply Transformer
Replacement Replacement Replacement
64
BART Strategic Plan

Activity #10: State of Good Repair Initiatives
BART will continue to rehabilitate and replace all infrastructure as needed in order to ensure safety and reliability. In
particular, the activities over the next four years will focus on addressing areas with water intrusion and erosion, and
rehabilitation of the electrical system to help prevent future system failures. Measure RR will be instrumental in
addressing part of the multi-billion dollar need for all state of good repair initiatives, including those covered in this
and other activities.
FOUR YEAR OUTLOOK

Tunnel & Infrastructure Improvements

1586 Replace 4160V Cable Replace 4160V Cable
Equipment as part of the Equipment as part of the
Transbay Tube Retrofit Transbay Tube Retrofit
1610 Procure & Install Wayside Procure & Install Wayside Procure & Install Wayside Procure & Install Wayside
Coverboard Antenna Coverboard Antenna Coverboard Antenna Coverboard Antenna
Replacements Replacements Replacements Replacements
PD&C: CONSTRUCTION
2528 Design Replacement of the
4160V Cable Equipment in the
TBT as part of the TBT Retrofit
Electrical & Utility Improvements

1607 Perform the Unified Optical Perform the Unified Optical
Network Buildout & Installation Network Buildout & Installation
on the A Line on the C Line
1452 Perform Train Control Room Perform Train Control Room

Crossover Rehab (C45, 47, 53) Crossover Rehab (C45, 47, 53)
65
BART Strategic Plan

Electrical & Utility Improvements
1612 Perform AFC Back Office & DAS Perform AFC Back Office & DAS
Server Replacements (Year 1 of Server Replacements (Year 2 of
5) 5)
1625 Design 1 Replacement Liebert Procure Liebert Unit for LMA Install Liebert Unit for LMA
Unit at LMA
1627 Complete Decentralization of

Train Control Communications
Between BayFair/A58 Train
Control House
1599 Award Contract for Replace 4160 Replace 4160

Replacement of TBT Generator Transformer/Switchgear (OTS) Transformer/Switchgear (OTS)
and 4160
Transformer/Switchgear (OTS &
SFTS)
State of Good Repair Support Activities

EXTERNAL AFFAIRS
2995 Establish Measure RR Program
Team, Staffing, & Initial Project
Delivery

1499 Support RS&S & Stations Support RS&S & Stations Support RS&S & Stations
Special Build Projects (75) Special Build Projects (75) Special Build Projects (75)
1473 Provide Support for Unfunded Provide Support for Unfunded Provide Support for Unfunded
Operating Projects (1,750 Hrs) Operating Projects (1,750 Hrs) Operating Projects (1,750 Hrs)
1448 Begin Design of Whistle Stop Complete Design of Whistle Develop, Advertise & Award
Profile For OHY & OCY Stop Profile For OHY & OCY Equipment Procurement
Contract for Whistle Stop
Profile for OHY & OCY
66
BART Strategic Plan

State of Good Repair Support Activities
PD&C: CONSTRUCTION
1706 Award $150M in Contracts for
On-Call Engineering Services
67
BART Strategic Plan
Align Workforce With Needs FY17-FY20 WORK PLAN
OVERVIEW
Lead Department: Human Resources/Labor Relations Supporting Departments: All
Preparer/Owner: M. Jones
Given that eighty-five (85) percent of BARTs workforce is unionized, a key strategy for modernizing BARTs
workforce is developing agreed-upon initiatives and shared approaches between the District and BARTs
labor organizations. BARTs Human Resources group is committed to revitalizing and modernizing core
HR business process with a focus on documenting and implementing controls and efficient processes. This
work plan provides a framework for aligning and integrating workforce planning into the Districts overall
prioritization and performance-identifying management efforts, core business processes, and budgeting
activities. BARTs focus on providing upward mobility is integral to workforce readiness. We are defining
career pathways that engage our regional partners to support BARTs and the Bay Areas focus on greater
economic opportunity, shared prosperity and economic resilience.
1. Implement Road Map to Stabilize & Improve Labor Relations
2. Human Resources Internal Revitalization
3. Expand Regional Workforce Partnerships With The Community
68
BART Strategic Plan

Activity #1: Implement Road Map to Stabilize & Improve Labor Relations
More than eighty-five percent (85%) of BARTs 3,500 employees are represented by one of five labor organizations:
Service Employees International Union (SEIU), Local 1021; Amalgamated Transit Union (ATU), Local 1555; American
Federation of State, County & Municipal Employees (AFSCME), Local 3993; BART Police Officers Association (BPOA)
and BART Police Managers Association (BPMA). These unions and their members are essential partners in the
advancement of the work plan. The work plan is grounded in four pillars identified by Labor and Management as
key to achieving stable and well-functioning labor relations: (1) Team-Building through Trust and Respect; (2)
Shared Data Plan and Agreement; (3) Communications Strategies; and (4) Impasse Avoidance and Expeditious
Peaceful Resolution of Disputes. The District is also expanding its partnerships with construction-based trade
unions through Project Labor Agreements (PLAs).
FOUR YEAR OUTLOOK

Team-Building through Trust and Respect

LABOR RELATIONS
2208 Identify Opportunities to Implement Action Plan for Implement Action Plan for Implement Action Plan for
Promote Safety, Customer Front Line Employee Safety & Front Line Employee Safety & Front Line Employee Safety &
Service & Operational Customer Service Initiative Customer Service Initiative Customer Service Initiative
Improvement
2209 Conduct District-Union Retreat Develop Framework With Implement Phase 1 Working Complete Resolution of All
With ATU Unions On How To Resolve With Unions To Resolve Grievances Over 12 Months Old
Grievance Backlog Grievance Backlog Prior to 2021 Negotiations
Shared Data Plan and Agreement

LABOR RELATIONS
2210 Develop Data Analytics Team & Establish Framework For Implement Framework For Complete District & Union
Standard Methodologies Transparency Between The Transparency Between The Agreement on Data Sharing
District & Unions District & Unions Protocol For 2021 Negotiations
2211 Provide High Quality Data For Establish District & Union Develop Effective Use Of
Negotiations Over Pensions & Process For Sharing Documents SharePoint To Support 2021
Police Agreements (e.g. SharePoint) Negotiations
69
BART Strategic Plan

Communication Strategies
HUMAN RESOURCES
1016 Identify & Incorporate Labor
Relations Training Modules in
Supervisory Training Programs
Impasse Avoidance and Expeditious Resolution

LABOR RELATIONS
2212 Define Rules & Regulations For Define Rules & Regulations For Define Rules & Regulations For Enact & Implement Rules &
Employee Relations, Achieve Employee Relations, Achieve Employee Relations, Achieve Regulations For Employee
Board Resolution Board Resolution Board Resolution Relations
2213 Complete Negotiations For

Pension Re-Opener Utilizing
Binding Interest Arbitration if
Needed
2214 Complete Negotiations For

Successor Agreements With
Police Unions
986 Develop Joint Administrative Implement Procedure for Implement Plan for use of PDA
Committee, Major Projects Adding Projects to BMPSA & Work Force Training Funds
Stabilization Agreement Develop Plan for use of BMPSA
(BMPSA), & Project Procedures Work Force Training Funds
2532 Present Labor Plan & Strategy

to Support Bond to Joint
Administrative Committee (JAC)
70
BART Strategic Plan

Activity #2: Human Resources Internal Revitalization
Having the right people in the right place at the right time is integral to successful human capital management. The
Human Resources Internal Revitalization activity focuses on improving BART's HR functions by standardizing
business practices, identifying and implementing process efficiencies and controls, while keeping long standing HR
priorities in sight.
FOUR YEAR OUTLOOK

Document & Modernize HR Business Process

HUMAN RESOURCES
2972 Evaluate & Standardize HR
Business Processes & Practices
2970 Develop a Prioritized Plan to

Update Relevant Policies &
Procedures
2971 Establish & Internally Publish Publish HR Business Process

HR Business Process Documentation to Stakeholders
Documentation
2966 Evaluate HR Organizational Define & Communicate HR

Structure to Ensure HR Human Functional Roles &
Capital is Distributed Effectively Responsibilities
Align Human Capital with Strategic Needs

HUMAN RESOURCES
2981 Assess & Develop Plan to Implement Plan to Increase
Increase Police Officer Police Officer Recruitments
Recruitments
2968 Align HR Functions Strategically

to Gain Efficiencies
71
BART Strategic Plan

Align Human Capital with Strategic Needs
HUMAN RESOURCES
2967 Refine, Prioritize & Deliver Core Develop Measureable
HR Functions Consistently Objectives for HR Functions
2962 Identify Critical Vacancies & Develop Measurable Objectives

Positions & Develop to Target Hiring Needs of
Recruitment Strategies Critical Positions & Vacancies

1523 Create EDS Development Create EDS Development Create EDS Development
Program (15%) Program (50%) Program (100%)
OCIO
2143 Implement HR Recruitment Implement HR Hiring Process Implement HR & HRIS Assess Lessons Learned with
Process Improvement - Change Improvement (Phase 2) Improvement Plan (Phase 3) HR Hiring & HRIS Process
Management Program (Phase 1) Improvements

2994 Implement the Transportation
Efficiency Assessment
Evaluate Strategic HR Initiatives

HUMAN RESOURCES
2973 Complete the Non-Rep
Employee Compensation
Review
2963 Identify Workforce Risks and

Document the BART Workforce
Plan (w/ Strategic Asset
Management Program)
2964 Evaluate Board Workshop

Initiatives (Ban the Box / 2nd
Chance Programs)
72
BART Strategic Plan

Evaluate Strategic HR Initiatives
HUMAN RESOURCES
2222 Develop the Workforce Data Advance Workforce Data
Collection Initiative Action Plan Collection Initiative with
Regional Transit Partners
LABOR RELATIONS
984 Develop the Safety & Customer Implement the Safety &
Service Initiative for Employees Customer Service for
& Patrons of BART Employees & Patrons of BART
985 Plan the Joint Safety Initiative Implement the Joint Safety
to Target Emerging Safety Initiative to Target Emerging
Issues at Key Locations Safety Issues at Key Locations
73
BART Strategic Plan

Activity #3: Expand Regional Workforce Partnerships With The Community
BART will forge deeper relationships with education, training, and workforce development organizations in the Bay
Area. Ultimately this will benefit BART by preparing tomorrows workforce to fill critical skilled positions at BART.
FOUR YEAR OUTLOOK

HUMAN RESOURCES
1019 Prepare an Inventory of Current Develop an Action Plan in
K-12 Career Outreach Efforts Response to the Inventory of K-
12 Outreach Efforts
1021 Convene a Bay Area Transit Advance Workforce Data

Workforce Development Initiatives with Regional Transit
Committee Partners
1022 Expand Employee Participation Expand BART Community &

in Community Events Recognition Program to
Include Local, Regional, &
National Partners

1400 Advance EEO Compliance by
Implementing New EEO
Circular Regulations
1399 Implement Targeted Outreach

to Recruit Self-Identified
Female Workers in
Underrepresented Job Groups
74
BART Strategic Plan
Modernize Business Practices FY17-FY20 WORK PLAN
OVERVIEW
Lead Department: OCIO/Admin & Budget Supporting Departments: All
Preparer/Owner: R. Misra/C. Mau
BARTs Modernize Business Practices Strategy focuses on cost reduction, improved service delivery, and
agility to respond to the Districts growth and increasing customer demand through technology and
process improvements. In addition, this strategy focuses on building governance infrastructure to view
emerging and evolving technology in a cohesive and integrated way. These efforts magnify and help
transform the workforce through machine assisted learning, procedural efficiencies, and clear performance
metrics.
Over the next four (4) years, this work plan will provide a framework for aligning, integrating and executing
projects that will evolve and modernize Finance, Human Resources, Procurement and the Office of Civil
Rights. This work plan will also strengthen collaboration, resilience and access to Documentation, System
Safety, Asset Management, Cybersecurity and Telecommunications Revenue.
To this end, BART will evolve, mature, develop and advance key business functions through the adoption of
modern best practices and technology.
1. Modernization via Leveraging Technology
2. Modernize Financial Systems
3. Modernize HR Business Processes
4. Modernize Systems for the Office of Civil Rights
5. Modernize Procurement Department Business Processes
6. Evolving System Safety Technology
7. Implement A Roadmap in Support of Asset Management
8. Cybersecurity and Stability
9. Collaboration Improvements
75
BART Strategic Plan

Activity #1: Modernization via Leveraging Technology
By leveraging and staying abreast of technology the District will gain operational efficiencies, workforce experience,
improved support of business operations and free up employees to focus on actions that are most important to the
Strategic Plan. Over the next four years the initiatives within this activity will focus on governance infrastructure,
implementation of modern best practices, and technology, data and process improvements for the District overall.
FOUR YEAR OUTLOOK

Evolving Governance & Portfolio Management

OCIO
2182 Define & Assess Districtwide Implement a Districtwide Implement a Districtwide
Capital Needs Project Capital Needs Project Capital Needs Project
Management Tool Management Tool - Phase 1 Management Tool - Phase 2
2181 Update the Knowledge Monitor & Evaluate Knowledge

Management Governance Management Program to
Process Improve Benefits Realization for
Technology Initiatives
2157 Implement the OCIO App

Governance Program
2158 Plan Districtwide Application Implement Districtwide API

Program Interface (API) Modernization Program
Modernization Program
Modernization of Business Process Via Technology

OCIO
2162 Implement Maximo/SalesForce Monitor & Evaluate
CRM Interface Maximo/SalesForce CRM
Interface
2171 Implement Datacenter

76
BART Strategic Plan

OCIO
2533 Create Enterprise Database of Complete Enterprise Database
Fiber Optic Mapping to Mapping to support CCRP
Support Commercial
Communications Revenue
Program (CCRP)
2139 Implement OBIEE Business Implement OBIEE Performance Implement OBIEE Performance Implement OBIEE Performance
Analytics Performance Reporting (KPIs) Phase 2 Reporting (KPIs) Phase 3 Reporting (KPIs) Phase 4
Reporting (KPIs) Phase 1 Districtwide Districtwide Districtwide
Districtwide
2189 Implement SharePoint

Microsoft Project Server 2016
2165 Complete Migration to Office

365 from Lotus Notes
2183 Implement SalesForce Change

Management
2188 Implement SharePoint Records

Management Program
2154 Review & Assess Maximo Implement Updates to Maximo

Business Process for Updates Business Process
2140 Define & Analyze Document Implement Document

Management Modernization Management Modernization
Program Program
2153 Implement Planned Upgrade to Implement Planned Upgrade to

the Business Analytics Platform the OBIEE Platform
(OBIEE)
77
BART Strategic Plan

PD&C: PLANNING
2093 Implement a Tenant Internal
Ticketing System for LKS
(w/OCIO)
Modernization Through Best Practices

1550 Develop BART's Building Develop BART's Building
Information Modeling (BIM) Information Modeling (BIM)
Execution Plan (Plan Only) (50%) Execution Plan (Plan Only)
(100%)
OCIO
2151 Perform Maintenance & Perform MARIS Upgrade 2
Reliability Information System
(MARIS) Upgrade 1
2147 Implement Maximo Data

Archiving Program
2152 Complete Maximo Upgrade 1 Complete Maximo Upgrade 2
2141 Define Enterprise Scheduling Implement Phase 1 of the Implement Phase 2 of the Monitor & Evaluate Enterprise
Improvement Program Enterprise Scheduling Program Enterprise Scheduling Program Scheduling Program
2163 Implement the Open Data Implement the Open Data

Initiative Program - Phase 1 Initiative Program - Phase 2
78
BART Strategic Plan

Activity #2: Modernize Financial Systems
Position financial solutions to support the District's business process modernization and technology initiatives. The
four-year outlook focuses on upgrading the PeopleSoft platform every two years, implementing mobile solutions,
integrating financial and operational planning processes into an enterprise tool (Hyperion) while enabling and
positioning platforms for future cross-functional expansion and automated process integration.
FOUR YEAR OUTLOOK

FINANCE
1405 Investigate Options to Eliminate Paper Check
Eliminate Paper Check Payments
Payments
OCIO
2194 Define Improvements to Implement Phase 1 Implement Phase 2
Modernize the Overall Financial Improvements to Modernize Improvements to Modernize
Business Process the Overall Financial Business the Overall Financial Business
Process Process
2144 Perform Hyperion Perform Hyperion

Implementation Phase 1 for Implementation Phase 2 for
Operating Budgets Department Operating Budgets Department
2134 Position PeopleSoft Financial to Evaluate Mobile Technology for Implement Phase 2 of
Support the District's Business PeopleSoft Financial PeopleSoft Financial Upgrade
Process Modernization & Districtwide
Technology Initiatives (Phase 1)
2156 Replace the Ticket Refund

System in PeopleSoft HCM
2516 Perform Assessment & Incorporate Hyperion into

Evaluation of Implementation OBIEE
of Hyperion to OBIEE
79
BART Strategic Plan

Activity #3: Modernize HR Business Processes
While the development of an effective resourcing strategy is critical, the way in which resources are organized and
deployed is vital to ensuring the effective and efficient Human Resources service to the District. As such, a
comprehensive review of the Departments organizational structure and process delivery has begun and we are
currently focusing on improvement to existing technology and deployment of new tools and process.
Efforts are already underway to develop comprehensive metrics to improve and strengthen Human Resources
service delivery and responsiveness within our financial capacity; clarify accountability for strategy, outcome setting
and operational actives; as well as reinforce continuous improvement and innovation across the organization.
FOUR YEAR OUTLOOK

OCIO
2135 Position PeopleSoft Human Evaluate Mobile Technology for Implement PeopleSoft HCM
Capital Management (HCM) to PeopleSoft HCM Upgrade 2
Modernize HR's Business
Process & Technology Initiatives
2511 Incorporate Succession/Career

Planning in PeopleSoft HCM
2513 Implement Profile

Management in PeopleSoft
HCM
2512 Implement
e-Performance in PeopleSoft
HCM
2514 Implement Benefits Billing in

PeopleSoft HCM
80
BART Strategic Plan

Activity #4: Modernize Systems for the Office of Civil Rights
Assist OCR in improving operational efficiency, replace disparate and aging legacy processes and systems while
driving automation of processes and collaboration.
FOUR YEAR OUTLOOK

OCIO
2149 Define & Assess Requirements Implement OCR Diversity
for the Office of Civil Rights Software
Diversity Software

1392 Implement OBIEE for Internal Implement Quickpay To
Contract Payment Tracking Improve Contractor Payment
Timeliness
1394 Implement
DBE/MBE/WBE/SB/SBE/MSBE
Support Services District-Wide
81
BART Strategic Plan

Activity #5: Modernize Procurement Department Business Processes
This activity will focus on providing a comprehensive review of the procurement process at the District and process
delivery improvement. The effort will focus on mapping out the existing procurement process, and exploring
alternatives to make the process more efficient, while still conforming to all required rules and regulations. The
evaluation will also include an effort to integrate the recommendations for the recently completed District Disparity
Study into the procurement process. As part of this review, the Office of Chief Information Officer will focus on
using technology and the deployment of new tools to implement modern best practices and driving automation to
support the Districts employees, customers, contracting process, and vendors.
FOUR YEAR OUTLOOK

PROCUREMENT
1147 Convene Working Group to Develop Implementation Monitor, Review, & Implement Monitor, Review, & Implement
Evaluate the Existing Schedule For Procurement Changes to Process Changes to Process
Procurement Process, Including Process Improvements Improvements via Regularly Improvements via Regularly
Organizational Structures & Scheduled Working Group Scheduled Working Group
Work Assignments Meetings Meetings
1148 Define the Procurement Review Develop Performance Metrics

Process to Support Disparity & Dashboards to Monitor
Study Recommendations Performance & Efficiency of
Process Modifications
2566 Determine Resources Implement SharePoint

Necessary to Implement Procurement Tracking Program
Procurement Process
Improvement Plan
2569 Implement PeopleSoft Vendor

Portal
2570 Implement Phase 2 of the

PeopleSoft Procurement
Improvement Project
(Dependent on Appropriate
OCIO Identified Solution)
82
BART Strategic Plan

Activity #6: Evolving System Safety Technology
OCIO will be implementing new technology platforms to support System Safety's focus on employee safety. Over
the next two years the District will begin the implementation of an organization-wide platform that will automate
tracking of all employee safety incidents and performance metrics. The new technology will improve operational
efficiency by replacing incompatible and outdated systems, and improve collaboration, allowing us to sharpen our
focus on the employee element of safety.
FOUR YEAR OUTLOOK


1506 Begin Implementation of an Complete Implementation of
Online SSWP Approval Process an Online SSWP Approval
(50%) Process (100%)
OCIO
1216 Define & Assess the Implement Maximo HSE Phase Implement Maximo HSE Mobile Evaluate & Monitor HSE
Requirements of the Maximo 1 - Enterprise HSE Program for & Work Management for Program for Employees
Health, Safety & Environment Employees Employees
(HSE) Program
2174 Implement Phase 1 of the EGIS Complete Phase 2 of EGIS Track

Track Allocation Safety Allocation Program
Planning Tool
2173 Implement EGIS/ICS Integration

for Real-Time Train Tracking
Program for BPD
83
BART Strategic Plan

Activity #7: Implement A Roadmap in Support of Asset Management
Support BARTs Asset Management Strategy through technology improvements as defined by the Enterprise Asset
Management Roadmap. The roadmap will implement systematic process, data and technology improvements to
monitor and manage BARTs assets to achieve and maintain a state of good repair and provide a safe, reliable,
clean, quality transit service for riders. The four-year work plan will result in increased data quality enabling the
District to implement performance measures which will facilitate critical strategic, operational and tactical actions.
FOUR YEAR OUTLOOK

Support Data & Reporting Improvements

1549 Confirm Assets In Modeled Confirm Assets In Modeled Confirm Assets In Modeled
Stations & Facilities Correspond Stations & Facilities Stations & Facilities
With Maximo Asset Data & Correspond With Maximo Asset Correspond With Maximo Asset
EGIS (25%) Data & EGIS (50%) Data & EGIS (100%)
OCIO
2195 Define & Analyze Adoption of Advance Adoption of the Asset Complete Adoption of the Evaluate & Monitor the Asset
the Asset Management System Management System Asset Management System Management System
2138 Define & Analyze Implement Asset Analytics Data Implement Asset Analytics Data
Implementation of Asset Quality & Data Hierarchy Quality & Data Hierarchy
Analytics Data Quality & Data Improvement Program (Phase 1) Improvement Program (Phase
Hierarchy Improvement 2)
Program
2137 Define & Analyze Implement Asset Management Implement Asset Management
Implementation of Asset Analytics into OBIEE (Phase 1) Analytics into OBIEE (Phase 2)
Management Analytics into
OBIEE
84
BART Strategic Plan

Activity #8: Cybersecurity and Stability
Implement comprehensive Information Security Policies and Cybersecurity Practices that ensure the safety of our
employees and our customers through a wide variety of physical security and anti-terrorism tools.
FOUR YEAR OUTLOOK

OCIO
2167 Complete Regional Anti-
Terrorism Integrated Law
Enforcement System (RAILS)
Project
2169 Implement the Badge

2178 Implement a Unified Advance Cybersecurity through

Cybersecurity Program a Physically Redundant Internet
Connection to Support Cloud
Hosted Applications
2176 Implement Phase 1 of the Evaluate & Complete the

Enterprise Identity Enterprise Identity
Management Program Management System
2175 Implement New Information

Storage Redundancy into Data
Management Systems
2172 Implement Phase 1 of the Evaluate Phase 1 Implement Phase 2 of Disaster

Disaster Recovery & Business Implementation & Define Recover & Business Continuity
Continuity Program Phase 2 Program
POLICE DEPARTMENT
1282 Implement Regional Anti-
Terrorism Integrated Law
Enforcement System (RAILS) &
Mobile PSIM Technology
85
BART Strategic Plan

Activity #9: Collaboration Improvements
Increase employee collaboration through improvements of the Districts spatial data platform (EGIS) and
implementation of a Districtwide web-based collaboration and document management system. Over the next four
years BART will focus on shifting employees to richer collaboration platforms that will provide easier information
and knowledge sharing across the District while reducing our paper usage.
FOUR YEAR OUTLOOK

OCIO
2186 Implement a Districtwide Upgrade SharePoint Platform
Collaboration & Information 2016 Program
Sharing Center Platform
2145 Implement IBM TRIRIGA Onboard Real Estate to TRIRIGA

Expansion & Maximo
Integration
2184 Implement SharePoint Hybrid

& Online Storage Solution
Which will Allow Access
Anywhere on the SharePoint
Program
2160 Plan Implementation of Implement new BART.gov

BART.gov Quick Planner Quick Planner
Modernization
2161 Integrate Extension Programs Integrate Extension Program

Within BART.gov Beginning Within BART.gov for the BART
with Warm Springs (WSX) to Antioch & Berryessa
Extension
2164 Complete Upgrades to Digital

Media Storage System for
Media Elements Generated by
External Affairs
2180 Implement LiDAR Scan

Technology into EGIS
86
BART Strategic Plan

OCIO
2179 Integrate District Aerial Photos
in the Enterprise Geographic
Information System (EGIS)
PD&C: PLANNING
2996 Advance District-Wide Increase Number of
Integration of Budget, Departmental Measurable
Performance Evaluation, & Objectives for Day-to-Day
Performance Management Activities by at least 25%
Processes with Strategic Plan
87
88
SAN FRANCISCO BAY AREA RAPID TRANSIT
FY18 Preliminary Budget
ORGANIZATION CHART
BOARD OF DIRECTORS
CONTROLLER-TREASURER GENERAL COUNSEL GENERAL MANAGER DISTRICT SECRETARY INDEPENDENT POLICE AUDITOR
Rose Poblete Matthew Burrows Grace Crunican Kenneth A. Duron Russell Bloom
DEPUTY GENERAL MANAGER

Chief Information Office of Civil Robert Powers
Ethics Officer System Safety Labor Relations
Officer Rights
AGM, PLANNING, AGM,

POLICE CHIEF AGM, ADMINISTRATION & AGM, OPERATIONS DEVELOPMENT &
BUDGET AGM, Human Resources EXTERNAL AFFAIRS
Carlos Rojas Michael Jones Paul Oversier CONSTRUCTION Kerry Hamill
Carter Mau (Vacant)
Security Programs & Procurement Employment & Transportation & System Program Management
Service Communications
Emergency Management Classification
Internal Audit BART Extensions
Professional Standards/Training Rolling Stock & Shops Marketing & Research
Workforce
Customer Access District Architect
Operations Development Customer Services
Maintenance & Engineering
Budgets Planning
Support Services Employee Services Grant Development
Financial Planning Operations Planning Stations
Earthquake Safety Program Govt & Community
eBART/OAC
Attendance Relations
MANAGING DIRECTOR, CAPITOL CORRIDOR Management Systems
David Kutrosky
Property Development & Real Estate
HRIS & Benefits
Sustainability
Marketing & Communications
Transportation
HEADCOUNT
Engineering
Total Allocation Net
Mechanical Operating 3,518.0 (48.0) 3,470.0
Capital 857.0 48.00 905.0
Planning & Programming
Reimbursable 41.5 - 41.5
Note: Annualized FTE as of FY18 year-end
89
GENERAL MANAGER OFFICE - 01
General Manager
Grace Crunican
Ethics Officer Administration

Carter Mau
Deputy General Manager System Safety Labor Relations

Robert Powers Jeff Lau Vacant
Employee/Patron Safety & Labor Analytics

Environmental Compliance
Labor Relations
Rail Operations Safety
Chief Information Officer Civil Rights*
Ravi Misra Wayne Wong Engineering Safety
Business Systems Applications EEO Programs
Business Systems Operations DBE Programs
EGIS & Security

TOTAL HEADCOUNT
Project Management
Operating 112.8
Capital 17.8
REI 0.5
Note: Annualized FTE as of FY18 year-end.
*The Department Manager, Office of Civil Rights, has dotted line reporting responsibility to the General Manager for all EEO, Title VI and DBE matters
90
SYSTEM SAFETY DEPARTMENT 1303
Chief Safety Officer

Jeff Lau
Rail Operations Safety Engineering Safety Employee/Patron Safety &

Operating Rules and Procedures Safety Codes and Standards Injury and Illness Prevention
Accident/Incident Investigations BECO/Real Estate Reviews Facility Safety Inspections
Internal Safety and Security Audits Design and Const. Reviews Employee Safety Training
FTA Natl Transit Database Safety Certification Plans Industrial Hygiene Program
CPUC Operational Issues Emergency Exiting Program JUMHSC Meetings/Issues
Operations Safety Compliance
Program System Safety Program Plan CalOSHA Issues
Fire Department Programs Statistical Analysis/Reports Accident/Incident Investigations
RWP and Near-Miss Programs BART-to-OAK/eBART Safety
Safety Culture Improvement
Programs
Safety Complaint Investigation
Tort/Lawsuits Response
TOTAL HEADCOUNT
Environmental Permits and Plans
Operating 15.0
Hazardous Materials Management
Capital 4.0
Environmental Compliance Issues REI -
91
Departmental Four Year Work Plan: SYSTEM SAFETY
SYSTEM SAFETY
Employee / Patron Safety

Administer the Employee Injury & Illness Prevention Program -
(IIPP)
Administer Occupational Safety Training Program -
Administer the Hazardous Material Database -
Administer the BART Employee / Patron Safety Program -
Administer the Safety Suggestion Program -
Track Occupational Accidents & Provide Incentives to -

Departments That Meet Accident/Incident/Training/Inspection
Goals
Prepare Quarterly Employee / Patron Accident Statistics Reports Met
Investigate Employee Accidents/Incidents Timely -
Resolve Cal/OSHA Matters Timely Timely
Resolve Safety Notices Timely -
Chair the Joint Union/Management Health & Safety Committee -
Perform Compliance Inspections of All Facilities Twice Annually 2

Inspections
Engineering Safety
Administer the BART Engineering Safety Program -
Administer the System Safety Program Plan (SSPP) -
Administer the Safety Certification Program -
*Rows with a yellow fill indicate day-to-day activities impacted by budget reductions.
*Rows with a red fill indicate day-to-day activities eliminated due to budget reductions.
92
SYSTEM SAFETY
Engineering Safety
Administer Design/Construction/BECO Safety Review -
Administer Hazardous Material Business Plans at Covered -
Facilities
Manage the Environmental Compliance Program -
Administer Environmental Compliance Permit Program -
Administer General Environmental Services Contracts -
Administer the Environmental Compliance Training Program -
Administer the Hazardous Waste Disposal Program -
Administer the MS4 Compliance Program -

Administer the BART Rail Operations Safety Program -
Administer the Operations Rules & Procedures Manual Update -

Program
Issue Operating Bulletins as Required -
Facilitate the CPUC Triennial Safety & Security Audit Met
Complete Annual Report to CPUC on Rail Safety & Security Met
Perform Jurisdictional Fire Department (21) Liaison Duties Met
Administer the Internal Safety & Security Audit Program -
93
SYSTEM SAFETY

Administer GO 175 Roadway Worker Protection (RWP) Program -
Investigate Operational Accidents/Incidents -
Administer the Fire Department / First Responder Training & Drills -

Program
Provide Oversight to the Operations Safety Compliance Program -
Ensure Staff's Certification in the Transit Safety & Security 100%

Program (TSSP)
Coordinate the Transportation Safety Institute (TSI) Safety & 100%

Emergency Management Courses for Front-Line Supervisors &
Department Management
Ensure All Capital Improvement Projects with Significant 100%

Operations Safety Impact Comply with all Applicable Federal,
State, & District Rules & Regulations
System Safety
Contribute to the FTA Transit Safety & Oversight Rulemaking: 49 Met
CFR Part 670, 672, 673, and 674
94
OFFICE OF CIVIL RIGHTS - 1304
Department Manager*
Wayne Wong
Contract & Labor Compliance Economic Opportunity Policies and Workforce and Policy Compliance
Sharon Moore
Programs Programs
Hayden Lee Ruby Smith
Contract Compliance
Prompt Payment and Retention Title VI &

Monitoring Certification and Program Support Equal Employment Environmental
Monitoring and Planning Opportunity
Justice
Prevailing Wage Monitoring
Subrecipient Monitoring Economic Opportunity Programs Title VI

Certification Programs EEO Program
System Support -Vendor
Targeted Outreach and Language Assistance
Contract Compliance Payment Tracking System Monitor Selection
Matchmaking Services
Process
Prompt Payment, Retention and On-Call Contracts Administration Environmental Justice
Prevailing Wage Monitoring EEO Training
Data Disparity Study Update and
General Outreach and Matchmaking Reporting Reporting Title VI/EJ Outreach
Business Advisory Committee Advisory Committees
Reporting
Subrecipient Monitoring
TOTAL HEADCOUNT
Operating 14.8
Capital 12.3
*The Department Manager, Office of Civil Rights, has dotted line reporting responsibility to the General Manager for all EEO, Title VI and DBE matters. REI -
95
Departmental Four Year Work Plan: OFFICE OF CIVIL RIGHTS
Contract & Labor Compliance Programs

Monitor Federally Funded Contracts & Service Agreements over -
$50K with SBE/MSBE Participation
Administer the Major Stabilization Agreement Program -
Monitor Prompt Payment & Commercial Useful Function, & -

Retention Provisions on Federally Funded Contracts
Administer the Prevailing Wage Compliance Program -
Monitor Subrecipient for Compliance -
Administer Project Specific Outreach & Matchmaking Program -
Complete Prevailing Wage Audits <30 Days
Deny / Approve Public Works Contract Invoices <5 Days
Monitor All Non-Federally Funded Contracts for Compliance with -

Non-Discrimination for Subcontracting Program & Small Business
Program
Monitor Federally Funded Contracts over $50K with DBE 100%

Participation
Review Bid Information & Goal Setting Participation <7 Days
Investigate Davis Bacon Wage Complaints <10 Days
Economic Opportunity Policies & Programs

Administer the Vendor Payment Tracking System -
Administer the DBE, Non-Discrimination & Subcontracting, & -

Small Business Programs
96
Economic Opportunity Policies & Programs

Prepare & Implement the DBE Goal for Federal Fiscal Year Met
10/1/2016 to 9/30/2019
Administer the DBE Certification Program -
Complete DBE/SBE/MSBE/MBE/WBE Certification Applications <90 Days
Administer General Outreach Program -
Workforce & Policy Compliance

Administer & Monitor the Equal Opportunity Employer Program -
Complete EEO Investigations <90 Days
Complete Internal Equal Employment Opportunity (EEO) <90 Days

Investigations Timely
Investigate Title VI Complaints <90 Days
Administer & Monitor the Environmental Justice Program -
Administer & Monitor the Language Assistance Plan (LAP) -

Program
Administer & Monitor the Title VI Program -
Respond to Internal & External EEO Complaints & Investigations <90 Days
Administer Human Resource Concurrence Process <1 Day
Administer AB1825 Employee Training 100%
Administer EEO Training Program 100%
97
Workforce & Policy Compliance

Administer New Hire EEO Training Program 100%
Administer the Equal Employment Opportunity (EEO) Program -

Database
98
Office of the Chief Information Officer - 0504
Chief Information Officer

Ravi Misra
Administration
EGIS & Security Applications Operations Web Services Project Management

Division Division Division Division Division
Travis Engstrom Monina Salonga (Vacant) Timothy Moore Angela West
Financial Systems Computer Support

Spatial Data
Coordination
Portal/
Anti-terrorism Computer Support
Documentation
Application Support Administration
Materials &
Maintenance Database
Cyber Security
Administration
HCM Systems
Systems
Telecom Revenue
Programming
Business
Intelligence Information System
Security TOTAL HEADCOUNT
Operating 66.0
Budget/
Planning Capital 1.5
REI 0.5
99
Departmental Four Year Work Plan: OCIO
OCIO
Business Systems Applications

Ensure Availability of the BART.gov Website 99.99%
Uptime
Ensure Availability of SalesForce CRM 99.9% Uptime
Ensure Availability of Maximo 99.9% Uptime
Ensure Availability of Oracle Business Intelligence Enterprise 99.9% Uptime

Edition (OBIEE)
Ensure Availability of Hyperion 99.9% Uptime
Ensure Availability of Fusion Document Management System 99.9% Uptime
Provide Peripheral Support Upgrades Timely Timely

Upgrades
Ensure Availability of PeopleSoft 99.9% Uptime
Business Systems Operations

Administer Cybersecurity Program Zero Loss of
Control
Administer Regional Anti-Terrorism Integrated Law Enforcement 99.99%

System (RAILS) Program Uptime
Update 10,000 Aerial Photos per year in the Enterprise 10,000

Geographic Information System (EGIS)
Administer Desktop Business Software Upgrades Program Timely

Upgrades
Ensure Availability of the SharePoint Site 99.9% Uptime
100
Departmental Four Year Work Plan: OCIO
OCIO
Business Systems Operations

Manage the SalesForce Help Desk & Meet Service Level 80% within
Agreement (SLA) Goals SLA
Process & Review Submitted Projects for the Knowledge >90% Intake
Management Governance Group
Ensure Policy Upgrades Timely Timely

Upgrades
Administer Annual Project Management Training & Development 10 Classes

Program
Administer Commercial Communications Revenue Program >5% Annual

(CCRP) Lift
Operations
Ensure Availability of Oracle Database 99.9% Uptime
Ensure Availability of SQL Database 99.9% Uptime
101
LABOR RELATIONS - 0505
Chief Labor Officer

Vacant
Labor Analytics Labor Relations

Ray Hathorn Shana Dines
Reports & Analysis Arbitrations
Labor Costing Grievance Administration Tracking
Labor Scenario Analysis Disciplinary Investigation and Hearings
Labor Budget Support Labor Contract Negotiations & Administration
Records Management
TOTAL HEADCOUNT
Operating 12.0
Capital -
REI -
102
Departmental Four Year Work Plan: LABOR RELATIONS
LABOR RELATIONS
Labor Relations
Manage the Labor Relations Department -
Administer Labor Contract Negotiations -
Administer the Investigations & Arbitration Program -
Administer the Disciplinary Investigations & Hearings Program -
Administer the Grievance Program -
Chair Labor Relations Committees -
103
OFFICE OF THE GENERAL COUNSEL - 02
General Counsel
Matthew Burrows
Senior Administrative Analyst
Associate General Counsel

Victoria Nuetzel
Legal
Legal Support and Advice
Board of Directors
Capitol Corridor
Construction Contracts
Funding Agreements TOTAL HEADCOUNT

Labor Operating 17.0
Claims & Litigation Capital 4.0
Procurement Contracts
REI -
Special Agreements
Real Estate
104
Departmental Four Year Work Plan: OFFICE OF THE GENERAL COUNSEL
GENERAL COUNSEL
Legal
Respond to all Board of Directors Related Matters Timely 100%
Respond to all Requests for Review of Stop Notices & Stop 10 Days
Notice Releases Timely
Respond to 90% of Requests for Review of Invitation for Bid (IFB) 5 Days
Award Documents Timely
Approve/Disapprove 75% of Construction & Procurement 10 Days

Contracts, & Professional Service Agreements Timely
Provide Timely Legal Review & Advice on 75% of Human 21 Days

Resource Related Matters
Provide Legal Review & Advice Regarding All Labor Matters 5 Days
Timely
Meet all Court Imposed Litigation Deadlines 100%
Review & Approve/Disapprove 90% of Final Executive Decision 2 Days

Documents (EDDs) Timely
Provide an Attorney for all Arbitrations at Which Opposition is 100%

Represented by Counsel & at all Other Arbitrations as Requested
Respond to Requests for Legal Review & Advice Timely 2 days
105
FINANCE 03
Controller/Treasurer
Rose Poblete
Senior Administration Analyst
Assistant Treasurer Assistant Controller Insurance

(Vacant) Christopher Gan Terri Hodges
Cash Handling/ Revenue Control Accounts Payable District Insurance Program

Treasury Analysis
General Accounting
Credit/ Debit Fare Programs
Payroll Processing
Systems Accounting & Financial Reporting
Time & Accounting Administration Division TOTAL HEADCOUNT

Accounts Receivable Operating 104.0
Capital 9.0
REI -
106
Departmental Four Year Work Plan: FINANCE
FINANCE
Assistant Treasurer's Office

Administer the Debit Credit Program -
Respond to Customer Debit/Credit Inquiries Timely <12 Days
Administer the EZ Rider Program -
Process Patron Refund Claims Timely <7 Days
Submit Revenue Collection Accounting Reports Timely <3 Days
Invest Funds to Preserve Capital >0%
107
FINANCE
Cash Handling
Achieve QPR Metric for AFC Equipment Reliability (shared with 95%
M&E)
Process Offsite Ticket Orders Timely <7 Days
Process Group Sales Orders Timely <10 Days
Deposit Collected Fare Revenue Timely <2 Days
108
FINANCE
Accounts Payable
Manage the Accounts Payable / Accounts Receivable Department -
Administer Commercial Revenue Accounts Receivable Program -
Administer the Federal, State & Local Grant Reporting Program -
Administer the FTA Financial Status Reports (FSR) Program -
Process & Pay Vendors & Contractors Timely >30 Days
Prepare & Submit Annual W-2 Files Within Required Timely 100%
Prepare & Distribute Annual 1099s to All Vendors & Contractors 100%
Timely
General Accounting
Manage the General Accounting Department -
Administer GAAP & GASP Compliant Financial Statements -

Program
Administer the Annual Fixed Asset Program -
Close G/L at Month End Timely <15 Days
Close the Annual Operating G/L Timely <6 weeks
Close the Annual Capital G/L Timely <15 Weeks
Prepare Monthly Budget Performance Reports (BPR) Timely <3 Days
Prepare Annual Audited Financial Reports for BART Timely 6 months
Prepare Annual Audited Financial Reports for CCJPA Timely 9 Months
109
FINANCE
General Accounting
Submit Annual State Controller's Report eFiling Timely <110 days
Submit the National Transit Database (NTD) Report Timely By 10/31
Payroll Processing
Administer the Payroll Processing Program -
Remit Payroll Related Deductions Timely TBD (# days)
Distribute Biweekly Payroll Accurately 0% Error Rate
Time & Accounting Administrative Division

Administer the TAAD Program -
Administer the Time & Labor Manager Self Service Training -

Program
110
FINANCE
Insurance
Administer a Compliant Certificates of Insurance Program -
Reduce the District's Annual Total Cost of Risk <1%
Process Personal Injury & Property Damage Claims Timely <1 Day
Reduce Annual Claim Costs 0%
Assure Contract Agreements Contain Appropriate Indemnification <48 Hours

& Insurance Provisions Timely
111
DISTRICT SECRETARY OFFICE - 04
District Secretary
Kenneth A. Duron
Assistant District Secretary

Patricia Williams
Board Support Regulatory Services Procurement Activities Records Management Authority Services
TOTAL HEADCOUNT
Operating 6.0
Capital -
REI -
112
Departmental Four Year Work Plan: DISTRICT SECRETARY
Board Support
Record & Maintain Official Records of BART Board of Directors' -
Activities
Record & Maintain Official Records of BART Board & Advisory -

Committees
Schedule & Support Board Closed Sessions, Special Board -

Meetings & Regular Board Meetings
Administer the Email Campaign Program -
Respond to Customer Comments Timely <10 Business

Days
Contract Administration
Sell Bid Documents & Standard Specifications -
Maintain Plan Holders' Lists & Bid Results -
Advertise Contracts, Public Notices & Public Hearings -
Receive Requests for Proposals -
Receive & Publicly Open Bids for Contracts & Invitations for Bids -
Issue Addenda, Notices of Award, Notices to Proceed & Notices -

of Completion
Execute & Record Notices of Acceptance -
Administer, Secure & Return Bidder Bonds -
Maintain Construction Contract Files -
113
Departmental Four Year Work Plan: DISTRICT SECRETARY
Custodian of Records / Records Management

Administer the Custodian of Records (COR) Program -
Respond to California Public Records Act Requests Timely <10 Calendar

Days
Provide Records in Response to California Public Records Act <14 Calendar

Requests Timely Days
Provide Records in Response to Subpoenas Court

Established
District Secretary's Office

Manage the District Secretary's Office -
Administer the Statements of Economic Interest Program -
Complete District Board Election Activities With Counties -
Conduct Biannual Ethics Training for Board of Directors -
114
EXTERNAL AFFAIRS OFFICE - 06
Assistant General Manager

Kerry Hamill
Government & Community Grant Development

Marketing & Research Customer Services Communications
Relations Julie Yim Michael Tanner
Aaron Weinstein Alicia Trost
Roddrick Lee
Community Relations for Capital

Increase Off-peak Ridership Transit Information Center Media Relations Grant Programming and
Projects
Applications
Increase Airport Ridership Ticket Programs
Local Government & Customer Communications Advocacy for New Funding
BARTable Community Community Relations
Customer Service Center
Partnerships Public Information Grant Agreements
Legislation & Advocacy
Ad Revenue Development Employee Recognition
Minority Community Development Brand Management Project Development
Customer Acceptance Testing Customer Care
Board Liaison to Community Creative Services (print, web, social)
Market Research
TOTAL HEADCOUNT
Operating 52.3
Capital 9.5
REI -
115
MARKETING & RESEARCH - 0602
Department Manager
Aaron Weinstein
Marketing Manager
AD REVENUE RESEARCH
David Martindale
Advertising Franchise Management

Market Research
Ad Content Policy Compliance RIDERSHIP
Surveys and Focus Groups
Ad Business Development Ridership Campaigns, Reverse Commute,
Customer Acceptance Testing:
Off-Peak and Airport Markets
Car Floor, Seating, Fare Collection, etc.
Co-Marketing Partnerships
Marketing ROI Evaluations
Advertising Ad Testing
BARTable Website Quality Assurance Reporting

Fare Promotions: Kids Ride Free, Public Opinion Polling
Promotional Tickets, etc.
Customer Satisfaction Surveys
BART Mobile/Parades Station Profile Survey
Brand/Tag Line Title VI Demographics/LEP Data
Passenger Environment Survey (PES)
Direct Marketing
Fleet of the Future: Design and Public Input
Employer Marketing
Ecomarketing
Pre-sale of vouchers to tourists and TOTAL HEADCOUNT
conference attendees
BARTimes
Operating 12.8
Capital 4.0
DSS Postings
REI -
Station/Train Ads
116
Departmental Four Year Work Plan: EXTERNAL AFFAIRS
Building the BART Brand

Deploy BARTmobile & Employee Teams in Major Cultural Parades >6 per year
Promote & Manage BART Blue Sky Festival to Highlight BART April 2017
Sustainability & Environmental Partners in Celebration Of Earth
Day
Customer & Performance Research

Complete Quarterly Passenger Environment Surveys (PES) Quarterly
Conduct Customer Satisfaction Surveys (Even Years) Fall 2016,

2018
Conduct Security & Policing Surveys (Annually) Each Fall
Conduct Employee Surveys (Even Years) Winter 2018,

2020
Generate Ad Revenue
Achieve Advertising Franchise Annual Revenue Targets Meet or
Exceed
Budget
Increase Ridership & Revenue

Conduct Ethnic Heritage Celebration Marketing Campaigns >3
(Annually)
Negotiate Co-Marketing Partnerships to Increase Off-Peak >50

Ridership (Annually)
Grow BARTable Subscribers & Followers to Increase Off-Peak >10%

Ridership Increase
117
Increase Ridership & Revenue

Negotiate Channel Marketing Agreements with Conventions & >20
Hotels to Build Ridership to OAK & SFO
118
COMMUNICATIONS DEPARTMENT - 0603
Department Manager
Alicia Trost
Communications Officers (2)

Taylor Huckaby
Cheryl Stalter
Multimedia Media Relations Public Information Communications
Live Board Videocasts Press Interviews / Requests Passenger Bulletins

Website & Mobile Website Content
Printed Brochures
BARTtv / YouTube Videos Subject Matter Expert Management Email & Text Services (Rider Alerts, News)
Posted Fares, Schedules, Maps
B-roll Requests News Releases / Media Advisories Social Media
Permits (Expressive Activity,
News Conference Speeches Photography, Film) New Initiative Communications
Coordination Event Support Poster Art Program
Special Video Productions Op-ed / Trade articles Trademark / Brand Oversight & Enforcement
& Digital Photography
Crisis Communications Passenger Campaigns (Security, Courtesy,
Service / Non-service issues Thank You, etc.)
Video File Storage Management
Industry Communications / Expert Speaking
TOTAL HEADCOUNT
Operating 8.5
Capital 0.5
REI -
119
COMMUNICATIONS
Communications
Publish Original Stories on BART.gov Targeted to BART Activities >15
& Spotlight Employees
Produce Videos to Promote Strategic Improvements >8
Administer the BART.gov Content Program -
Deploy BART.gov Homepage Picture Campaigns >2
Administer the Social Media Program -
Deploy Car Card Campaigns >5
Deploy Poster Art Campaigns in Stations >1
Conduct Online Town hall Meetings >1
Administer the BART Communication Standards Program -
Administer the BART Brand Oversight & Enforcement Program -
Media Relations
Administer the 24/7/365 Media Relations Program -
Administer the BART Subject Matter Expert (SME) Program -
Administer the "Daily Clips" Program -
Execute "Behind the Scenes" Opportunities to Highlight Strategic >3

Improvements
Update the Media Voicemail Line Timely During Major Service =15 Minutes
Disruptions
120
COMMUNICATIONS
Multimedia
Manage the Multimedia Production Studio -
Manage the Digital Asset Archive Program -
Execute the Live Broadcast & Archiving of Board Meetings -
Public Information
Administer the Posted Fares, Schedules & Maps Program -
Administer the Printed Brochures Program -
Administer the Passenger Bulletin Program -
Administer the Expressive Activity / Film & Photography Permit -

Program
121
GOVERNMENT & COMMUNITY RELATIONS - 0604
Department Manager
Roddrick Lee
Local Government &

State and Federal Legislation
Community Relations
Vacant
Maisha Everhart
Local Government Affairs Government Affairs and Advocacy

Community Relations for Alameda, Federal and Congressional Affairs
Contra Costa, San Francisco & San
Mateo Counties State and Legislative Affairs
Station Area Planning and Outreach BARTs Legislative Program
Festivals and Disadvantaged State and Federal Funding Issues

Youth Tours
Annual Report to Congress
Title VI Outreach and Public
Participation
Better BART Education and

Outreach
Local and Regional Funding Issues
TOTAL HEADCOUNT
Operating 8.0
Capital 1.0
REI -
122
GOVERNMENT & COMMUNITY

RELATIONS
Government & Community Relations
Execute Targeted Outreach to Educate Officials, Businesses & -
the Community on System Reinvestment

the Community on System Expansion

the Community on Strategic Improvements
Execute Targeted Outreach to Demonstrate Cultural Sensitivity & >30

Promote Diversity
Establish Outreach Plan to Educate Key Stakeholders & -

Community Regarding BART's Involvement in the Fixing
America's Surface Transportation Act
Create Opportunities for Board of Directors to Interface with -

Congressional Delegation, Key Stakeholders & Constituents
State & Federal Legislation

Administer the Government Affairs & Federal Advocacy Program -
Produce BART Annual Report to Congress -
Administer the Community Relations Program (By County) -
Coordinate Legislative & Advocacy Efforts for BART Cap & Trade -
Projects
123
CUSTOMER SERVICES DEPARTMENT - 0605
Department Manager
Julie Yim
Transit Info Center Customer Comments Customer Response Customer Service Center Ticket Programs Clipper Outreach
BART Info. Complaint Receipt, Customer Outreach Bike Locker program Clipper Program Distribution of Senior
Tracking and Logging & Youth Clipper cards
Interdepartmental Customer Tiny Tickets
Special Projects Administer Disabled Pass
Process & Refer Customer
Advocacy Employer Ticket Sales
Comments
Bulk Mailing of Collaterals Eligibility Program
Customer Service for Internet Ticket Sales
Non-Personnel Complaint CCJPA Company Store Sales
Capitol Corridor Info Teenage Student Discount
Investigation
Ticket Sales & Exchange Program
Support to Regional 511
Promos
Employee Recognition
Awards Program
Company Store Purchases
Clipper
Travel reimbursement program
Military ticket program
TOTAL HEADCOUNT
Operating 16.0
Capital 2.0
REI -
124
CUSTOMER SERVICES
Customer Service Center

Administer the BART & CCJPA Customer Service Center -
Administer Customer Service on Social Media Program -
Respond to 90% of Customer Comments Timely <10 Days
Administer the Customer Service Center Data Analysis Program -
Respond to Customer Requests for Bike Locker Rentals Timely <3 Days
Administer the BART Company Store -
Ticket Programs
Administer the Customer Service Center & Ticket Office at Lake -
Merritt
Respond to Customer Requests for BART Tickets by Mail Timely <3 Days
Administer the Senior & Youth Clipper Card Program -
Improve the Usage of Student Discount Program >5%
Transit Information Center

Administer the Transit Information Center (TIC) Program -
Achieve Customer Service Standards for Incoming TIC Calls >93%
Respond to TIC Calls Timely <20 Seconds
125
GRANT DEVELOPMENT - 0606
Department Manager
Michael Tanner
Negotiate Funding with State, Federal & Local

Agencies
Prepare & Manage Grant Applications
Report on Grant Application & Follow-up
Foster & Maintain Relationships with Partner

Funding Agencies & Transit Properties
Advocate for & Administer Security Grants

Develop and Administer Inter-Agency Funding
Agreements
Manage Accelerated Grant Processes Associated

with Economic Stimulus Funding
Represent BART to County CMA meetings &

secure funding
TOTAL HEADCOUNT
Operating 4.0
Capital 2.0
REI -
126
GRANT DEVELOPMENT
Grant Development
Administer the Federal Grant Application Program -
Administer the Grant Awards Program for Capital Reinvestment -

Projects
Administer the Grant Awards Program for System Expansion -

Projects
Administer the Grant Awards Program for Safety & Security -

Projects
Monitor Awarded Grants to Facilitate Timely Spending -
127
POLICE DEPARTMENT - 07
Chief of Police
Carlos Rojas
Security Programs Sr. Administrative Analyst

Emergency Preparedness
Commission on Accreditation for

Public Information Officer
Law Enforcement Agencies
Support/Deputy Chief Professional Standards &

Operations/Deputy Chief
Ed Alvarez (Interim) Lance Haight
Training/Deputy Chief
Jeff Jennings
Zone Lieutenants/Watch Commanders

Support Services Lieutenant IA & PST Lieutenants
Patrol Explorers
CIT Specialist
CRB Liaison
Detectives
COP Unit Training
Joint Terrorism Task Force
Records Range
Crime Analysis
Fleet Internal Affairs
Narcotic Task Force Backgrounds/Recruitment
Property
K-9 Chaplains
CAD RMS
Critical Asset Patrol Team Trauma Response Team (TRT)
ISRC/Dispatch 9-1-1
Research & Planning
Hostage Negotiation Team
Evidence
SWAT/TAC Team
Procurement TOTAL HEADCOUNT
I.D. Techs
Revenue Protection Operating 350.0
Budget/Payroll Video Recovery Capital -
Warrants Use of Force Committee REI -
Parking/Traffic Note: Annualized FTE as of FY18 year-end.
CompStat
Court Liaison
Scheduling
128
Departmental Four Year Work Plan: POLICE DEPARTMENT
POLICE DEPARTMENT
BPD Operations
Maintain Professional & Well Trained Police Force 24/7/365 -
Achieve Police Presence Passenger Experience Survey (PES) >2.5

Score
Respond to Emergencies Timely <5 Minutes
Conduct Train Sweep Inspections Each Shift Per Patrol Officer >6
Maintain Part 1 Crimes Against Persons Per Million Passengers <2 per
Trips Quarter
Maintain the Critical Asset Patrol (CAP) Team -
Maintain the All Hazards Team -
Administer the Joint Terrorism Task Force (JTTF) Program -
Administer the Narcotic Task Force -
Maintain the Detective Unit -
Administer the Crime Analysis Program -
Administer the Computer Statistics (CompStat) Program -
Identify Top 5 Stations With Part 1 Crimes (Monthly) Met
Administer BPD Video Recovery Program -
Chair the Use of Force Committee -
Maintain Explosive Detective Canine Unit -
129
POLICE DEPARTMENT
Commission on Accreditation for Law Enforcement Agencies

Administer the Commission on Accreditation for Law Enforcement -
Agencies (CALEA) Program
Professional Standards & Training

Administer the BPD Professional Standards & Training Program -
Administer the BPD Recruitment Program -
Complete Applicant Background Investigations Timely -
Administer the BPD Internal Affairs Program -
Administer the BART ID Card Program -
Administer the Trauma Response Team Program -
Administer the RangeMaster Program -
Administer the BPD Chaplain Volunteer Program -
Security Programs
Administer the District Security Program -
Chair the District Security Committee -
Administer the Emergency Operations Center (EOC) Program -
Conduct Semi-Annual EOC Tabletop Exercises -
Support Services
Manage the 24/7/365 Dispatch 911/ISRC Operation -
130
POLICE DEPARTMENT
Support Services
Administer the Community Oriented Policing & Problem Solving -
(COPPS) Program
Administer the Scanning, Analysis, Response, & Evaluation -

(SARA) Model Program
Manage the COP Unit & Gang Patrol -
Administer the BPD Warrants Operation -
Administer the BPD Evidence Room -
Administer the BPD Records Management Program -
Manage the Revenue Protection Guard Operation -
Administer the BPD Procurement & Property Program -
Administer the BPD Parking/Traffic Citations Operation -
131
OPERATIONS OFFICE - 08

Paul Oversier
Transportation & System Maintenance &

Rolling Stock & Shops Operations Planning eBART/OAC
Service David Hardt
Engineering
Roy Aguilera Tamar Allen John McCormick David Murphy
Rail/Yard Operations, Station Operations & Strategic Administrative

Right-of-Way Maintenance Operations
Station Appearance Group Reliability Engineering
- A/S Line: Lake Merritt Warm Springs Facilities Maintenance Vehicle Maintenance
Hayward Maintenance Infrastructure & Fleet Capacity
- L Line: Castro Valley Dublin Pleasanton
Complex Planning
- R Line: Ashby Richmond Engineering eBART/OAC Systems
- C Line: Rockridge Pittsburg/Baypoint Revenue Vehicle
Maintenance Engineering Financial Analysis & Scheduled Service Planning
- K Line: West Oakland MacArthur
- M/W/Y Line: Embarcadero SFO/Millbrae Administration
Reliability, Quality, Asset Management
Quality, Planning & Logistics
Process Development
Operations Control Center
New Car Procurement
Operations Support and Review
- Crew Office Vehicle Maintenance
- Transportation Training
Maintenance Planning
TOTAL HEADCOUNT
Operating 2,684.0
Capital 712.1
REI 14.0
132
MAINTENANCE & ENGINEERING - 0802
Chief Maintenance &Engineering Officer

Tamar Allen
Right-of-Way Facilities
Maintenance Financial Analysis & Quality, Planning &
Maintenance Engineering
Shane Edwards Administration Logistics
Greg Lombardi Lori Lovett
Fannie Pettis (Interim) John Mazza
Train Control Electrical & Mechanical Financial Analysis & Documentation

Grounds Engineering Administration
Track, Wayside, Training Operations
Grounds & Structures Capital Programs
Buildings Planning & Scheduling
Systems Engineering Procurement &
Traction Power/Wayside Contracts
Civil/Structural Engineering
Electrical Elevator/Escalator Quality Assurance
& Construction
Non-Revenue AFC/Computers/ Asset Management
Vehicle & Communications Engineering Liaison
Equipment
Electrical Mechanical
TOTAL HEADCOUNT
Operating 703.9
Capital 651.1
REI 7.0
.
133
Departmental Four Year Work Plan: OPERATIONS
Facilities Maintenance
AFC
Perform All Inspections & Preventative Maintenance Activities 100%
Maximize Gate Availability 98%
Maximize Vendor Availability 95%
Communications
Perform CCTV Maintenance, Operations & Repair 6,960 Hrs /

As Needed
Perform Telephone Adds, Moves & Changes due to BART 3,480 Hrs /
Staffing Growth & Relocations As Needed
Computers
Perform All Inspections & Preventative Maintenance Activities on 100%
a Monthly Basis
Electrical/Mechanical Maintenance
Perform All Inspections & Preventative Maintenance Activities on 100%

a Monthly Basis
Administer Contract for In Station & Parking Lot Relamping 100% Monthly
Perform Increased Equipment Maintenance due to Assets 7,000 Hrs /

Operating Beyond their Design Life As Needed
Relamp the Montgomery Station Platform 100%
*M&E records impacted by the budget display both current & adjusted targets.
134
Electrical/Mechanical Maintenance
Provide Project Support on District Wide Operating Projects 14,000 Hrs /
As Needed
Elevator/Escalator
Maximize Station Elevator Availability 98%
Maximize Garage Elevator Availability 98%
Maximize Street Escalator Availability 95%
Maximize Platform Escalator Availability 96%
Replace Elevator Doors 12 Doors / 6

Doors
Replace Elevator Rams 2
Replace Escalator Chains 10 / 5
Facilities/Buildings
Provide Station Pigeon Abatement 3 Stations / 0
Perform Power Washing of Passenger Stations 100%
Install & Maintain Stormwater Discharge Filtration System to 100% / As

Ensure MS4 Compliance Needed
135
Facilities/Buildings
Administer The Facility Graffiti Abatement Program 100%
Mitigate Station Parking Lot Trip Hazards 6 Stations / 3

Stations
Perform Station Brightening 3 Stations
Grounds
Perform Annual Firebreaks 5,220 Hrs /

As Needed
Provide Fence Repair 5,220 Hrs /

As Needed
Perform Tree Maintenance 10 Stations /

As Needed
Quality Assurance
Develop Quality Assurance Plan 100%
Develop Quality Assurance Procedures 50% / 30%
Develop Quality Assurance Training Modules 25% / 15%
Perform Scheduled Audits 144 / 24
Develop & Maintain Corrective Action Metrics 100% / 85%
Develop & Maintain Lessons Learned Database For M&E 25% / 10%
Activities
136
Quality Assurance
Update the BFS Quality Specifications for CAD STD 50% / 10%
Hire Quality Assurance (QA) Officers 3 Officers / 2

Officers
Obtain ISO 9000/2015 Certification for Quality Assurance Officers 3/2
Quality, Planning, & Logistics

Documentation
Complete All Public Records Act Requests Timely 100%
Complete Print Requests Timely 100%
Complete Technical Publication BECOs Timely 100% / 75%
Distribute District Monthly Performance Charts Timely 100%
Provide Weekly BECO Status Reports to Vehicle Maintenance 100% / 50%

Engineering
Update the CAD Manual & Rewrite S.O.P.S For Drafting 50%
Complete Drafting & CAD BECOs Timely 100%
Develop & Implement S.O.P For Technical Publications 25%
M&E Technical Training

Maintain CPUC Certifications 100%
Maintain CAL-OSHA Compliance 100%
137

M&E Technical Training
Maintain Integrity Of Learning Management System Via Monthly 100%
& Quarterly Audits
Administer On Boarding Training To New Employees 100%
Identify & Deliver Skills Development Classes To Maintenance 50% / 25%

Groups
Administer Preemployment Testing 100%
Administer Return To Work Program 100%
Review Training Manuals & Deliver Training For WSX 100%
Review Training Manuals & Deliver Training For SVBX 100% / 50%
(Contingent Upon Project Timeline)
Review Training Manuals & Deliver Training For Communications 10%

Based Train Control (CBTC)(Contingent Upon Project Timeline)
PM Planning & Scheduling

Process Track Allocation Requests & Publish Weekly Schedules 100%
for all Work With Potential to Impact ROW
Support Maintenance Groups' Efforts To Plan & Schedule Work 90% / 20%
In Maximo (For Projects & Preventative Maintenance)
Update All Existing Asset & PM Information in Maximo for 100% / 80%
Communications Assets
Review & Approve Site-Specific Work Plans for all Work on BART 100% / 85%
Property
138

PM Planning & Scheduling
Enhance System Access Planning Tools & Processes with the 100% / 75%
Addition of a "Special Event" Layer to the EGIS Application
Enhance System Access Planning Tools & Processes by Fully 50%

Integrating EGIS With Maximo (Contingent Upon IT's Deployment
Timeline)
Develop & Post Track Allocation KPIs on the M&E Kiosk Page 100% / 50%
Create a "Look Ahead" Process to Plan & Coordinate Long-Term 75% / 50%
Projects (5 Years or more)
Update the BART Facilities Standards (BFS) to Incorporate 25%

Updates to Track Allocation Procedures & Revised Management
Procedures
Reliability Engineering & Maximo Development

Perform the Maximo 7.6 Upgrade to meet Functionality, Data, & 100%
Business Requirements (Contingent Upon IT's Schedule)
Perform Continuous Improvement, Development & Maintenance 25%

of the M&E Metrics & KPIs

of the M&E Kiosk Page
Update All Existing Asset & PM Information in Maximo for 100%

Structures
Update Maximo Assets for Bond Projects 100%
Deploy Maximo Mobile to meet Functional Department 30%

Requirements
139

Reliability Engineering & Maximo Development
Onboard & Update Maximo Data Regarding Assets, Locations, 50% / 25%
Job Plans, PMs, & Failure Reporting For WSX & SVBX
Update Maximo Assets For New Non-Revenue Vehicles & SVBX 100% / 15%
Integrate Active-G, EGIS, & Maximo to meet 25% / 10%

Functionality/Data/Business Requirements (Contingent Upon IT's
Schedule)
Integrate Geocar & Maximo (Contingent Upon Geocar Arrival & 25%
IT's Schedule)
Implement the Maximo Warranty Feature to meet Functionality, 90%

Data, & Business Requirements (Contingent Upon IT's Schedule)
Advance the Maturity of Asset Management Data 20% / 10%

of the Configuration Management System (CMS), Safety
Compliance Module
Deploy Maximo HSE to meet Functionality, Data, & Business 25%

Requirements (Contingent Upon IT's Schedule)
ROW Maintenance
NRVS
Procure ROW Maintenance Equipment As Needed /

Awaiting
Funding
140
ROW Maintenance
NRVS
Replace Rubber Tired NRVS Fleet 35 Vehicles /
As Needed
Structures
Track
Replace Continuous Welded Rail 12 Miles / 10

Miles
Rebuild Track Interlockings 2
Replace Rail Fastener Pads 5,500 / 4,000
Minimize Service Delays Per 100 Train Runs .30
Perform System Surfacing (Tamping Crew) 15 Miles / 10

Miles
Replace Wood Ties for At-Grade Track (not Interlockings) 800 Ties /
400 Ties
Perform System Grinding in Support of New Wheel Profile & 80 Miles / 40

Wheel Interface Miles
Traction Power
Replace 34.5KV Cable Between ANA & KWS Install
141
ROW Maintenance
Traction Power
Rebuild Substation DC Rectifier 5/3
Replace 34.5KV Cable on the M Line Plan/Design
Minimize Service Delays Per 100 Train Runs .20
Replace 34.5 KV Cable Between COR & CRO Substations Plan/Install
Replace 34.5 KV Cable Between LAA & ABF Substations Plan/Install
Replace all Insulators on the M-Line 400
Train Control
Minimize Service Delays Per 100 Train Runs 1.00
Provide Replacement of & Additional Protection to 4 Miles of 50% / As

Wayside Cables Between C45 & C47 due to Rodent Damage Needed
Perform Train Control Signal Ground Isolation & Stray Current 10% / As
Damage Repair Systemwide Needed
Provide Replacement & Repair of Yard Local Control Area Train 20% / As
Control Equipment Needed
Replace Switch Machine Power Supplies & Cables Systemwide 20% / As

Needed
Replace M95 TCR (School Street) Train Control Equipment 50% / As

Needed
142
ROW Maintenance
Train Control
Replace Train Control Wayside Impedance Bond (Alstom) with 10% / As
GRS Weezee Bonds Needed
Replace Train Control MUX Power Supplies Systemwide 50% / 10%
Perform Systemwide Replacement of Train Control Processor 10% / As

Boards Needed
Replace Yard Track Circuit Vital Relays, Cabling & Enclosures 1 Yard / As
Needed
Repair Wayside Stray Current Damage to Cabinets, Junction 0 / As Needed

Boxes, & Conduits System Wide
143
ROLLING STOCK & SHOPS DEPARTMENT - 0803
Chief Mechanical Officer

David Hardt
New Car Strategic Administrative Hayward Maintenance Revenue Vehicle Maintenance Reliability, Quality,
Vehicle Maintenance
Procurement Group Complex Sean Steele
Maintenance Engineering Planning Process Development
John Garnham Kimberly White Richard Severo Henry Kolesar Harold Engle Martin Atkinson
Electronic Repair Shop Concord Shop
Electro Mechanical
Daly City Shop
Repair Shop
Truck Shop Hayward Shop
Overhaul Shop Richmond Shop

TOTAL HEADCOUNT
Operating 712.0
Revenue Vehicle Capital 53.0
Central Control
REI -
Car Appearance
144
Administer Ongoing RS&S Shop Equipment Maintenance Timely
Program Completion
Manage Ongoing RS&S Facilities Maintenance Timely

Completion
New Car Procurement

Establish Tracking & Monitoring Procedures for Warranty Claims 100%
to Ensure 100% Recovery of Funds
Reliability, Quality, Process Development

Perform Vendor Compliance Audits 10
Maximize the Number of Work Order Closures per Week 25
Revenue Vehicle Maintenance Engineering

Develop the Maintenance Plan Program for Fleet Transition to Timely
New Rail Cars Completion
Perform Timely Investigation of Incidents Timely

Completion
Implement Wheel Profile Change Timely

Completion
Develop Engineering Designs, Material Specifications, & Timely

Procedures Completion
Minimize the Materials Specification Response Time (REI) 10 Days
Administer the Campaign & Modification Development Program Timely

Completion
145
Revenue Vehicle Maintenance Engineering

SMP - Administer The Continuous Lifecycle Improvement Improve
Process Program to Improve Re-Stock Time for EMRS/ERS Equipment
Equipment Re-Stock
Time
Strategic Administrative Group

Administer Technical & New Car Training Program 100%
Maintain Percentage Of Positions Filled 96.6%
Utilize 100% of Capital Staff Based on Available Funding 100%
Ensure Effective Classroom Utilization 100%
Administer Leadership Development & Professional Training -

Program
Administer Regulatory Training for Roadway Worker Protection 100%

(RWP)
Administer Regulatory Training for PED 100%
Administer Regulatory Training for 100% of Forklift Operators 100%
Administer Regulatory Training for The Injury & Illness Prevention 100%
Program
Administer Regulatory Training for Environmental Protection 100%

Agency (EPA)
Administer Regulatory Training for the Move Crew (4 Employees 4 Employees

Certified Per Shift) Per Shift
Administer Regulatory Training For Respirator Usage 100%
146
Strategic Administrative Group

Provide Wheel Truing Training for a Minimum of 3 Employees Per 3
Shift Employees
Per Shift
Ensure Contracts Are In Place For Materials & Services 100%
Manage Procurement Contracts & Ongoing Evaluations Of Parts 100%

& Services Needed
Perform Internal Work Process Audits -
Manage Overtime Costs Which Exceed the Budget & Position 0

Vacancies
Vehicle Maintenance
Ensure Train Interior Is Kept Free Of Graffiti (Passenger 3.375
Experience Survey Score)
Ensure Train Interior Cleanliness (Passenger Experience Survey 2.75

Score)
Manage the Mean Time Between System Delays (Hours) >4,000 Hours
Manage the Mean Time Between Incidents (Hours) >185 Hours
Minimize the Number of Incidents in the First 1,000 Hours 0

Following Planned Maintenance
Maximize Car Availability at 0400 Hours 595
Minimize the Number of Cars Parked for Axle Replacement 0
Minimize the Number of Repeater Car Hits Per 1,000 Hours <0.5
Minimize Unscheduled Door Openings per Million Car Miles 0
147
Vehicle Maintenance
Strategic Maintenance Plan (SMP) - Overhaul AC Traction Motors 12
SMP - Overhaul Axle Assemblies 12
SMP - Overhaul 5 A2B2 Trucks per Week 5
Ensure Adequate Material Stock for The Electro Mechanical Within

Repair Shop (EMRS) Targeted
Range - 100%
SMP - Perform Vehicle Level Overhaul & Structural Repair Timely

Completion
Ensure Adequate Material Stock for the Electronic Repair Shop Within
(ERS) Targeted
Range - 100%
Adhere to the Standards of the Scheduled Maintenance Plan 100%

Regarding Preventative Maintenance
Minimize the Response Time of Mainline Technicians for End of 15 Minutes

Life (EOL) Turnarounds
Minimize Supervisor Response Time for the Vehicle Trouble Desk 10 Minutes
Provide Ongoing Support of the Maximo Implementation & Timely

Upgrade Program Completion
Maintain a Comfortable Temperature Onboard Train (Passenger 3.12

Experience Survey (PES) Score)
Perform Vehicle Maintenance Audits 50-60
Manage Emergency Preparedness & Minimize Time to Evacuate 2.5 Minutes
Perform Monthly Compliance Checks per Observer 8
148
Vehicle Maintenance
PED Checks - Move Crew 10%
Complete Storm Drain Inspections Between October & May 4
149
OPERATIONS PLANNING DEPARTMENT - 0804
Department Manager
John McCormick
Performance Infrastructure &

Operations Scheduling Asset Management
Thomas Tumola Management Capacity Planning
Roy Henrichs Kristyl Horton Sandy Stadfeld
Develop Operating Plans

Compile and Review Risk & Strategy Plan Future Rail Service
Operating & Reliability Data
Train Scheduling Data & KPI Develop Capital Investment
Analysis and Reporting of Requirements
Crew Scheduling/Assignments Operations Performance Asset Management
Reliability and Develop Fleet Management Plan
ATU Employee Bids for Quality Engineering
Transportation Conduct System Capacity
Forecast Electric Power Study & Analysis
Develop Special Schedules Requirements
Ridership Forecasting
Prepare QPR Data
TOTAL HEADCOUNT
Operating 16.0
Capital 5.0
REI -
150
OPERATIONS PLANNING
Infrastructure & Capacity Planning

Administer the Infrastructure & Capacity Planning Program -
Chair the Fare Evasion Taskforce -
Performance Management
Administer the Reliability & Performance Management Program -
Administer the Delay & Operational Analysis Reporting Program -
Schedule & Service Planning

Administer the Operations & Train Scheduling Program -
Plan, Implement & Optimize Routine Schedule Changes -
Plan, Implement & Optimize Non-Routine Schedule Changes -
Plan, Implement & Optimize Schedule Changes Due to Track -

Allocations
Plan, Implement & Optimize Schedule Changes Due to Special -

Events
Administer the Weekend Shut Down Program -
Administer the Bus Bridge Program -
Strategic Asset Management

Administer the Strategic Asset Management Program -
Administer the Asset Data Management Program -
Administer the Strategic Risk Management Program -
151
TRANSPORTATION & SYSTEM SERVICE DEPARTMENT - 0805
Chief Transportation Officer

Roy Aguilera
Fremont, Dublin/Pleasanton,
Pittsburg/Baypoint & Richmond/Ashby SF & Millbrae/SFO Operations Support &
C Line S/A/L/R Lines M/W Lines Review
Frederick Edwards
Linda Vasquez Asiann Chan-Velasco Paula Fraser Tera Hankins
(Interim)
Rail and Station Support
Pts/Baypoint - West Oakland Fremont-Lake Merritt Service Embarcadero-Millbrae/SFO Train Service Delivery
Service Service Monitors Train Movement System Method,
Fremont-Lake Merritt Station Train/Customer On-Time Procedures & Bulletins
Pts/Baypoint - West Oakland Appearance Embarcadero-Millbrae/SFO Performance Administrative & Budget Support
Station Appearance Station Appearance System Emergency Response
Hayward Yard Delay Management Strategies Procurement, Personnel & Payroll
Concord Yard
Daly City Yard Administrative Foreworkers
Fremont TM
Baypoint TM Oversight of Track
Dublin Pleasanton-Castro Valley Maintenance Activities Rules Compliance
Daly City TM
Service Oversight of Fleet Distribution Crisis Intervention
Dublin Pleasanton-Castro Valley SFO & Millbrae TM
Transportation Systems Development
Station Appearance
Employee Development
Dublin TM Zone
Lost & Found
VTA Extension
Warm Springs
TOTAL HEADCOUNT
Training
Operating 1,177.1
Richmond Yard Capital 3.0
Richmond-Ashby Station Appearance REI 7.0
Richmond-Ashby Service
152
TRANSPORTATION & SYSTEM

SERVICE
Operating Support & Review
Administer the BART Lost & Found Department -
Administer the Transportation Graffiti Removal Contract -
Administer the Standby Emergency Services & Advanced Life -

Support Service Contract
Administer the Transportation Uniform Contract -
Administer The Transportation Department Operating Rules & -

Procedures Compliance Program
Conduct Train Operator Ride Checks Twice per Year 100%
Deliver Mandatory Training Certifications & Recertifications 100%
Administer the Crisis Intervention Program -

Manage the OCC 24/7/365 Operation -
Coordinate Train Movements to Yard & Tower -
Conduct System Emergency Response Training & Drills >12
Oversee Track Access & Maintenance Activities -
System Service
Achieve Average PES Rating for "Environment - Inside Stations" 3.00
Achieve Average PES Rating for "Station Platform Cleanliness" 3.15
153

SERVICE
System Service
Achieve Average PES Rating for Cleanliness of "Other Station 3.0
Areas"
Achieve Average PES Rating for "Restroom Cleanliness" 2.30
Achieve Average PES Rating for "Elevator Cleanliness" 2.80
Achieve Average PES Rating for "Station Graffiti" >3.19
Achieve Average PES Rating for "Walkways & Entry Plaza 2.70
Cleanliness"
Transportation Service
Manage Train Delays Attributable to Operational Delays Per 100 <.50
Train Runs
On-Time Delivery of PM Cars to the Shops (Shared Goal) 100%
Complete Scheduled Make-Breaks >85%
Conduct Interdepartmental Delay Management Debriefings 48/Year
Achieve Average Passenger Experience Survey (PES) Rating for 3.00

"Agent Available or Sign in Place"
Achieve Average PES Rating for Train Operators Making "Arrival 3.14
Announcements"
Achieve Average PES Rating for Train Operators Making "Train 3.26
Destination Announcements"
Achieve Average PES Rating for Train Operators Making 3.10

"Transfer Announcements"
154

SERVICE
Transportation Service
Achieve Average PES Rating for "Brochures in Kiosks" (Shared 3.17
Goal)
Minimize Rude Agent Complaints <200
155
eBART/OAC - 0807
Chief Operating Officer, eBART/OAC

David Murphy
Superintendent eBART
Superintendent- eBART
Operations Oakland Airport Connector
Vehicle Maintenance
Randall Roderick Michael Forte
Robert Haslam
(Interim)
Train Maintenance Contract Management

Train Control
Field Supervision Train Control and

Communications
Train Operations
Facility and Train Track Maintenance

Cleaning
Facility Maintenance
TOTAL HEADCOUNT
Operating 72.0
Capital -
REI -
156
OAC & eBART
eBART Operations
Vehicle Meantime Distance Between Failure (MDBF) 30,000 Miles
Complaints per 100K Passengers 5
Weekday Ridership 5,500
Escalator Availability 96%
On-Time Connections with BART 98%
Elevator Availability 98%
Accidents per 100K Miles .25
OAC Operations
Weekday Ridership 3,000
Escalator Availability 96%
Fleet Availability 96%
Elevator Availability 98%
Injuries at Station per 100K Passengers 1
Injuries on Trains per 100K Passengers .13
157
Planning, Development & Construction 10

(Vacant)
Chief Transit Systems Senior Administrative

Development Officer Analyst
Carlton Allen QuyNitta McDade
Chief Transit Systems Chief Transit Systems

Development Officer Development Officer
Robert Mitroff Val Menotti
Capital Capital Capital Capital Program Cap ital Program Cor e Cap acity Station Area
Traction Power District Real Estate & Strategic &
Program Program Program Program Management Station s E ng./ Project Delivery Planning Sustainability
Syst ems Architect Prop. Devel. Policy Planning
ESP/HMC eBART WSX SVBX Franklin Wong Con st Mgmt Thomas Val Menotti Holly Gordon
Shir ley Ng (Vacant) Tian Feng Sean Brooks Ellen Smith
Tom Horton Ric Rattray Paul Medved Emile Jilwan (Interim) Dunscombe (Interim)
Aerial eBART Warm Silicon Valley Project Phase 1 Surveying, Station Area
Substation Facilities System
Structures & Extension Springs Berryessa Controls / Station Train Control Excess Land Planning Energy
Replacement Rehabilitation Expansion
Stations Extension Extension Contracts Modernization Sales
Retrofits Engineering / OCC Regional Rail TOD Environment
eBART ADA Projects Permitting,
Coordination Professional Joint New Substation Replacement Coordination Coordination Management
DMU Irvington
Transbay Services Development Leases & Art at System
Procurement Station BART Station
Tube Agreements Engineering / Licenses, BART
Cable Installation Facilities Comprehensive
Retrofits Administration Construction Property BART
Standards Co- Planning
Management, Metro
Other BART Procurement Livermore lead
Station Retail
Facilities Retrofits Oversight Extension EIR Community
Support Systemwide Coordination
(Yards, Shops, Project ROW/ Mapping
Access
Parking, Controls Station Project & GIS/ Placemaking
Structures, Support to Construction Certification Strategic
Systems, etc) Plan Station Project
other Depts
Appraisals/ Development
Security AFC Projects Regional
Acquisitions/
Program Relocations Planning
Construction
Hayward TOD
Maintenance Opportunities/
Complex Solicitation/ TOTAL HEADCOUNT
Negotiations/ Operating 34.9
Hayward Agreements
Yard East Capital 80.2
REI -
158
Departmental Four Year Work Plan: PD&C
PD&C: CONSTRUCTION
Program Management
Meet Contracting Goals for MBE/DBE/WBE/SBE -
Administer the On-Call Engineering Program -
Administer the Project Controls / Contracts Program -
Ensure Capital Project Regulatory Compliance 100%
Transit Systems Development

Administer the Capital Programs Systems Program -
Administer the Construction Management Program -
Administer the Stations Engineering Program -
Administer the Silicon Valley Extension (SVBX) Program -
Administer the Warm Springs Extension (WSX) Program -
Administer the eBART Program -
Administer the Hayward Maintenance Complex (HMC) Program -
Administer the Earthquake Safety Program (ESP) Program -
159
PD&C: PLANNING
Real Estate & Property Development

Manage the Real Estate Department -
Administer the Records Management Program -
Administer the Transit Oriented Development Program -
Administer the Joint Use Agreement Program -
Administer the External Pass Through Agreement Program -
Administer the Right of Way Mapping & GIS Certification Program -
Administer the Property Management Leasing Program -
Administer the Property Management Permitting Program -
Perform Right of Way Close Out Activities Timely -
Administer the Building Services Program -
Station Area Planning

Manage the Station Area Planning Department -
Administer the Station Modernization Program -
Administer the Station Brightening Program -
Administer the Station Transit Oriented Development Program -
Administer the Placemaking Program -
Partner with City & County Planning, Zoning & Development -

Agencies to Advance Transit Oriented Development
160
PD&C: PLANNING
Strategic & Policy Planning

Administer the BART Art Program -
Manage the BART Strategic Planning Department -
Administer the BART Long Range Planning Program -
Sustainability
Train Employees on Sustainability 100%
Implement the Sustainability Action Plan -
161
PD&C: PLANNING
District Architect
Manage the District's Architect Office -
Administer the BART Facilities Standards Program -
Administer the District Architect's Office Capital Improvements -

Program
Administer the Wayfinding & Signage Improvement Program -
162
ADMINISTRATION AND BUDGET OFFICE - 11

Carter Mau
Procurement Internal Audit Customer Access Budget Financial Planning

Richard Wieczorek Terry Green (Interim) Bob Franklin Robert Umbreit Pam Herhold
Purchasing Parking Asset Management

Financial Audits Operating Budgets
Financial Strategy
Contract Management Special Investigations and General Access Programs
Audits Grant Compliance/ Capital Budget Financial Policy & Analysis
Inventory Management Accessibility
Services & Management
Logistics
Procurement Support
Strategic Maintenance Program
TOTAL HEADCOUNT
Operating 119.5
Capital 19.5
REI 2.0
163
PROCUREMENT DEPARTMENT - 0503
Department Manager
Richard Wieczorek
Strategic Maintenance Logistics

Contracts Management Procurement Support
Program Ted Mutch
Oji Kanu Bryant Urrutia
Jim Wiscarson
Operating Contracts Field Support Office Services
Capital Contracts Distribution Center Mail Room

Purchasing Inventory Management
Detra L. Dillon Roland Fowlks Common Expense
Inventory Purchasing Inventory Management
Non-Inventory Inventory Control

Purchasing
TOTAL HEADCOUNT
Operating 86.0
Capital 9.0
REI -
164
Departmental Four Year Work Plan: ADMIN & BUDGET
PROCUREMENT
Contracts Management
Manage the Contracts Management Department -
Process Advertised Agreements & Contracts <$100K Timely <180 days
Inventory Management
Manage the Inventory Management Department -
Maintain Car Parts to Minimize Car Days Out of Service <1%
Administer the Obsolete Inventory Program -
Logistics
Manage the Logistics Department -
Procurement Support
Administer the Records Storage Program -
Administer the Go-Card Program -
Purchasing
Manage the Inventory & Non-Inventory Purchasing Department -
Process (Non-Formal Bidding) Purchase Requisitions Timely <30 Days
Strategic Maintenance
Administer the Strategic Maintenance Program -
165
CUSTOMER ACCESS DEPARTMENT - 1102
Department Manager
Bob Franklin
Parking Accessibility Services General Access Finance & Administration
Parking Policy & Procedures ADA ParaTransit Station Feeder Service (Shuttles, Dept. Budget Coordination
AirBART)
Contract Arrangements (MUNI, Accounting
Paid Parking Programs (Monthly, LAVTA, CCTA, Tri-Delta) Transit Coordination
Reserved, Long Term, Daily Paid) Operating/Capital Projects
Systemwide Accessibility
Station Access Improvement
Contracted Services
Wayfinding Signage Programs Clerical
Bicycle Programs Financial Analysis
Coord. w/ Station Area Planning Budget Administration
TOTAL HEADCOUNT
Operating 7.0
Capital -
REI -
166
CUSTOMER ACCESS
Accessibility Services
Administer BART Accessible Services Program -
Administer ADA Paratransit Program -
Administer the ADA Access Program Capital Improvement Plan -
Bicycle Program
Administer Bicycle Access Program -
Administer the Bicycle Program Capital Improvement Plan -
Parking Program
Administer BART Paid Parking Permit Programs -
Provide Parking Revenue Trends Analyses -
Govern BART Parking Enforcement Program -
Transit Access Program

Administer the Pedestrian Access Coordination Program -
Prepare Pedestrian & Bicycle Network Analyses -
Administer Transit Access Program -
Administer BART Wayfinding Signage Program -
167
BUDGET DEPARTMENT - 1104
Department Manager
Robert Umbreit
Grant Compliance/
Operating Budgets
Kate Jordan
Capital Management
Janice Lee
Develop and Implement Prepare, Input and Update Project Budgets

Operating Budget & Revisions Provide Monitoring and Control of District
Grants Administration Including Close-out
Monitoring Operating Financials
Management of District Capital Reserves
Monthly & Qtrly Financial Reporting Financial Management System Maintenance
Monitor Available Capital Resources

Budget & Financial Analysis
Coordinate Grant Activities with Internal
Funding Process
Vacancy Analysis & Reporting
Prepare Internal Project Funding Approvals
Expense Forecasting,
Analysis & Reporting Prepare Annual Capital Budget
National Transit Database Reporting Prepare/coordinate quarterly reports to
funding agencies: MTC, FTA, Caltrans, etc
Labor Negotiations Analysis & Support
Organization Charts
TOTAL HEADCOUNT
Operating 12.0
Capital 4.0
REI -
168
BUDGET
Grant Compliance/Capital Management

Manage the Grants Compliance & Capital Management -
Department
Prepare the Capital Budget Draft by March 31 Met
Prepare the Final Capital Budget by June 30 Met
Prepare Capital Program Analyses -
Administer the CAP Model -
Monitor the Capital Reserve -
Administer the Grants Compliance Program -
Administer Financial Management System -
Prepare Required Reports for All Fund Sources -
Operating Budgets
Produce Preliminary Budget Memo by March 31st Met
Manage the Operating Budget Department -
Produce Proforma Budget by February 15 Met
Produce Adopted Budget by June 30 Met
Produce Resource Manual During 4QFY Met
Close Out Prior FY Budget & Obtain Board Approval by October Met
31
Monitor Operating Reserves -
169
BUDGET
Operating Budgets
Prepare Monthly Budget Reports Met
Prepare Quarterly Budget Reports Met
Prepare Financial Forecasts Timely -
170
FINANCIAL PLANNING DEPARTMENT - 1106
Financial Planning
Pam Herhold
Asset Management Financial

Strategy Financial Policy & Analysis
Dennis Markham
Short Range Transit Plan/Capital Revenue/Ridership Forecasts,

Improvement Program Analysis & Reporting
Fare Policy & Analysis
Budget Governance Group
Title VI Analysis & Support
Funding Strategies
Operating Budget Source &
Allocation
Program Funding Plans
Financial Analysis
Interoperator Agreements
TOTAL HEADCOUNT
Operating 4.5
Capital 2.5
REI 2.0
171
FINANCIAL PLANNING
Asset Management Financial Strategy

Administer the Asset Management Financial Planning Program -
Chair the Resource Governance Group -
Administer the New Budget Initiative Program -
Financial Planning
Manage BART's Operating Source & Allocation Budget -
Administer the Revenue & Ridership Data Analysis Program -
Manage Fares, Fare Policy & Fare Programs -
Administer Financial Planning For Extensions & Other Capital -

Projects
Prepare Financial Analysis For Strategic Improvements -
Prepare the Short Range Transit Plan / Capital Improvement Odd Fiscal
Program, Biennially Years
Administer Interoperator Agreements -
Prepare MTC Transit Sustainability Project Performance Indicators -
172
INTERNAL AUDIT DEPARTMENT - 1302
Department Manager
Terry Green (Interim)
Financial Audits Special Investigations & Audits

Harold Keiner John Love (Interim)
Financial-Related Audits Capital Projects
External Audit Coordination

Information Technology Audits
Contract Audits/Claims/Rates
Compliance/Performance Audits
Performance/Compliance
Sales Tax Revenue Audits
Special Investigations
TOTAL HEADCOUNT
Operating 7.0
Capital 4.0
REI -
173
INTERNAL AUDIT
Internal Audit
Conduct Contract Audits Supporting Capital Projects -
Conduct Internal Performance Audits per the Annual Audit Plan -
Conduct Internal Consulting Engagements Timely -
Facilitate External Audit Engagements Timely -
Conduct Special Investigations Timely -
Administer the BART Fraud Program -
174
CAPITOL CORRIDOR OFFICE - 14
Managing Director
David B. Kutrosky
Senior Staff Assistant Senior Administrative Analyst
Transportation Services Marketing &

Mechanical Service Manager Engineering Officer Manager of Planning
Dean Shepherd Manager Joel E. Cox
Communications Officer
James R. Allison
Michael Hendley Priscilla T. Kalugdan
Equipment Allocation Train Operations Capital Program Planning Contract Management Promotions
Equipment Cleanliness Bus Operations Maintenance Planning Financial Planning BART TIC 1
Equipment Ops. & Storage On Board Services Track Maintenance Capital Program/Budget Website
Station Operations
Equipment Maintenance Stations Database Management
Budget
Renovation / Acquisition Maintenance Facilities Project Development
Contract Compliance
TOTAL HEADCOUNT
Operating -
Capital -
REI 24.0
1: Day-to-day administrative responsibilities are with BART Transit Information Center (7.0 FTE) Customer Service (0605378)
175
Departmental Four Year Work Plan: CAPITOL CORRIDOR
CAPITOL CORRIDOR
Capitol Corridor
Budget Management <$35,855,000
Mechanical Delays / 10K Train Miles <60
% of Customers Highly Satisfied >87%
Revenue >$29,558,000
Operator Delays / 10K Miles <325
Stations On Time Performance >90%
End-Point On Time Performance >90%
Total Operating Cost Per Passenger Mile <.64 (cents)
System Operating Ratio (Train & Feeder Bus) >50%
Passenger Miles 103,360,000
Route Ridership 1,520,000
176
INDEPENDENT POLICE AUDITOR 17

Russell G. Bloom
Senior Administrative Analyst
Independent Police Investigator

Patrick J. Caceres
TOTAL HEADCOUNT
Operating 3.0
Capital -
REI -
177
Departmental Four Year Work Plan: INDEPENDENT POLICE AUDITOR
INDEPENDENT POLICE AUDITOR

Administer the Office of the IPA -
Respond to all Contacts From Complainants <1 Business

Day
Complete All OIPA Investigations <6 Months
Organize at Least One Outreach Event per Quarter 4 Events Per

Year
Review at Least One Policy per Year & Issue Recommendations 1 Policy Per
for Change When Appropriate Year
Facilitate Training Sessions for the Citizen Review Board >4 Exercises
Per Year
178
HUMAN RESOURCES- 18

Michael Jones
Human Resources Admin

Vacant
Workforce Development
Employment & Classification
Attendance Management
Employee Services
HRIS & Benefits
TOTAL HEADCOUNT
Operating 34.6
Capital 5.0
REI 1.0
179
HUMAN RESOURCES ADMIN - 0502
Human Resources
Dept Manager
Vacant
HRIS & Benefits HR Programs HR Programs

Diane Iwata Vacant Vacant
Compensation/Pay Rates Workforce Development Employment & Classification Employee Services Attendance Management
Pos ition Control

Strategic Workforce Plan Leave Programs Workers Compensation
Employment Recruitment
Health & Welfare Benefits Compliance Succession Plan Trauma Response Accident Preventi on Program
& Adminis tration Application Tracking
Performance Management Leave/Medical Case Management
Random Drug Testing
Tes ting & Selection
Benefits Vendor Management Short & Long Term Disability Programs
Apprenticeships/Internships
Recruitment Documentation Employee Assistance Program
Employee Engagement
Investment Plans Committee Classification
Subs tance Abuse
Surveys
Reception
Violence in the Workplace
TOTAL HEADCOUNT
Operating 31.6
Capital 5.0
REI 1.0
180
Departmental Four Year Work Plan: HUMAN RESOURCES
HUMAN RESOURCES
Employee Relations
Administer the Health & Welfare Benefits Program -
Administer the Benefit Compliance Program -
Administer the Benefit Vendors Management Program -
Administer the Investment Plans Committee Program -
Administer the Human Resources Information System (HRIS) -
Employee Services
Administer the Drug & Alcohol Testing Program -
Administer the Attendance Management Program -
Administer the Employee Assistance Program (EAP) -
Conduct Random Drug Testing to meet DOT Requirements for >2.10%

Safety Sensitive Employees
Conduct Follow Up Post-Positive Testing For One Year >6
Administer the Violence in the Workplace Program -
Employment & Classification

Create New Classifications Timely -
Administer the Employee Recruitment Program -
Fill Positions Timely -
181
Departmental Four Year Work Plan: HUMAN RESOURCES
HUMAN RESOURCES
Workforce Development
Administer the Workforce Development Program -
Deliver Required Training for All Employees 100%
Deliver Specialized Training for Supervisors & Managers -
Deliver Skill Building Training to Address Workforce Needs -
Administer the Performance Management Program -
Track Annual Performance Review Delivery 100%
Track New Hire Performance Review Delivery 100%
Administer the Apprenticeship & Intern Program -
Administer the Employee Recognition Program -
182
183
INCOMESTATEMENT Adopted Revised Change
($millions) FY17 FY18 $ %
Revenue
RailPassengerRevenue 510.0 510.8 0.8 0%
ADAPassengerRevenue 0.9 0.9 0.0 1%
SubtotalNetPassengerRevenue 510.8 511.7 0.8 0%
ParkingRevenue 33.5 35.0 1.5 5%
OtherOperatingRevenue 27.5 32.1 4.6 17%
TotalOperatingRevenue 571.8 578.8 6.9 1%
FinancialAssistance
SalesTaxRevenue 249.2 252.5 3.2 1%
PropertyTax 38.6 42.2 3.6 9%
VTAFinancialAssistance 7.1 7.1
StateTransitAssistance(STA) 8.9 26.8 17.9 200%
Local&OtherAssistance 13.4 10.2 (3.2) 24%
TotalFinancialAssistance 310.1 338.8 28.6 9%
OPERATINGSOURCES,Subtotal 882.0 917.5 35.6 4%
5307RailCarFundSwap(Federal) 47.1
CAPITALSOURCES 876.3 997.9 121.6 14%
TOTALOPERATING&CAPITALSOURCES 1,758.3 1,915.4 157.2 9%
NetLaborandBenefits* 499.6 541.9 42.3 8%
OPEBUnfundedLiability 2.4 3.1 0.6 25%
Traction/StationPower 41.0 43.3 2.3 6%
OtherNonLabor 120.5 125.1 4.6 4%
ADAParatransitService 14.2 15.0 0.8 5%
OAC 6.1 6.3 0.2 3%
OtherPurchasedTransportation 7.7 8.0 0.4 5%
TotalOperatingExpense 691.5 742.7 51.2 7%
5307RailCarFundSwapExpense 47.1
DebtService&Allocations
BondDebtService 51.7 50.8 (1.0) 2%
CapitalAllocations 141.1 127.1 (14.0) 10%
TotalDebtService&Allocations 192.9 177.9 (15.0) 8%
OPERATINGUSES,Subtotal 884.4 920.6 36.2 4%
OPEBUnfundedLiability 2.4 3.1 0.6
NETOPERATINGRESULT 0.0 0.0 (0.0)
SystemReinvestment 584.5 673.1 88.6 15%
Safety&Security 68.0 70.4 2.4 4%
EarthquakeSafety 60.6 100.6 40.0 66%
Service&CapacityEnhancement 48.6 74.8 26.2 54%
SystemExpansion 109.2 73.5 (35.7) 33%
Reimbursable/Other 5.5 5.5 0.0 1%
CAPITALUSESTOTAL 876.3 997.9 121.6 14%
TOTALOPERATING&CAPITALUSES 1,760.7 1,918.5 157.8 9%
NETRESULT 0.00 0.00
*NetLaborandBenefitsincludesapproximately$30MoflaborcostsforHMC,eBART,andSVBX.
AverageWeekdayTrips 445,441 431,709 13,732 3.1%

TotalAnnualTrips(M) 132.4 125.9 6.5 4.9%
FareboxRecoveryRatio 73.9% 68.9% 5.0% 6.7%
OperatingRatio 82.7% 77.9% 4.8% 5.8%
RailCost/PassengerMile $0.349 $0.380 $0.031 9.0%
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FY18 Revised Preliminary Budget Balancing Proposals
To address the $31M operating deficit projected for the FY18 Revised Preliminary Budget,
expense reductions, fare increases, and adjustments to capital allocations are proposed to balance
the FY18 Adopted Budget.
Shortly after BART released its FY18 Preliminary Budget, the passage of Senate Bill 1 (SB1) greatly
improved BARTs financial outlook. SB1 provides for new formula-based funding sources for
public transit, with increases to the existing diesel sales tax rate augmenting the current State
Transit Assistance (STA) program. BART anticipates approximately $16.2M in STA funds in
FY18. Based upon this additional funding, staff proposed to remove service reductions and
reducing the discount for seniors and riders with disabilities from consideration in the FY18
budget.
Expense Reductions
Position Reductions - $5.3M savings
In FY18, a reduction of the operating headcount by 39.5 FTEs is proposed. Of these reductions, 15
vacant positons will be eliminated and 24.5 will be converted to capital positions. These
reductions will not result in any layoffs and will result in a total savings of approximately $5.3M
in FY18. Reductions by Executive Office are summarized below.
Operating Capital Total Service Impact

General Manager (2.0) - (2.0) Reduced support for administrative areas and safety programs
District Secretary (1.0) - (1.0) Difficulty meeting increasing workload
Finance (4.0) - (4.0) Reduced oversight and staffing for cash handling, payroll, and accounts payable
PD&C (3.0) - (3.0) Reduced support for planning initiatives; inspections, permits, property tax reporting
Operations (26.0) 24.0 (2.0) Thinner operational coverage. Less data analysis related to systems performance
External Affairs (2.0) - (2.0) Reduced response time for customers/board/public
Admin & Budget (1.5) 0.5 (1.0) Delays in procurement and financial planning analysis
TOTAL (39.5) 24.5 (15.0)
The reductions are distributed across BARTs collective bargaining units as follows:
Cuts Conversions Total % Total
Nonrep 4.0 3.5 7.5 19%
AFSCME 2.0 - 2.0 5%
ATU - - - 0%
SEIU 9.0 21.0 30.0 76%
BPOA/BPMA - - - 0%
TOTAL 15.0 24.5 39.5 100%
Fare Increases
Staff brought several fare modification options for Board consideration at its March 9th Board
meeting and the Board selected the following options for further study:
Surcharge on trips made with magnetic stripe paper tickets
185
Discount reduction from 62.5% to 50% for seniors, people with disabilities1, and youth age
5 through 12
Staff have completed the Title VI fare equity analysis and public outreach required for these fare
changes, and the following changes are proposed for the FY18 Budget, effective January 2018:
A. Implement a Magnetic Stripe Ticket Per Trip Surcharge - $5.6M additional revenue
Currently, about one-third of BART trips are made with magnetic stripe tickets, and the
remaining two-thirds with Clipper cards. By January 2018, BART anticipates having at least one
Clipper card dispensing ticket vending machine at each station. Placing a surcharge on fares paid
with magnetic stripe tickets could help shift riders to the Clipper card in support of the regional
goal of optimizing Clipper use on transit. A mag stripe surcharge could also generate additional
revenue. The flat surcharge is estimated to generate up to approximately $11.1M annually, or
$5.6M for one-half of FY18.
Results from the Title VI fare equity analysis showed that low-income riders could be
disproportionately impacted by either a flat or percentage surcharge. Of the 128 Title VI outreach
respondents who chose to comment on this option, approximately 59% were not in favor. Survey
option ratings show agreement and disagreement was split regarding a $0.50 flat surcharge, but
more respondents disagreed with a percentage surcharge of up to 10%. To address potential
adverse impacts on low-income riders, staff will implement a mitigation action plan to distribute
free Clipper cards, which low-inocme riders can use to pay their fares and avoid the surcharge.
A flat $0.50 surcharge on paper ticket fares, which is estimated to generate up to $5.6M for one-
half of FY18, is assumed for the FY18 Budget.
B. Reduce to 50% the 62.5% Discount for Youth Age 5-12 - $0.1M additional revenue
Results from the Title VI fare equity analysis show that the discount reduction could result in an
adverse impact on youth age 5 through 12, who are disproportionately minority and low-income.
The option of offering a 50% discount to riders through age 18, however, was rated as Excellent
or Good by almost 2/3s of surveyed parents of protected riders age 5-12. The proposed
mitigation for the discount reduction is the benefit to youth riders of a significant 50% discount
for an additional six years.
The FY18 Budget includes a revenue gain of $0.1M from reducing the discount for youth age 5
through 12 years to 50%. The cost of extending the 50% discount to riders through age 18 is
included in the FY18 Proposed Initiatives Section.
Operating to Capital Allocations

Reduce Baseline Capital Allocation - $6.2M savings
The Revised Preliminary Budget proposes reducing the $20.6M baseline operating to capital
allocation by $6.2M. These allocations typically serve as local match for federal grants or to fund
1 Discount change for seniors and people with disabilities was removed from consideration with the April 2017 passage of SB1.
186
ongoing capital projects for which grants are not typically available, such as stations and facilities
renovation, inventory buildup, non-revenue vehicle replacement, tools and other capitalized
maintenance. It is expected that unused prior year allocations to make up the shortfall from the
one-time FY18 reduction and that priority for FY18 allocations will be given to local match needs.
Allocate LCTOP Funds to Rail Car Sinking Fund - $6.0M savings

The Revised Preliminary Budget proposes reducing the planned $45M operating to capital
allocation to the Rail Car Sinking Fund by $6.0M and backfill the allocation with banked Low
Carbon Transit Operations Program (LCTOP) funds. In FY16 and FY17, BART received a total
of $6.5M of LCTOP funds that remain unspent. Per Board Resolutions 5309 and 5335, the
LCTOP funds are anticipated to offset, in part, the FY16, FY17, and FY18 allocations to capital
from the Operating Budget for the new car program. These funds had not been previously
planned as part of the project cash flow. Therefore, the FY18 operating to capital allocation can
be reduced by the available LCTOP funds and the Rail Car Sinking Funds will still receive $45M
in funding.
FY18 Proposed Initiatives
FY18 General Fund Strategic Initiatives

Although BART faces a projected deficit this year, some critical investments to initiate or sustain
important initiatives are warranted. For example, at a workshop in January 2017, the Board of
Directors expressed an interest in addressing the growing problem of fare evasion and
developing solutions to increase the personal security and safety of customers at our stations.
Programs have been developed and are among the FY18 proposed initiatives that follow:
Fare Rev
OPERATING FTE Labor Non-Labor Total
Reduction
Fare Evasion Control* 7.0 $ 740,748 $ 50,000 $ 790,748
Weekend Ridership Promotion - - 300,000 300,000
Upgrade Board Room Equipment - - 75,000 75,000
Workforce Development Grant Match - 500,000 - 500,000
Extend 50% Discount to Riders age 13-18 (1,500,000)
OPERATING TOTAL 7.0 $ 1,240,748 $ 425,000 $ 1,665,748 $ (1,500,000)
* Funding supplemented by Access funding below
CAPITAL Total
Upgrade Board Room Equipment $ 50,000
CAPITAL TOTAL $ 50,000
Fare Evasion Control 7.0 FTE, $0.8M Operating

BART management and staff are collaborating to meet the continuing challenge of fare evasion.
Through a three-tiered strategy of enforcement, station hardening, and education, BART aims
187
to raise the stakes for fare evaders, and assure our riders that we value their patronage and
investment and foster the expectation that every rider pay their fair share. The activities directly
below will be funded by the General Fund; and the Access Initiatives section further below
details additional Fare Evasion activities funded by parking fees allocated to Access projects.
BARTs strategy includes increased staffing and establishing fare enforcement teams, clarifying
fare policy and rules through a new BART ordinance, and development of new tools that enable
ticket reading outside of station agent booths. An initial team of designated fare inspectors will
be engaged to focus on fare evasion, with support from sworn BART officers. BART proposes to
add six Community Service Officers (CSOs) and one Police Administrative Specialist (PAS) to
assist with fare evasion efforts.
Regulations prohibiting fare evasion exist today, but BART policy and specific rules related to
enforcing those regulations are outdated. BART has drafted an ordinance to reinforce that all
people in the paid area of BART must possess a valid ticket, and to clarify proof-of-payment
requirements. This draft ordinance will be brought to the Board for adoption.
Currently, the only method of checking whether a ticket is valid is at a station agent booth. BART
staff has designed and prototyped a remote hand-held device which can inspect fare media, note
their validity, and print a record of the inspection and findings. These devices will be procured
to BARTs specifications. With these devices, an officer or station agent can quickly check for a
valid ticket from any location.
Fare enforcement teams, equipped with the new hand-held fare media readers and the clarified
policy and rules from an Ordinance, will be positioned to fairly and equitably enforce fare
evasion throughout our stations and on-board trains.
Weekend Ridership Program $0.3M Operating

To offset declines in weekend and airport ridership, BART plans to continue to grow BARTable
subscribers and followers; expand partnerships in the areas of shopping, large concerts, and
restaurants; market to diverse communities; and utilize convention and visitor channels to grow
airport ridership. In addition, the budget includes an extra $300,000 to expand testing of weekend
promotional tickets on non-closure weekends; advertise flights into SFO and OAK during peak
travel seasons; make BARTable more dynamic and engaging via user-generated content; and test
traffic app advertising to recommend BART when weekend traffic is especially heavy.
Upgrade Board Room Equipment $0.08M Operating, $0.05 Capital

BARTs Board Room audio/video system was designed and installed in 2004 and the obsolete
equipment is prone to failure. Upgrading the audio/video equipment in the Board Room will
ensure more reliable communication in the Board Room during public meetings, and better
quality communications with the public, other agencies, and the media.
Workforce Development Grant Match $0.5M Operating

In August 2015, the U.S. Department of Transportation awarded BART a $750,000 grant under
the Federal Transit Administrations Ladders of Opportunity Initiative. The grant supports the
new Transit Career Ladders Training Program designed to meet BARTs future workforce needs
by offering 20 employees in non-technical positions an alternative pathway into Electrician and
Electronic Technician classifications. The program launched in spring 2016 and will conclude in
January 2018. In FY18, $0.5M will contribute to the grant match requirement and assist funding
188
development classes.
Extend a 50% Youth Discount to Riders through Age 18 $1.5M Fare Revenue Reduction
One additional proposed initiative would result in a reduction in fare revenue. The Board
directed staff to consider extending the age of the youth discount and staff has previously
completed the Title VI analysis and public outreach for this option.
BART currently offers a 62.5% discount to youth age 5 through 12, and a 50% discount with the
Orange ticket for students who attend middle and high schools participating in that discount
program. The option under consideration is to offer all youth age 5 through 18 a 50% discount.
Thus, the discount for youth age 5 through 12 would be reduced from 62.5% but still be
significant, and all youth age 13 through 18 would have access to a 50% discount. Offering a
discount to youth through age 18 supports the regions goal of consistent discount policies among
transit operators, as most of the regions operators offer a youth discount to riders through age
18, including Muni, AC Transit, SamTrans, Caltrain, Golden Gate Transit, and VTA.
As this option would extend a discount, there would be a cost to the program. The FY18 Budget
assumes that approximately 75% of eligible riders would use the discount, for an estimated
revenue reduction of $1.5M in FY18 if implemented in January 2018. FY18 Proposed Stations &
Access Initiatives
Stations & Access Initiatives are funded by estimated revenue from Parking Program fee
modifications (described in Section 4 of the Preliminary Budget Memo), and aim to directly
improve customer experience at stations.
OPERATING FTE Labor Non-Labor Total

Public Safety & Security Initative 8.0 $ 784,371 $ - $ 784,371
Bike Program Operations - - 150,000 150,000
OPERATING TOTAL 8.0 $ 784,371 $ 150,000 $ 934,371
CAPITAL Total
Fare Evasion Barriers & Control** $ 1,855,000
Parking Enforcement Productivity Improvement 400,000
Parking Program Software Upgrades 300,000
Carpool Enhancement Program 100,000
Public Safety & Security Initiative 415,629
Brentwood Transit Center 400,000
Public Address System Modernization 525,000
Station Sustainability 500,000
Station Entrance Security 270,000
CAPITAL TOTAL $ 4,765,629
** Funding supplemented by general funds above. The Fare Evasion Access capital funding programming is not
finalized, and may include capital FTE.
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Fare Evasion Barriers & Control $1.9M Capital
As discussed in the Strategic Initiative section above, BART is taking steps to address fare evasion.
The activities below will be funded by Access funding and the Strategic Initiatives section above
details Fare Evasion activities funded by General Fund resources. As noted in the Capital table
above, the Fare Evasion capital project using Access funds is not yet finalized, and may include
changes to the detail of activities or addition of capital FTEs.
Station Hardening: Field observations and consultation with station agents have proven the
vulnerability of boundaries between paid and free areas. Barrier, exit, and fare gate
functionalities are being re-defined in BARTs Facility Standards, with evasion control as a
design criterion. Solutions include raising barriers and service gates to a uniform height of 60
inches, eliminating all non-fare gates other than one immediately adjacent to each station agent
booth, and ensuring that fare gates open to provide emergency egress capacity. Elevators
between free areas and platforms are being evaluated at specific locations regarding limiting
their use to passengers with valid fare media.
Specific investments vary from station to station according their size and equipage, and are being
incorporated in specifications for station modernization. Priority is given to those stations that
see the highest rates of evasion, specifically Embarcadero, Montgomery, Powell, and Civic
Center, as well as other high-volume stations throughout the network. All stations must
ultimately comply with the revised BART Facility Standards, through phased annual work
programming. BART is evaluating vulnerable points in the system and deploying improvements
to secure these areas.
Technology Investment: BART needs accurate fare evasion data to guide prioritization of our
capital plan and inform our fare evasion control teams. BART is piloting video analytics for fare
evasion by using existing camera feeds to gather person counts and provide improved fare
evasion data. With additional funding in FY18, BART can further develop fare evasion
monitoring and analysis.
Minimum Balance Requirement for Magnetic Stripe Tickets: A common method of fare
evasion is for passengers to gain access to the system with a minimum-fare ($1.95) ticket2, then to
leave the system at their destination station without processing their ticket at a fare gate. Initial
hardening efforts have revealed the number of passengers using this strategy to pay much less
than the valid fare for their trip. One strategy to deter this behavior is to increase the minimum
balance required to purchase a magnetic stripe ticket from a ticket vending machine by a factor
of at least two. This will reduce the number of potential trips for which this type of fare evasion
is advantageous and increase the revenue that BART collects on trips where this method of
evasion is employed, while minimizing the impact on customers acting in good faith. There is no
cost to implement this strategy.
Paid Parking Enforcement Productivity Improvements $0.4M Capital

To make BART's parking enforcement program more productive and efficient, BART will begin
the technological transition to incorporate license plate recognition software into its paid parking
enforcement program. This transition includes the scoping of the new program, the necessary
public outreach, the initial equipment purchases and the development of the plan to associate
2
The minimum fare will be $2.00 effective January 1, 2018 as determined by BARTs inflation-based fare increase
program.
190
permit and daily parkers payments with their license plates. In future budget years, this may
require the hiring of more administration review officers for the citation appeal process. It also
may require modifications in the medium term to parking validation machines for cash paying
parkers.
Parking Program Software Upgrades $0.3M Capital

This initiative would improve parking program productivity with software upgrades to parking
payment machines, which will enable in the future variable parking prices to provide greater
flexibility in pricing by time of day (e.g., peak vs. off-peak), and by day of week (e.g., lower price
on Fridays).
Carpool Enhancement Program $0.1M Capital

A goal of the Station Access Policy is to improve the productivity of BART's access resources,
including getting more riders per parking space. BART seeks to use technology to improve the
existing carpool program by developing a new way to verify the legitimacy of a carpool, which
currently is difficult to enforce.
Public Safety and Security Initiative 8.0 FTE, $0.8M Operating, $0.4M Capital
BARTs Customer Satisfaction ratings have steadily declined over the past few years, from 74%
(2014) to 69% (2016). This decline can be attributed to many factors, including concerns over
public safety, security and station cleanliness. To address this issue, BART will implement an
initiative to address public conduct, trespassing, station cleanliness, and enforcement.
This initiative includes up to four Community Service Officers (CSOs) assigned to the downtown
San Francisco stations. BART commuters and staff have identified significant public health
concerns with the increased use of illegal injected drugs and related paraphernalia, which is
especially problematic at the Civic Center and Powell Street stations. The CSOs would be
dedicated to monitoring these two stations and reporting to BART police officers upon discovery
of illicit activities. The constant presence of CSOs in troubled areas of the station should improve
the station environment. The CSOs presence will be supplemented by four System Service
Workers (SSWs) to provide additional attention to station cleaning in the Market Street
stations, and other measures to activate these spaces to improve the station environment. To
facilitate compliance, BART will install signage at the downtown San Francisco stations to clearly
identify that disorderly conduct is not allowed.
It should be noted that the FY18 budget continues BARTs funding contribution to the San
Francisco Homeless Outreach Team (SFHOT). In FY17, BART allocated $50,000 to help fund
SFHOT, to develop a pilot program for outreach workers to engage the homeless population in
the Civic Center and Powell Street stations, and to potentially connect them to resources. BART
is working with the San Francisco Department of Homelessness and Supportive Housing and San
Francisco Municipal Transportation Agency on the details of this program, and aim to implement
in the summer, pending City staff availability. BART plans to continue this partnership and
investment in the future.
Brentwood Transit Center $0.4M Capital

This initiative would advance work on a Brentwood Transit Center, which would include a transit
191
center served initially by TriDelta Transit, with access via the Mokelumne Coast to Crest multi-
use trail, and parking; Mokelumne Trail bridge over Highway 4 in Brentwood; and planning for
a possible future extension of eBART. Funding could contribute to partnered environmental
review, property acquisition, station design, bridge design, and TriDelta Transit route planning.
Brentwood Transit Center would serve Brentwood, Antioch, Oakley, and Byron/Discovery Bay.
Public Address (PA) System Modernization $0.5M Capital

The existing analog Multiple Access Public Address (MAPA) system at the Operations Control
Center (OCC) is obsolete in terms of procuring replacement parts and has no remaining capacity
to add additional stations. BART and VTA have agreed to have the SVBX contractor install a new
state-of the-art digital public address server at the OCC which can accommodate the two new
SVBX stations, all the existing BART core system passenger stations, and any future stations. This
new server will replace the existing MAPA system and allow for BART stations to be provided
with more reliable PA performance, improved PA functionality, and enhanced audio clarity.
BARTs share of the cost of this new system is $525,000.
Station Sustainability $0.5M Capital

The initiative would continue to support BARTs sustainability efforts at stations including
designing, developing and securing funds for improvements to achieve water conservation,
energy efficient lighting, recycling, sustainable landscaping, station access, solar installation,
electric vehicles, and other energy efficiency or energy storage projects.
Station Entrance Security and Reliability $0.3M Capital

To address chronic cleanliness issues, BART will install entrance gates at the top of Market Street
stairwells at downtown San Francisco stations. Previously installed gates have already improved
safety and enhanced station cleanliness, and allowed system service workers to prioritize other
cleaning tasks inside the downtown stations.
Bike Program Operations $0.15M Operating

Bicycle access to stations has dramatically increased, and this investment supports BART's 2022
bike access target of 8%. With funds from Measure RR for secure bike parking, and other funding
for station access capital improvements, this initiative will focus on increased education about
the prevention of bike theft, additional marketing to promote secure bike facilities, and additional
maintenance costs for BikeLink lockers.
192

BART Supplemental FY18 Budget and Strategic Plan Materials

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BART Supplemental FY18 Budget and Strategic Plan Materials

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SAN FRANCISCO BAY AREA RAPID TRANSIT DISTRICT

TO: Board of Directors DATE: June 15, 2017

FROM: Carter Mau,

SUBJECT: Supplemental FY18 Budget and Strategic Plan Materials

BART Strategic Plan Four-Year Work Plans

Connect & Create Great Places Activity 1: Transit Oriented Development

Engage Community Activity 1: Interacting With & Educating Constituencies

Expand Capacity, Manage Demand Activity 2: Expansion Projects

Engage Community Activity 4: BART.gov Modernization

Modernize Business Practices Activity 1: Modernization via Leveraging Technology

Modernize Business Practices Activity 9: Collaboration Improvements

Fix, Maintain, & Modernize Activity 5: Modernize Customer-Facing Station Infrastructure

Fix, Maintain, & Modernize Activity 6: Fare Evasion Suppression

Expand Capacity, Manage Demand Activity 5: Fleet Management

Engage Community Activity 1: Interacting With & Educating Constituencies

Independent Police Auditor

Engage Community Activity 1: Interacting With & Educating Constituencies

Irvington Passenger Station

Expand Capacity, Manage Demand Activity 2: Expansion Projects

Connect & Create Great Places Activity 1: Transit Oriented Development

Expand Capacity, Manage Demand Activity 2: Expansion Projects

Engage Community Activity 2: Increase Non-Fare Revenue

Modernize Business Practices Activity 1: Modernization via Leveraging Technology

Engage Community Activity 4: BART.gov Modernization

Modernize Business Practices Activity 1: Modernization via Leveraging Technology

Connect & Create Great Places Activity 1: Transit Oriented Development

Connect & Create Great Places Activity 2: Station Access Improvements

Expand Capacity, Manage Demand Activity 3: Manage Parking Efficiently

Platform Screen Doors

Engage Community Activity 1: Interacting With & Educating Constituencies

Engage Community Activity 4: BART.gov Modernization

Connect & Create Great Places Activity 3: Community Based Policing

Modernize Business Practices Activity 8: Cybersecurity and Stability

Expand Capacity, Manage Demand Activity 2: Expansion Projects

Expand Capacity, Manage Demand Activity 4: Innovations to Support Ridership

Fix, Maintain, & Modernize Activity 1: Complete Earthquake Safety Program

Align Workforce With Needs Activity 2: Human Resources Internal Revitalization

Modernize Business Practices Activity 6: Evolving System Safety Technology

Engage Community Activity 3: Salesforce/Maximo Integration

Advance Sustainability Activity 4: Water Conservation

Fix, Maintain, & Modernize Activity 5: Modernize Customer-Facing Station Infrastructure

Stormwater Environmental Compliance

Modernize Business Practices Activity 9: Collaboration Improvements

Transportation Efficiency Assessment

Align Workforce With Needs Activity 2: Human Resources Internal Revitalization

Engage Community FY17-FY20 WORK PLAN

2. Increase Non-Fare Revenue

Engage Community FY17-FY20 WORK PLAN

FOUR YEAR OUTLOOK

2662 Create a Reception Center at

TRANSPORTATION & SYSTEM SERVICE

Engage Community FY17-FY20 WORK PLAN

GOVERNMENT & COMMUNITY RELATIONS

880 Create & Execute a 10th

INDEPENDENT POLICE AUDITOR

Engage Community FY17-FY20 WORK PLAN

FOUR YEAR OUTLOOK

MARKETING & RESEARCH

Engage Community FY17-FY20 WORK PLAN

FOUR YEAR OUTLOOK

Engage Community FY17-FY20 WORK PLAN

FOUR YEAR OUTLOOK

DISTRICT SECRETARY'S OFFICE