Appendix A: Meeting Minutes

• Executive Summary
• References
• Existing Corridor Scope and Operational Characteristics
• ICM System Concept of Operation
• ICM Implementation Issues
•  Appendixes 
• Notice/Quality Assurance Statement
• Technical Report Documentation Page
•  Full Table of Contents 

A1. Kick-off meeting minutes

ICM: 880 Pioneer Site Team Kick-Off Meeting
11/29/06
MTC

Attendees were representatives from (sign-in sheet available from MTC):

Public Agencies: MTC, Caltrans D4 Operations (CT), Alameda CMA (ACCMA), BART, AC Transit

Consultants: PATH/CCIT, Kimley-Horn Associates (KHA), DKS Associates, System Metrics Group (SMG), Cambridge Systematics (CS)

1. Albert Intro Remarks

• Not here to do a project for the sake of doing a project. Purpose is to solve some of the major problems in the corridor and address how to find the ways to get systems to work together.
• The I-880 corridor was selected from among a variety of strong candidates in the Bay Area because it is one of the most congested, is served by multiple modes, has strong freight flows, has a strong modeling heritage and a lot of existing data collection infrastructure, and has some impending construction work that will introduce further disturbances.
• We need to take what we're already doing on 880 and integrate those activities better (highway, transit, arterials); in other words, the ICM is to take what you have and make existing assets as efficient as possible.

General Comments

DKS: since this is a federal competition for funds, through this process we identify the competitive advantages of the 880 corridor for utilizing ICM (both in terms of effectiveness and as a template for other regions).

ACCMA: ICM effort and associated funding is seed money; it needs to be built on to truly succeed. Stakeholders/Decision makers need to be educated on benefits of integrated corridor management (what's in it for them, benefits to overall corridor).

AC: ICM is an opportunity to promote the need and the benefits of information sharing among agencies.

2. Radiah gave an overview of the I880 ICM program scope

3. Scenario Discussion Comments

Consultants presented the existing conditions of the 880 corridors and potential solutions. The stakeholders discussed the areas where ICM may provide benefits, potential issues and some of the potential strategies:

Normal operation strategies

511 provides pre-trip and cell phone access to traffic conditions, but real-time in-route guidance around bottlenecks and parking availability (for mode shift) is not available. In the near future, My 511 will provide customized alerts to users about incidents on their preferred routes.

There is a need for models to predict the capacity that is available on non-freeway alternatives.

There isn't information to advise travelers to get off freeways and get onto arterials, nor is there a means to familiarize travelers with arterial routes in unfamiliar neighborhoods.

AC Transit expressed concern about shifting traffic from highway to arterials that slows down bus operations. Institutional arrangements/agreements for this type of congestion management are needed.

Information at BART stations about delay on surface roads would be helpful

A key BART bottleneck is parking (where demand exceeds supply), more than track capacity on the Fremont line parallel to 880.

Changeable message signs on arterials (to inform drivers about conditions on freeways or transit) have not been politically acceptable because of aesthetic concerns.

Freeway/Arterial Incidents

Regarding incident detection on arterials, ACCMA has placed detectors on major arterials along the 880 corridor (Hesperian, International) and information is available during the hours that they are staffed.

The incident information becomes available on 511 in about 2 minutes (including time for verifying incidents through CHP)

Currently, not being able to respond to all incidents, particularly off work hours. Shortening response time to recover from incident is at least as important as quickly notifying travelers about the incident.

Multimodal trip planner from 511 does not include real-time updates of transit schedules to account for service delays or disruptions.

Dynamic dispatching of buses involves new ways of operation and currently the capacity and infrastructure for dynamic dispatching is not available.

Data shows that ramp metering can reduce accidents. Ways of preventing accidents should be investigated

We need a toolbox instead of only one strategy for accident recovery

MTC: My511 service (expected launch in February) will begin to address desire for pushing personal notification of transit service status and route-specific incident notification

Transit Incidents

Current traffic information does not provide proactive alert/guidance on what to do when congestion occurs.

Current incident responses are reactive rather than pro-active.

It would be useful for AC Transit to provide riders with real-time schedule adherence information.

BART real-time operational status should be made available BEFORE you enter system (via 511, on-street signs before entering station, or station agent booths).

Operational considerations are very different for hourly express buses that use the freeways than for the local buses that operate at shorter headways. The express buses do not need to make intermediate stops, so they have a lot more flexibility to re-route to avoid incidents.

The operations people from AC Transit and BART need to get more involved in these ICM discussions to determine what is realistically achievable.

Scheduled Events

Need to minimize the impact on the whole transportation system, rather than a particular system.

Real-time information about travel alternatives is not available for all systems, particularly to help transfer from one mode to another.

Freeway drivers need information about parking availability before they exit the freeway.

There is a need for making the business case for all agencies. Specifically, transit agencies need to translate ICM into their bottom line value/benefits

Anush noted that KHA developed the Oakland Airport ITS Implementation Plan

Major Events

ICM can potentially become a vehicle to tackle homeland security funding possibilities.

One strategy for earthquake scenario is to provide temporary parking.

For emergency management, functional redundancy of systems is an important potential benefit of ICM (especially data collection and communications)

4. General discussion by stakeholders

AC Transit

Need to let AC know what are the things that require agency to change, e.g., how to dispatch for different scenarios? what can be done to make things better?

Infrastructure needs to be established in order to encourage mode shift.

Moving traffic to arterials has a negative impact on buses – productivity goes down as traffic speed declines, so we need to evaluate the tradeoff between benefit to highways vs. impact on transit

ICM may contribute to better inputs to route planning

Need to separate technical integration issues from institutional issues (such as agency coordination and political will). For instance, holding buses to meet late arriving BART trains has both technical issues (pushing correct info to CAD AVL system) and institutional issues (how supervisors monitor on-time performance, bus driver contracts, etc, )

It is important to address not only the capital funding but also the O&M needs to keep the systems going, as part of the case for supporting capital improvements. For example, they have CAD AVL data that is not utilized because they have no expertise or resources to "mine" it, and no desire or perceived need to share info.

Important to recognize what signals travelers respond to (cost, convenience, etc.), don't just focus on traveler information needs.

BART

Still not sure what can be done for ICM.

Is it about ways to help other operators or it helps BART? Need to be clear what are the benefits to the agency. For BART, the economic side weighs heavily on the cost/benefits.

BART: For transit agencies, cost/benefit of transit operations is more important than increasing ridership, and the benefit is counted as bottom-line revenue, not any broader societal benefit.

Caltrans

The ICM is not only about the current project. It can help to address congestion management in general.

Emphasis needs to be placed on the motorist. Traveler convenience is important. Travel time is a very attractive measure for travelers and needs to be a key part of ICM. Improved travel time capabilities, allowing it to be delivered to travelers at their point of origin (home, work, en-route). Provide traffic information to the major employers and work sites.

Getting the transit service into the neighborhoods is essential for getting people use transit (but AC Transit noted the challenges this poses to their productivity). We should deal with the most typical incidents and address major catastrophic events.

We need to start thinking about what the final product is in the context of combined and different systems in order to get internal support from stakeholder agencies.

Scenario development should focus on the most common incidents and responses.

ACCMA

For BART, signs for riders at the street level about the delays would be very helpful for potential riders to make smarter decisions.

Funding is a major issue, especially who pays for operation costs, additional staff, M&O.

Have to address operation issues in order to gain full usage of the infrastructure, most effective way to address congestion issue.

Operations get no respect from the decision makers, who are much more comfortable with capital construction projects.

Need to elevate ICM to the board members, need to explain how ICM would benefit the operators, show benefits which will bring in funding, e.g., San Pablo seed funding $6 M and grew into $20 M, (Albert added: to demonstrate what can be done with ICM).

AC and BART agreed that management presentations will be helpful.

Partnership is the key.

Group

We need to be sensitive to institutional and cultural differences of different agencies.

What would be the best strategy to use ICM to compete for future funding?

The operation scenarios need to be transparent to the management of the agencies.

We need to address how to help agencies to make culture changes. ICM could be a catalyst to help promote those changes.

It is important to reassess what has worked and not worked from past experience.

How to balance short term benefits vs. long term benefits? Specifically, short term benefits to the region (such as shifting traffic from highway to arterials) may not benefit all the agencies (e.g. transit agencies). For Transit agencies, carrying more people may not be their final objective. The ultimate objective is the economic bottom line.

It is important to address overlapping interests and solutions, which can help to overcome the institutional differences.

Related to Funding

Sean: If we come up with strategies that look effective, are there any other sources of FUNDING to augment the ICM program?

Albert: MTC is open to possibilities raised from the ICM process; FTA indicated that there is a new program to be announced.

Cyrus: Packaging of different grants, to form partnerships. Example, funding for BRT on International Blvd combines funding from measure B, Regional Measure 2, 3 TFCA, etc.

BART: FTA will have a transit operations grant program available soon. Federal Small Starts program also a possibility for funding related to transit operations & systems integration.

5. Stakeholder representation on the ICM TAC

In addition to the list summarized by Radiah, stakeholders suggested to add the following agencies:

• Invite the cities (public works directors), but if they are not attending they will be represented by Cyrus
• World trade center for Bay Area, working with MTC on freight
• AAA
• Association of fire chiefs

6. Action Items/Next Steps

• 880 ICM Stakeholder Meeting 12/14 at Caltrans D4 Offices. (9 am -3 pm). The purpose of this meeting is outreach to educate them about the ICM opportunity, obtain their buy-in to participate in the program, and elicit their needs and priorities for systems integration in the corridor to improve corridor mobility. To prepare for the meeting, consultants will:
  • develop draft agenda by XX/XX
  • synthesize 11/29 discussion to identify the right questions to ask stakeholders on 12/14.
  • put together a couple of concrete integration examples to illustrate objectives of ICM program
• Stakeholders (AC, BART, ACCMA, Caltrans) are to provide inputs on the following items by 12/08/06:
  • Review the strategy spreadsheet prepared by Radiah and provide comments
  • Provide additional inputs for issues (last slide for each scenario)
• DKS will meet with BART and AC Transit to get a better sense of their systems and most important issues. Habib will ask Radiah to coordinate the meeting

7. MTC is to work with AC and BART POCs to arrange presentations to BART and AC Boards

• MTC and consultants to schedule conference call for 12/15 to synthesize results of 12/14 stakeholder workshop and determine how to proceed from there.

A2: Stakeholder meeting Jan 11, 2007

1. Intro Remarks (Albert Yee)

• The meeting is expected to be a two-way dialog to help stakeholders identify existing problems and find out what ICM can do to help solve the problems. The goal is to help to make the most efficient use of the I-880 corridor.
• The corridor means not only the freeway, but also arterials and transit (AC transit and BART).
• The I-880 corridor was selected since it is heavily congested, multi-modal (AC transit and BART), and serves as both a commuter corridor and a trade corridor. It has a rich set of parallel arterials and transit services. There are several studies that are carried out on I-880.
• ICM does not focus on funding new projects. But as we go through and find out what we can do to improve operations, MTC and Caltrans may be able to finance projects that are the most cost effective.

2. Radiah gave an overview of the I880 ICM program scope.

General Comments

City of Hayward: Relationship of ICM with previous studies on the I-880 corridor

Tarek: The scope of ICM is narrower, mainly focusing on technical integrations; while the previous studies looked at all possible solutions, including capital investment (which is not the focus of ICM).

City of Oakland: Is funding available for Stage 3?

Radiah: There will be $10M in the demonstration stage (Stage 3) of ICM for up to four sites. But the funding is only for integration (including software development) and not for capital investment.

3. I-880 Corridor Performance Issues: Problems, Needs, and Constraints

Consultants presented the existing conditions of the 880 corridors under five conditions: normal, freeway/arterial incidents, transit incidents, scheduled events, and major events. The stakeholders discussed the areas where ICM may provide benefits, their needs and potential solutions.

Normal operations

The consultant team needs information on parking availability from BART and seat utilization from AC transit.

BART: parking lots are full by 9am (some by 8am) except at Hayward station

Whipple, Jackson, and Mission should be included in the project. I-980 interchange is not included since it is outside the boundary defined for the project.

Peak periods of the I-880 corridor start to spread and mid-day congestion starts to increase.

For travel time reliability, 15% of drivers experience 7 to 30 minutes delay, which needs to be improved.

Freeway/Arterial Incidents

Incident is normal for the I-880 corridor and contributes to 70 – 80 % of the delay.

Port of Oakland: is there info showing how many incidents are truck or port related? Since clearance time will double for such incidents, and incident involving commercial vehicles especially those with hazardous materials contribute more to the delay.

Transit Incidents

The purpose is to improve information sharing.

BART is now testing its system capability to respond to extreme cases (like suicide). Currently manual coordination is used which relies on media to disseminate related information.

BART focuses on peak commuting times and will respond when they are notified.

With major incidents in BART service, AC transit could provide bus bridges. There is no pre-defined strategies, the decision is mostly based on professional judgment.

The number of major incidents is useful to evaluate benefits (e.g., delay saving) and should be available from transit agencies.

BART: The current number of BART-related major incidents per year is less than 100, the exact number should be able to be queried out from a database.

Should VTA be involved?

237 is the boundary of this study, but VTA can be added if there is the need for involvement.

Scheduled Events

City of Oakland: A related study was conducted by city of Oakland in 2003 with other stakeholders. Need more infrastructure (CCTV, inter-connecting w/ service yard, radar, CMS).

Police: use sign board to direct traffic out.

A big concern from the police department is the need of real time information to help people leave the Oakland Coliseum. Currently, there are 10 portable signs that are manually operated to display fastest route information.

We need "good" real time information for freeway and alternative routes (e.g. travel times) so that people can make informed decisions.

BART currently receives events schedule on a monthly basis and responds accordingly based on estimated attendance. Extra services will be provided if the attendance is huge.

For major events, AC transit will add extra services. But the purpose is mainly to ensure the bus system runs smoothly rather than to service the extra demand.

BART and AC transit get the scheduled events information from phone calls, emails, calendars, and mails, from event sponsors or organizers.

Local agencies may also be involved during the course of special event. For example, the City of San Leandro once helped AC transit to create extra bus loading zones for scheduled events.

BART gets real time ridership information from gate counts. But this information is not currently provided to the public.

Major Events:

BART usually does not provide extra services if the major events happen during non-peak commuting times.

AC transit can do re-routing of buses, but to a limited degree.

AC transit and BART respond to major events according to special protocols. Usually MTC calls for a major event and the emergency center coordinates by cell-phones.

A back-up system is necessary in case of power or communication is down due to the major events.

CamSys: is there a spike in BART/AC Transit usage due to 880 closure on Dec 9th?

BART: it is not during peak period, thus no additional service was provided.

AC Transit: minor bus rerouting to accommodate emergency vehicles.

4. Identification of Potential Solutions

• Strategies that influence travelers' decisions & choices
• Strategy #1, #2

BART has a trip planning tool on its website, but it is only schedule-based and does not have real time travel times or delays of BART.

BART will have real time train info on 511 later this year.

AC Transit's Nextbus displays real-time bus arrival info. Orbital system needs software upgrades to be able to push data to other agencies.

AC Transit users can use 511 transit planner.

511 is planning a "my 511" enhancement that will provide both transit and traffic travel times for a given route. However, there is no plan for a multi-modal planner.

Currently travelers need to go through multiple websites to use pre-trip planning services provided by different agencies (511, BART, AC transit).

Real-time parking availability information is now available for a few BART stations (Rockridge, etc), but BART is not sure whether this can be expanded to other stations.

AC transit: a cost-benefit analysis is needed to evaluate the strategies.

Vassili: This will be the focus of the second phase.

Wei-Bin: BC analysis should be reflected to some extend in the first phase.

There is static data (location and number of spaces) for Caltrans Park and Ride lots on 511, but no real time parking space availability info.

Real time parking information is valuable and exchanging this information is very useful. This will require developing new system and integrating existing systems.

On arterial, there is some radar detection for occupancy by direction. ACCMA website has current arterial condition.

#14 Route Shifts

Caltrans currently only provides route switching recommendation from freeway to freeway (not from freeway to arterial because they do not want to send traffic to local streets where there may not be enough capacity to accommodate the traffic).

Freeway to arterial switching will be considered if there is a pre-planned, pre-approved protocol between Caltrans and cities to divert the traffic.

The key is how to re-route traffic from arterial back to freeway.

#15 Modal shift

City of Hayward: This strategy will yield different results under different situations (for instance, traveler may be willing to switch from driving to public transit for their trips to the office, but probably will not do so for trips back home).

This strategy is difficult to implement since the information needs to be tailored to meet needs of different travelers.

#16 Shifts among transit

AC transit: Info can be displayed on Nextbus, but there is only limited number of Nextbus signs and people already on buses cannot see that info.

• Strategies that facilitate collaboration among agencies for operational improvement
• Enhance coordination between highways (freeways and arterials)
• #8, #12, #13: Coordination between ramp metering and traffic signal timing

Caltrans has desire but not capability for coordination between ramp meter and arterial signals

City of San Leandro: Need trailblazer and/or CMS signs to redirect traffic back to the freeway

City of Hayward: Ramp meters make traffic back up onto local streets; cities want to have information of how ramp metering is implemented and the impact to local streets.

City of Alameda: SR 260 Tube & Jackson on-ramp is congested because ramp metering is not active

Substandard design may prohibit improvements from ramp metering

Implementation of ramp meters should be dynamic and fair

Caltrans: current ramp metering is based on local traffic responsive, no coordination with upstream or downstream. Dynamic ramp metering is needed to do the coordination.

Cities like the idea of coordinating ramp metering and arterial signal timing as long as traffic does not back up to local streets when freeway traffic is free-flowing.

• Enhance coordination between highways and transit
• #3 Signal priority for transit

This strategy is already in place in certain locations

#11 Adjustment of AC transit bus routes (11a) and schedules (11b)

AC transit has the ability to put more buses on routes that run behind, but currently has no funding to deploy additional buses.

AC has the obligation to serve all the bus stops unless certain street is closed, thus bus route cannot be changed real-time.

11b is more feasible than 11a.

• Enhance coordination between transit systems
• #5 Multi-modal payment

Albert: Multi-modal payment is desirable. ICM can help to expand the multi-modal payment to other systems (e.g., parking).

AC Transit: there is plan to use Translink to pay for Park&Ride lots.

#6 Transit hub connection protection:

BART riders are a small percent for AC transit. AC normally would not delay services to wait for BART riders. And AC has limited ability to do so.

AC does get BART schedule when setting up their schedules.

AC transit and BART have different headways, thus it is connection protection could be provided for some connections.

• Enhance coordination between highways and Oakland Coliseum

#9

City of Oakland previously conducted a study on using adaptive signal timing on 98th and Hegenberger. This also includes the coordination with on- and off-ramps signals at 66th. But there is no funding available.

• Enhance coordination between highways and Port of Oakland

#10 Coordination of Highway and Port of Oakland

Container traffic is expected to triple by year 2020.

The distribution center is located in central valley. So most trucks take 880 and 238.

Port is currently implementing an electronic identification system to reduce truck waiting time.

There are more problems when trucks are going into the port than out of the port.

It will be helpful to provide port delay info to truck drivers before they drive to the port.

• Enhance coordination with emergency services

#4 Coordination with Emergency Services

here exists mobile data terminal, which does not provide "best route" information.

In City of San Leandro, the police department already has a GPS/GIS tool to track police cars.

• Enhance coordination among all for incident response

#7 Multi-agency Incident Response Team

MTC, Caltrans, and CHP are working together for a workshop and training session to develop a better working relationship and to get better response plans. The first phase only involves first responders, but later phases will involve local agencies.

ICM can potentially help first responders to identify types of incidents and types of trucks that are needed to clean the incidents.

• Facilitate collaboration among agencies
• Collaborative planning for maintenance

#25 Coordinate Scheduled Maintenance and Construction Activities

Caltrans: all lane closures must be reviewed by district traffic managers. This information can be obtained from Caltrans website. However, this information may not be 100% accurate.

511 currently does not have this information.

• Collaborative planning for emergency or special events

#29 Work Hours during Emergency or Special Events

Different procedures for emergency vs. special events – separate this into 29a (emergency) and 29b (special events)

#29b Special Events: Caltrans will change construction schedule based on special events.

5. Discussion on prioritization of the strategies

The team will summarize stakeholder comments and recommend feasible strategies that will be discussed and finalized during the next stakeholder meeting.

A3: TAC meeting Jan 18, 2007

Minutes of I-880 ICM TAC Meeting
MTC MetroCenter
101 8th Street, Oakland
Fishbowl Conference Room
January 18, 2007
9 am – 11 am

Attendees:
Caltrans D4 * AC Transit * MTC * City of San Leandro * PATH * Kimley-Horn Associates * CCIT

Item 1 - Review and Finalize 880 Candidate Strategies:
Diagram of ICM concept on whiteboard (Steve Shladover)

Data Collection     →         ICM     →                   Data Distribution
Operating Agencies          Communication           Operating Agencies
                                     Data Processing          Media (to travelers)
                                     More Communication   Internet (to travelers)

The strategies presented at last week's stakeholder workshop were evaluated by each of the consultant organizations, and two strategies were eliminated from further consideration. The rest of the strategies were included on the table circulated to all meeting participants. The overall strategy ratings were summarized on a numerical scale that ranged from -60 to +60, and the 17 strategies under consideration received ratings from -1 to +20 (in a relatively narrow range compared to the entire scale). Topics that came up in the review of the strategies were:

• Include ferry system in the consideration of transit system coordination strategies, a unique aspect of the 880 corridor.
• If ferries are included, do we include toll systems and SFOBB access as part of the corridor's "sphere of influence?" Similar to comment last week about including VTA. [This comment was not resolved.]
• For each strategy, responsible agencies should identify any capital needs to implement the strategy when engaged in interviews with consultant contacts.
• Parking capacity of transit stations and Park & Ride facilities – there are multiple ways of monitoring and tracking parking availability, but implementation may require some capital investment. There is also a challenge in getting the information out to the public in a useful way.
• Transit re-routing – it is much more feasible to do this with express buses that run on the freeway, rather than regular buses running on arterials (which should be deleted from strategy 11).
• Typical AC Transit response to major freeway incident is to make or receive a call from Caltrans TMC and check the 880 SMART Corridor website, then use that information to do manual route guidance for express bus drivers.
• Reword Strategy #11 to focus on re-routing of buses that operate on freeway.
• Strategy #12 – Trailblazing signs on arterials are needed to get shifted traffic back to freeway or directed to transit. Some local merchant resistance was experienced when large CMS signs were proposed for major arterials (size and aesthetic concerns); context sensitivity will be key. Small, simple signs are more likely to be accepted, as with Silicon Valley SMART Corridor. 880 SMART Corridor has plans for trailblazing signs, but funding is not yet available.
• Strategy #9 – Move to freeway/arterial category and include advisories to drivers approaching Coliseum on freeway (if congestion is less using exit on far side of Coliseum). When this is moved, "Special Events" can be deleted from the category heading with Emergency Response.
• Strategy #6 – Transit connection protection requires additional buses to be available in order to maintain published schedule, headways and contractually-required rest periods in cases where there is currently no slack. AC Transit currently provides connection protection only for emergencies and pre-planned special events. It may be feasible to select some key transit hubs/connection points such as the Coliseum for a demonstration of transit connection protection on routes that have long headways.
• Strategy #16 – Coordination at Oakland Airport is a big issue, especially when OAK terminals have to be evacuated for security reasons.
• MTC is conducting a Transit Connectivity Study that could help inform these issues.
• Rename Freight Operations category to include Airport and Seaport operations and add a strategy to explicitly include coordination with airport operations.
• trategy #4 – Currently only fire departments in the corridor have signal pre-emption, but not the police. We need to understand whether the police don't feel they need it, or whether they would like it but can't afford it.
• Any other major "special event" venues along the 880 corridor other than the Oakland Coliseum? None were mentioned.
• Strategy #25 – Standardize a repository for reporting on routine maintenance closures of freeways and local arterials, make accessible to other agencies. Each city currently has its own method of reporting this info. Include EBMUD as well as cities and Caltrans.
• Strategy #29 – Clarify that this refers to construction and maintenance work hours.
• A regular 880 corridor forum is needed to keep stakeholder agencies informed and in communication with each other. ACCMA currently has an 880 Corridor Committee that meets on an as-needed, task-oriented basis. Such a forum could be enhanced to meet regularly and include broader range of relevant stakeholders.
• Public outreach is needed to convince the general public, merchants and other local stakeholders of the merits of some of these alternatives that may be controversial (such as new dynamic trailblazer signs in their neighborhoods).
• In order to strengthen our competitiveness on the national scene, we should be careful to take credit for corridor integration activities that are already very strong in the 880 corridor, including Translink fare collection, BATA monitoring of Fastrak transponders for travel times, and 511 website. The Federal ICM program can gain the benefit of these without having to pay for them.

Item 2 - ICM Milestones

• Draft ConOps due March 20, 2007.
• Sample Data Requests: MTC/PATH will develop a process for contacting stakeholders to collect sample data needed as part of ICM Phase 1. Vassili with CS will inform stakeholders of data needed, Jeff with CCIT will be repository of data. Idea to form an 880 ICM TAC subcommittee to address data needs and collection issues.

Item 3 - Next Steps

• Steve was concerned about the number of strategies to be carried forward. Are all worth pursuing to the same level of detail? Should they be prioritized? There was agreement that additional clustering/collapsing of strategies is needed, but that we first need to establish what the specific cost or institutional impediments to implementation would be, based on detailed interactions with the stakeholder agencies.
• Following the meeting, MTC revised the strategy table to include a refined list of strategies to be explored by the consultants for consideration and inclusion in the ConOps. The 17 strategies have been clustered into 7 major categories. Within these categories, it was determined by the TAC that some strategies should be consolidated into one strategy. For example, the "Freeway/Arterial Operations Integration" strategies can be combined into a single strategy that addresses several ramp metering elements.
• Consultants will contact agencies to develop strategies further before the next TAC meeting (scheduled for Feb 16 th 9 am – 11 am). The consultants need to start writing the Concept of Operations to have something ready to present for that meeting.
• Consultants are encouraged to schedule meetings with their assigned stakeholder agencies within the next week, to acquire the additional knowledge and information needed to determine the actual feasibility of each strategy. As additional functional information is collected, some strategies may be eliminated due to identified implementation issues while others may rise to the top of the priority list. It is suggested that these meetings be coordinated to occur during the week of Jan. 29-Feb. 2nd. (Note - AC Transit expressed their availability to meet Jan. 29-31.)

Summary of TAC recommendations for modifications to Strategies & Categories:

1. Addition of trailblazer signs as component of the "Traveler Information Strategies". Stakeholders felt the trailblazers signs were an enabler for disseminating information to the public for traffic diversion and en-route traveler information. Nextbus signs were also identified as a mechanism for disseminating info to the public. (Vassili, maybe you can share with the group your findings on the trailblazer demonstration conducted in the South Bay).
2. "Roadway/Transit Coordinated Operations" strategies, #11, AC Transit indicated there was opportunity to re-route buses that operate along the corridor (Transbay buses) as opposed to the buses that operate along the arterials. The recommendation was to omit "arterials" from the strategy description.
3. "Freeway/Arterial Operations" strategies #8, #12, #13 & #9 recommended to be consolidated into a single strategy with several elements, including ramp metering, arterial signal adjustment, trailblazer signs and special events information.
4. "Transit to Transit Ops" category. It was proposed that consultants gather additional information from the MTC, "Transit Connectivity Study" currently underway. AC Transit indicated that Strategy #6 Transit Hub may be difficult to implement due to associated collective bargaining issues however, they did express that there is potential to demonstrate at a single transit hub where parking capacity and other strategies can potentially be deployed in coordination.
5. Add "Airport" to the "Freight Integration" category. AC Transit described examples of opportunities for enhanced integration of transit information at the airport.
6. "Emergency Response" category. Assigned consultant to gather additional info from the ACCMA and local jurisdictions with regards to strategy #4 Signal pre-emption.
7. "Planning and Integrated Operations", assigned consultant to coordinate meeting with Barry Loo, Caltrans Traffic Management Chief, to discuss feasibility of strategies.
8. In addition, comments on the strategies were also submitted (emailed to all) by the City of Hayward (R. Carmichael) and the City of Alameda (V. Patel) for consideration.

Item 4 – Next 880 ICM TAC Meeting

• Friday, February 16, 9am – 11am at MTC, Fishbowl Conference Room

Appendix B: Strategies

Note color codes for classifying strategies:

Dark Green

Not considered further, either because it's an enabler of multiple other strategies or it does not apply to this corridor

Tan

Only considered relevant in its real-time aspects

Grey

New strategy for I-880 corridor, not included in FHWA listing

Classified and Unclassified Strategies

Approach	Information Sharing/Distribution	Reasons to delete or add	Stakeholder Involved
ICM Enablers	Manual information sharing.	Not a complete strategy, but an enabler
	Automated information sharing (real-time data).	Not a complete strategy, but an enabler
	Automated information sharing (real-time video).	Not a complete strategy, but an enabler
	Information clearing-house/Information Exchange Network between corridor networks or agencies (e.g., information is displayed on a single graphical representation of the corridor, showing real-time status of all the corridor networks and connections).	Not a complete strategy, but an enabler
	Shared control of "passive" ITS devices, such as CCTV.	Not a complete strategy, but an enabler
	A common incident reporting system and asset management (GIS) system.	Not a complete strategy, but an enabler
	Access to corridor information (e.g., ATIS Database) by Information Service Providers (ISPs) and other value-added entities.	Not a complete strategy, but an enabler
Approach	Improve Operational Efficiency of Network Junctions and Physical Interfaces
Strategies	A corridor-based advanced traveler information system (ATIS) database that provides information to travelers pre-trip.		MTC and all stakeholders
	En-route traveler information devices owned and operated by network agencies (e.g., DMS, 511, transit public announcement systems) being used to describe current operational conditions on another network(s) within the corridor.	Addition from 12/11 meeting	Caltrans, AC Transit, BART
	Signal priority for transit (e.g. extended green times to buses that are operating behind schedule).		AC Transit, Caltrans, ACCMA, Cities
	Signal pre-emption or "best route" for emergency vehicles.		MTC, AC Transit, BART
	Multi-modal electronic payment.		AC Transit, Caltrans, ACCMA, Cities
	Transit hub connection protection (holding one service while waiting for another service to arrive).		AC Transit, BART
	Multi-agency or multi-network incident response teams and service patrols and training exercises.		Caltrans, BART, AC Transit
	Coordinated operation between ramp meters and arterial traffic signals.	Mentioned in 12/11 meeting (overlap with 12 and 13)	Caltrans
	Coordinated operation between arterial traffic signals and rail transit at-grade crossings.	Not in this corridor, since BART is grade-separated
	Enhance arterial signal timing with advance information about special events at Coliseum	Mentioned in 12/11 meeting	Caltrans, ACCMA, cities, Coliseum
	Port of Oakland advise trucks travel time based on real-time traffic information	from 12/11 meeting	Caltrans, Port of Oakland
	AC Transit adjusts bus routes, schedules and operations based on real-time information about highway and arterial traffic and special events	From 12/11 meeting	AC Transit, Caltrans
Approach	Accommodate and Promote Cross-Network Route and Modal Shifts
Strategies	Modify arterial signal timing to accommodate traffic shifting from freeway.		Caltrans, cities, ACCMA
	Modify ramp metering rates to accommodate traffic shifting from arterial.		Caltrans, cities, ACCMA
	Modify transit priority parameters to accommodate more timely bus and light rail service on arterial.	Already covered under signal priority
	Promote route shifts between roadways via en-route traveler information devices (e.g. DMS, HAR, "511") advising motorists of congestion ahead, directing them to adjacent freeways or arterials.		Caltrans
	Promote modal shifts from roadways to transit via en-route traveler information devices (e.g. DMS, HAR, "511") advising motorists of congestion ahead, directing them to high-capacity transit networks and providing real-time information on the number of parking spaces available in the park and ride facility.		Caltrans, BART, AC Transit
	Promote shifts between transit facilities via en-route traveler information devices (e.g. station message signs and public announcements) advising riders of outages and directing them to adjacent rail or bus services.		BART, AC Transit
	Re-route buses around major incidents.
Approach	Manage Capacity — Demand Relationship Within Corridor (Real-time/Short-term)
Strategies	Lane use control (reversible lanes or contra-flow).	Only counts toward ICM if it involves real-time integration across networks (freeway, arterial, transit)
	Convert regular lanes to transit-only or emergency-only.	Real-time conversion based on operating conditions would be ICM
	Add transit capacity by adjusting headways and number of vehicles.	Only counts toward ICM if it involves real-time integration across transit operators
	Add transit capacity by adding temporary new service (e.g., express bus service, "bus bridge" around rail outage or incident).	Only counts toward ICM if it involves real-time integration across transit operators
	Add capacity at parking lots (temporary lots).	Only counts toward ICM if it involves real-time integration across network operators (freeway, arterial, bus, rail)
	Increase roadway capacity by opening HOV/HOT lanes and shoulders.	Not ICM - no cross-modal integration
	Modify HOV restrictions (increase minimum number, make bus only).	Only counts toward ICM if it involves real-time integration across network operators (freeway, arterial, bus)
	Restrict ramp access (metering rates, closures).	Not ICM - no cross-modal integration
	Convert regular lanes to truck-only.	Only counts toward ICM if it involves real-time integration between Caltrans and Port
	Coordinate scheduled maintenance and construction activities among corridor networks	Add real-time changes to plans to accommodate incidents	Caltrans, AC Transit, BART
	Variable speed limits (based on TOD, construction, weather conditions).	Not ICM - no cross-modal integration
	Modify toll and HOT pricing.	Only counts toward ICM if it involves real-time integration across network operators (freeway, arterial, bus)
	Modify transit fares to encourage ridership.	Not ICM - no cross-modal integration
	Modify parking fees.	Not ICM - no cross-modal integration
	Variable truck restrictions (lane, speed, network, time of day).	Only counts toward ICM if it involves real-time integration across network operators (freeway, arterial, bus)
	Restrict or reroute commercial traffic.	Looks redundant with preceding item
Approach	Manage Capacity — Demand Relationship Within Corridor (Long-term)
Strategies	Low cost infrastructure improvements to cross-network linkages and junctions.	ICM is not supposed to include infrastructure improvements
	Re-routing rail transit to alternative rail networks.	Real-time rerouting based on operating conditions would be ICM
	Guidelines for work hours during emergencies or special events.		MTC, ACCMA, Caltrans, AC Transit, BART
	Peak spreading.	This is a goal, not a strategy
	Ride-sharing programs.	Not ICM - no cross-modal integration

Appendix C: Candidate Strategies

Note: Please rate each strategy for each of the five criteria, please use -- (strongly disagree), - (disagree) to 0 (neutral) to + (agree) to ++ (strongly agree).

APPENDIX D: ITS FUTURE PROJECT DESCRIPTION2

table of Future Projects and Participating Agencies

Project #	Project Description	Participating Agencies	Market Package
Regional/Cross-Cutting
REG 1	Integrate the Caltrans Transportation Management System with other traffic management systems around the Bay Area region, as appropriate, to allow for coordinated operations and information sharing; including the following: the various SMART Corridors throughout the Bay Area region, Local City/County traffic management systems, TravInfo, etc.	Caltrans Sub regional Local Cities-Counties SMART Corridor partner agencies CHP MTC Others as appropriate	ATMS 1 ATIS 1
REG 2	Integrate the SMART Corridors throughout the Bay Area with other local traffic and transit management systems around the Bay Area region, as appropriate, to allow for coordinated operations and information sharing.	REG 2 Sub regional Local Cities-Counties SMART Corridor partner agencies Transit agencies as appropriate Others as appropriate	ATMS 1 APTS 7
REG 3	Conduct a project to evaluate and recommend a consistent region-wide methodology for deployment of transit signal priority and emergency vehicle pre-emption.	MTC Transit operators as appropriate Sub regional Local Cities-Counties Caltrans	APTS7
REG 4	Integrate transit operations/management system(s) of the various transit operators in the Bay Area region with other transit (bus and rail) and traffic management systems and centers, as appropriate, throughout the Bay Area region, to allow for coordinated operations and information sharing.	Transit operators as appropriate Sub regional Local Cities-Counties Caltrans SMART Corridor Agencies Others as appropriate	APTS 7
Traffic Management
TM 1	Expand the Caltrans Traffic Operations Systems (TOS) throughout the Bay Area region from a geographic perspective in high priority corridors.	Caltrans Others as appropriate	ATMS 1
TM 2	Expand and modify the functionality of the Caltrans Traffic Operations Systems (TOS) to include: highway speed monitoring, field device monitoring and control, reversible lane monitoring, weather monitoring (environmental) monitoring, en-route traveler information dissemination, emissions monitoring, and vehicle probe data acquisition.	Caltrans Others as appropriate	ATMS 1 ATMS 2 ATMS 4 ATMS 6 ATMS 8 ATMS 11 ATMS 18 ATMS 19 MCO 3
TM 3	Implement Freeway Ramp Metering in corridors where congestion and ramp volumes warrant. The Caltrans/CHP TMC should have the capability to monitor and/or control the ramp metering functions from the TMS.	Caltrans CHP Other local agencies as appropriate	ATMS 7
TM 4	Deploy high priority traffic signal system interconnections across jurisdictional boundaries, as appropriate.	Sub regional Local Cities-Counties SMART Corridor agencies Others as appropriate	ATMS 7
TM 5	Develop and implement local TOCs/TMCs, either individually or jointly with other neighboring agencies. These projects would develop local agency (city and county level) TOCs/TMCs with varying levels of capability depending on the needs of the deploying local agency, or agencies. Joint centers would likely follow the SMART Corridor Paradigm. These projects would allow for command and control of the field assets of each individual agency as well as the ability to share data and/or information with other agencies on an as needed basis.	Shared control of field assets would be voluntary on an agency by agency basis. Local cities and county agencies as appropriate Others as appropriate	ATMS 1 ATMS 3 ATMS 6 AD 1
TM 6	Conduct projects to update signal timing, coordination, and synchronization on a periodic basis to account for changes in population, traffic volumes, and traffic patterns.	Local cities and county agencies as appropriate Caltrans Others as appropriate	ATMS 1 ATMS 3 ATMS 7
TM 7	Deploy projects for interoperation and coordination at agency boundaries, from not only a signal timing perspective, but also from an emergency vehicle pre-emption and transit signal priority perspective.	MTC Caltrans Local cities and county agencies as appropriate Transit agencies as appropriate Local police and fire agencies as appropriate Others as appropriate	APTS 7 EM 2
Traveler Information
TI 1	Conduct projects to incorporate and integrate real-time transit information, roadway construction information, road weather information, arterial data, and other new data sources into the regional 511 system.	MTC Others as appropriate	ATIS 1 ATIS 2 MCO 3 MCO 7
Public Transportation
PT 1	Conduct a project to establish a common methodology to exchange automated vehicle location (AVL) data from transit vehicle systems of the various transit operators throughout the Bay Area region from a center-to-center perspective.	Various Bay Area region transit operators.	APTS 1
PT 2	Implement transit vehicle (bus and rail) emergency notification systems that enable emergency communications between the transit vehicle and the transit operations system and other centers.	Various Bay Area region transit operators Others as appropriate	APTS 5
PT 3	Implement transit signal priority in selected locations and along key transit corridors, as appropriate, throughout the Bay Area region. This project is a placeholder for any agency (local or state) seeking this type of deployment. Transit operators as appropriate	Sub regional Local Cities-Counties Caltrans Others as appropriate	APTS 7
Emergency Management
EM 1	Deploy a regional system to allow emergency response vehicles and agencies to communicate with each other in the field.	MTC CHP Caltrans Local police and fire agencies Others as appropriate	ATMS 8
EM 2	Conduct a project to integrate the CHP 911 Call Center Dispatch with external entities, as appropriate, in order to automatically exchange incident information.	CHP FSP SMART Corridor partner agencies as appropriate Local Police and Fire agencies as appropriate Others as appropriate	ATIS 1 ATIS 2 ATMS 8 EM 4 EM 1
EM 3	Conduct a project to develop system interconnects from the Bay Area Incident Response System (BAIRS) to the following Bay Area region systems/stakeholders: Caltrans transportation management system, Caltrans maintenance vehicles, the various SMART Corridors, Local City-County Police and Fire systems, Local City-County traffic operations systems, CHP CAD system, Freeway Service Patrol (FSP), 911 call answering centers, 511 and TravInfo traveler information systems and others as appropriate.	Caltrans SMART Corridor partner agencies Local Police and Fire agencies as appropriate CHP MTC Others as appropriate	ATMS 6 ATMS 8 EM 1 ATIS 1 AD 2
EM 4	Implement emergency vehicle preemption in selected locations and along key corridors, as appropriate, throughout the Bay Area Region. To be used for standardized deployment throughout the region.	Sub regional Local Cities-Counties Caltrans SMART Corridor partner agencies Local City-County Police and Fire agencies as appropriate CHP MTC Others as appropriate	EM 2
EM 5	Deploy automated vehicle location (AVL)_systems on emergency vehicles throughout the Bay Area region. To be used for standardized deployment throughout the region.	Sub regional Local Cities-Counties L ocal City-County Police and Fire agencies as appropriate CHP MTC Others as appropriate	EM 1 EM 2 EM 4

Appendix E: Bay Area Regional Architecture Change Approval Process

Bay Area ITS Architecture Maintenance Committee
Kick-off Meeting

Draft

Appendix A: Continuous Change Approval Procedure

The Bay Area Regional ITS Architecture is a living document with changes made based on recommendations of the Maintenance Committee members. The formal procedure for a change in the ITS Architecture to be submitted, reviewed, discussed, and provisionally approved are defined in this section.

Continuous ITS Architecture changes refer to those changes that happen between two major ITS Architecture updates. The current update is planned for completion in November 2007. The purpose of addressing these changes promptly and recognizing them as an official part of the Regional ITS Architecture is to ensure ITS activities are coordinated to provide the maximum benefit to the region and to comply with Federal requirements. Keeping this purpose in mind, the procedure for a typical change to be adopted in the ITS Architecture is:

Change Identification – Requests for changes can be made by stakeholders. A stakeholder is any agency or private organization identified as a participant in the architecture. Changes may be submitted by stakeholders not included on the list, but the addition of a stakeholder must first be reviewed by the Maintenance Committee before the project change.

Change Definition –the requested change needs to be documented first on a change request form, available on the MTCMTC website. The form will be compiled and managed by Kimley-Horn and Associates, Inc. and collects the following information:

1. Agency requesting the change
2. Request date
3. Proposed change description
4. The architecture aspects to be added, deleted or revised
5. Contact information

Initial Assessment –Kimley-Horn and Associates, Inc. will perform the initial assessment to determine whether the requested change is appropriate and in line with the existing Bay Area Regional ITS Architecture. This initial assessment will provide a basis for the provisional approval of the change by the ITS Architecture Maintenance Committee. In the initial assessment, Kimley-Horn and Associates, Inc. will address such issues as:

Does the requested change form provide all the required information? If not, Kimley-Horn and Associates, Inc. will contact the requesting stakeholder to collect additional information.

Which stakeholders will be affected by the requested change? Are all affected stakeholders in agreement about the change? Does the requested change overlap with existing infrastructure (based on the current version of the Bay Area Regional ITS Architecture Inventory and knowledge of other current projects in the region)? An overlap would indicate an opportunity to share the resources and costs in order to maximize investment.

Mapping the requested change into the Bay Area Regional ITS Architecture, does the change serve one or more of the identified needs?

Does the requested change follow the ITS standards requirement in the Bay Area Regional ITS Architecture?

Using the project sequencing list in the Bay Area Regional ITS Architecture, does the change overlap with existing or planned projects?

Change Approval –The initial assessment analysis should be distributed to every ITS Architecture Maintenance Committee member two weeks prior to the quarterly Committee meeting so that each member can have sufficient time to review the change proposals and assessment analysis before the meeting. While reviewing the initial assessment analysis, the ITS Architecture Maintenance Committee member will consider all the questions listed above and confirm that Kimley-Horn and Associates, Inc.'s analysis is accurate and comprehensive. During the Committee meeting, members need to reach consensus on disposition of each change request in the meeting. A checklist of questions that can guide Committee members to review the changes are:

What can the proposed change/project do to satisfy one or more of the regional transportation needs?

Which stakeholders will be affected by the requested change? Are all affected stakeholders in agreement about the change?

Will the proposed change/project apply data communication standards?

Will the proposed change/project provide infrastructure or service that has already existed or will be implemented by other planned projects? If yes, are these projects coordinated?

Change Disposition — The disposition and comments on every requested change will be documented and distributed to every stakeholder or posted online. Approved changes will be compiled as completed and wait to be incorporated in the architecture document when a major update takes place. Meanwhile, the addendum is considered an official part of the Bay Area Regional ITS Architecture and all projects identified in the addendum comply with Federal Requirements.

Appendix F. Functional Analysis

In order to evaluate the technical feasibility of the candidate ICM strategies, the I-880 ICM team's systems approach included a functional decomposition and functional analysis to answer the following questions:

6. What functions are needed for each of the ICM candidate strategies? Are these functions already in existence or new functions that still need to be developed? What are the new functions?

7. How should an ICM that implements the proposed strategies for the I-880 corridor be architected? How should the functions be allocated?

Note that, in addition to contributing to the ConOps development process, the functional analysis also serves a number of important roles in the remaining ICM program:

• The functional analysis establishes the foundation for asset assessment that maps functions to physical components, thereby ensuring that each function has an acknowledged owner and determining what new subsystems, devices or software integration are needed in order to implement the proposed ICM strategies.
• In the requirement definition phase, functional analysis will serve as a basis for mapping functions to system requirements.
• In selecting the strategies, the functional analysis will also help to determine how resources will be allocated for implementing the ICM strategies according to stakeholders' priorities and budget constraints.
• The functional analysis provides the basis for the requirements allocation that guides the system implementation and testing.
• The functional analysis serves as a tool for traceability of the ICM strategies.

The functional analysis provides a breakdown of the existing transportation network functions and new ICM functions into individual functional elements. As part of the functional decomposition, in the context of the ITS systems already deployed along the I-880 corridor, the following functional groups are defined:

Functional decomposition provides a systematic view of how existing ITS systems for the transportation networks along the I-880 corridor are configured functionally. Through functional decomposition, large system functions are decomposed into elemental functions at the basic operation levels and are represented using blocks in a diagram. The interactions among different transportation networks are represented using dashed blocks that are repeated from the other network. Communication links between functional blocks are also represented in the block diagram, indicated using a line with arrows indicating the direction of information flow. The following are examples of the functions and how they are numbered:

Figures below show the functional decompositions for various subsystems, each implement a candidate ICM strategy, to reveal what new functions are needed. New functions that are required for all candidate ICM strategies under consideration are then mapped into the functional block diagrams, represented using red blocks. New communications links that are not in existence but will be needed for implementing one or more ICM strategies are also represented in the functional block diagram, as shown using red lines. A complete map of functions and strategies is given in Table 1, where the new ICM functions are marked in red,

The functional decomposition and functional analysis presented in Figure 1-4 and Table 1 provide a clear and comprehensive view of the existing ITS systems already deployed in the I-880 corridor, how readily ICM can be implemented in the context of the existing ITS systems, and the relationship between the existing functions and the new ICM functions.

 

Notation:    Solid black – existing functions
                                     Red – New functions
                                     Dashed – Referenced from other system chart

SS-01 Information Sharing Larger View - use back button to return.

SS-01 Information Sharing (Cont'd) Larger View - use back button to return.

SS-02 Providing Traveler Information Through 511 Larger View - use back button to return.

SS-03 Providing Information in Real-time to Travelers for En-route Decision Making Larger View - use back button to return.

SS-04 Presenting Travel Advisory Information in Real-time at Transit Stations and on Transit Vehicles Larger View - use back button to return.

SS-05 Arterial/Ramp Metering Larger View - use back button to return.

SS-06 Facilitating Arterial Signal Control Systems to Handle Special Events Larger View - use back button to return.

SS-07 Managing Arterial Signal to Provide Transit Signal Priority Larger View - use back button to return.

SS-08 Managing Transit Operation under Severe Incident Conditions Larger View - use back button to return.

SS-09 Managing Transit Hub Connection Protection for Special Events Larger View - use back button to return.

SS-10 Advising Truck Operators and Drivers About Port Delay and Estimated Travel Time Larger View - use back button to return.

SS-11 Providing Emergency Vehicle with Signal Pre-emption and Best Routing Recommendations Larger View - use back button to return.

SS-12 Facilitate Rapid Incident Response Larger View - use back button to return.

SS-13 Supporting Maintenance and Construction Coordination Larger View - use back button to return.

SS-14 Supporting Coordination of Construction Work During Emergencies Larger View - use back button to return.

Appendix G AC Transit Bus Service in the Neighborhood of 880 Corridor

AC Transit Local Service

1Lx -

Berkeley BART to Bay Fair BART via Telegraph Ave., International Blvd., and E. 14th St.

1R -

International Rapid -- U.C. Berkeley campus to Bay Fair BART via Berkeley BART, Telegraph Ave., International Blvd., and E. 14th St.

45 -

Coliseum BART to Foothill Square, Oakland, via Edes Ave., Sobrante Park, 105th Ave. and 104th Ave.

46 -

Coliseum BART to Mountain Blvd. & Keller Ave. via 81st Ave., 82nd Ave. and Fontaine St.

47 -

Fruitvale BART to MacArthur Blvd. & 55th Ave. via Maxwell Park: Monticello Ave. and Madera St.

50 -

Fruitvale BART to Bay Fair BART via Park St., Bay Farm Island, Oakland Airport, Coliseum BART, Eastmont Transit Center, MacArthur Blvd., and 159th Ave.

51S -

Supplementary service

53 -

Fruitvale BART to Lyman Rd. and Tiffin Rd. via Fruitvale Ave.

54 -

Fruitvale BART to Merritt College via 35th Ave. and Redwood Rd.

55 -

San Leandro Main Library to Bay Fair BART via Davis St., Mulford Gardens, San Leandro Marina, Fairway Dr. and Halcyon Dr.

56 -

Two-way loop: Coliseum BART, Seminary Ave., Millsmont, Mountain Blvd., 90th Ave., 85th Ave. and San Leandro Blvd.

63 -

Weekdays: Downtown Oakland to Fruitvale BART via Coll. of Alameda, Ferry Terminal, Alameda Point, Otis Dr., Alameda Towne Center, Encinal Ave. and High St. Weekends: shortened route through Alameda Point to Ferry Terminal.

77 -

Hayward BARTBART to Tampa Ave. and Tennyson Rd. via Soto Rd., Gading Rd., Huntwood Ave., West Industrial Pkwy., Ruus Rd. and Folsom Ave.

79 -

Berkeley BART to El Cerrito Plaza BART via The Alameda and Colusa Ave.

80 -

San Leandro BART to Hayward BART via Estudillo Ave., Foothill Blvd., Castro Valley Blvd., Castro Valley BART, Center St. and B St.

81 -

San Leandro BART to Hayward BART via Williams St., Wicks Blvd., Lewelling Blvd., Hesperian Blvd., Hacienda Ave. and Meekland Ave.

83 -

Hayward BART to South Hayward BART via A St., Hesperian Blvd., Clawiter Blvd., Investment Blvd., Arden Rd. and Tennyson Rd.

84 -

San Leandro BART to Kaiser Hospital Hayward via Marina Blvd., Farnsworth St., Washington Ave., Bay Fair BART, Elgin St., Somerset Ave., Castro Valley BART, Grove Way, Centennial Hall, Hayward BART, Amador St., Underwood Ave. and Tennyson Rd.

85 -

San Leandro BART to Hayward BARTBART via Washington Ave., Paseo Grande, Hesperian Blvd. and A St.

86 -

Hayward BART to South Hayward BART via Winton Ave., Mack St. (AC Transit Hayward Division), Cabot Blvd., Industrial Blvd. and Tennyson Rd.

87 -

One-way loop: Castro Valley BART, Castro Valley Blvd., Eden Hospital, Seven Hills Rd., Center St., Castro Valley Blvd.

91 -

Castro Valley Senior Center to San Antonio St. and San Luis Obispo St., Hayward, via Redwood Rd., Castro Valley BART, A St., Hayward BART, Whitman St., South Hayward BART and Huntwood Ave.

92 -

Cal State East Bay to Chabot College via 2nd St., Winton Ave. and Hesperian Blvd. Continues weekends to South Hayward BART via Hesperian Blvd. and Tennyson Rd.

93 -

Bay Fair BART to Hayward BART via Ashland Ave., Paseo Grande, Grant Ave., Bockman Rd., Hacienda Ave., Blossom Way and Western Blvd.

94 -

Hayward BART to Hayward Highlands via East St. and Hayward High School

95 -

Hayward BART to Fairview District via D St. and Maud Ave. Weekends serves Don Castro Regional Recreation Area.

97 -

Bay Fair BART to Union City BART via Hesperian Blvd., Southland Shopping Center, Chabot College, Union Landing Shopping Center and Alvarado-Niles Blvd.

98 -

Coliseum BART to Grass Valley via Edgewater Dr., 98th Ave., Oakland Zoo and Golf Links Rd.

99 -

Bay Fair BART to Fremont BART via Mission Blvd., Hayward BART, South Hayward BART, and Union City BART.

210 -

Ohlone College to South Hayward BART via Washington Blvd., Fremont Blvd., Union Landing Shopping Center and Huntwood Ave.

211 -

Union City BART to Fremont BART via Decoto Rd., Fremont Blvd. and Walnut Ave.

212 -

Fremont BART to Lakeview Industrial Park via Fremont Blvd.

213 -

Fremont BART to Lido Faire Shopping Center via Mowry Ave., New Park Mall, Cherry St. and Newark Blvd.

214 -

Fremont BART to Union City BART via Stevenson Blvd., Cedar Blvd., New Park Mall, Central Ave., Sycamore St., Haley St., Lido Faire Shopping Center, Hwy. 84 and Decoto Rd.

215 -

Wkdys, Fremont BART to Gateway Blvd. & Lakeside Pkwy. via Mission Blvd., Driscoll Rd., Osgood Rd., Warm Springs Blvd., and Kato Rd. Wknds, Fremont BART to Pacific Commons via Mission Blvd., Driscoll Rd., Osgood Rd., and Auto Mall Pkw

216 -

Fremont BART to Union City BART via Mowry Ave. and Niles Blvd.

217 -

Fremont BART to Great Mall Transit Center, Milpitas, via Walnut Ave., Mission Blvd., Warm Springs Blvd., Milpitas Blvd. and India Community Center.

218 -

Lido Faire Shopping Center to Ohlone College via Gateway Blvd., Thornton Ave., Peralta Blvd., Paseo Padre Pkwy., Fremont BART, Grimmer Blvd. and Mission Blvd.

232 -

Union City BART to New Park Mall via Paseo Padre Pkwy., Ardenwood Blvd., Lido Faire Shopping Center and Cedar Blvd.

235 -

Fremont BART to Pacific Commons via Stevenson Blvd., Boyce Rd., and Christy St. Returns via Albrae St. and Stevenson Blvd.

305 -

Montclair District, Oakland to Glencourt Dr. & Saroni Dr. via Snake Rd. and Colton Blvd.

314 -

From 11th St. & Market St., Oakland, to South Shore Shopping Center via Downtown Oakland, Webster St., and Central Ave.

328 -

Central Fremont loop: Fremont BART; Main Lib.; Fremont Senior Ctr; Chapel Wy; Paseo Padre Pkwy; Driscoll Rd; Las Palmas Ave; Schools for the Blind, Deaf, and Multihandicapped; Fremont BART; Country Dr; Fremont Hub; return to Fremont BART

329 -

From Chapel Way and Bay St. to Lido Faire via Chapel Way, Paseo Padre Pkwy., Fremont BART, Mowry Ave., NewPark Mall, Silliman Rec. Center, Smith Ave., Central Ave., Newark Senior Ctr., Newark City Hall, Musick Ave., Edgewater Dr., and Lake Blvd.

332 -

Fremont BART to New Park Mall via Mowry Ave., Niles Blvd., Union City BART, Paseo Padre Pkwy., Ardenwood Blvd., Lido Faire Shopping Center and Cedar Blvd.

333 -

Newark flexible service: departs Union City BART, Lido Faire, and New Park Mall. Passengers can request service to any bus stop in the City of Newark.

386 -

Hayward BART to Sabre St. & Mack St. (AC Transit Hayward Division) via Winton Ave. and Southland Mall.

391 -

Hayward Villa to Southland Shopping Center via Spanish Ranch, New England Village, Georgian Manor, Industrial Parkway, Josephine Lum Lodge and Hesperian Blvd. Returns via I-880.

610 -

Edgewater Dr. & Hegenberger Rd., Oakland, to Castlemont High School via 98th Ave. and Bancroft Ave.

612 -

Coliseum BART to Castlemont High School via 73rd Ave. and MacArthur Blvd.

613 -

Coliseum BART to Madison Middle School, Oakland (Sobrante Park) via Hegenberger Rd., Empire Rd., 98th Ave., International Blvd. and 105th Ave.

614 -

Edes Ave. & 85th Ave. to Castlemont High School via Edes Ave., Sobrante Park, 105th Ave., International Blvd., and 90th Ave.

618 -

1st Ave. & International Blvd., Oakland, to Montera Middle School via Park Blvd., Liemert Blvd., Monterey Blvd. and Mountain Blvd.

620 -

Cedar Blvd. & Stevenson Blvd., Newark, to Newark Jr. High via Cedar Blvd. and Newark Blvd.

621 -

Ardenwood Blvd. & Commerce Dr., Fremont to American High School via Paseo Padre Pkwy., Decoto Rd. and Fremont Blvd.

622 -

Dixon Landing Rd. & Milpitas Blvd., Milpitas to Irvington High School via Warm Springs Blvd. and I-880.

623 -

Dixon Landing Rd. & Milpitas Blvd., Milpitas to Irvington High School or Horner Jr. High School via Warm Springs Blvd., Mission Blvd., Paseo Padre Pkwy., Auto Mall Pkwy. and Grimmer Blvd.

624 -

Paseo Padre Pkwy. and Mission Blvd., Fremont to Mission San Jose High School via Paseo Padre Pkwy., Driscoll Rd. and Mission Blvd.

625 -

Niles Blvd. & El Portal Ave., Fremont, to Washington High School and Centerville Jr. High School via Niles Blvd., Mowry Ave. and Fremont Blvd.

626 -

Lido Faire Shopping Center to Newark Memorial High School via Newark Blvd. and Cedar Blvd.

627 -

Cedar Blvd. & Central Ave., Newark to Newark Jr. High via Cedar Blvd., Jarvis Ave., Haley St. and Thornton Ave.

628 -

Lido Faire Shopping Center to Newark Memorial High School via Cedar Blvd.

629 -

Lido Faire Shopping Center to Newark Memorial High School via Jarivs Ave., Haley St., Sycamore St. and Cherry St.

631 -

Bay Farm Island to Encinal High School via Lincoln Middle School, Encinal Ave., Alameda High School and Central Ave.

642 -

Skyline Blvd. & Tunnel Rd., Oakland via Broadway Terrace and Mountain Blvd. or Snake Rd. & Colton Blvd., Oakland via Colton Blvd., Saroni Dr., Snake Rd. and Mountain Blvd. to Montara Middle School.

645 -

105th Ave. & Edes Ave. to King Estates Middle School via Sobrante park, 105th Ave., International Blvd., 98th Ave. and Mountain Blvd.

646 -

Coliseum BART to Skyline High School via 81st Ave., 82nd Ave., Fontaine St., Keller Ave., Hansom Dr. and Skyline Blvd.

647 -

Ardenwood Blvd. & Commerce Dr., Fremont to Thornton Jr. High School via Paseo Padre Pkwy., Decoto Rd. and Cabrillo Dr.

648 -

Fruitvale BART to Skyline High School via High St., Tomkins Ave. Mountain Blvd. and Redwood Rd.

649 -

Golf Links Rd. & Dunkirk Ave., Oakland, to Skyline High School via Golf Links Rd., Sequoyah Rd. and Skyline Blvd.

650 -

Seminary Ave. & International Blvd., Oakland, to Skyline High School via Seminary Ave., Greenly Dr., Keller Ave., Hansom Dr. and Skyline Blvd.

652 -

90th Ave. & International Blvd., Oakland, to Skyline High School via 90th Ave., 98th Ave., Sequoyah Rd., Hansom Dr. and Skyline Blvd.

654 -

Frutivale BART to Skyline High School via 35th Ave. and Redwood Rd.

655 -

Frutivale BART to Montera Middle School via 35th Ave., Redwood Rd., Skyline Blvd., Joaquin Miller Rd. and Mountain Blvd.

657 -

Coliseum BART to Oakland Technical High School via 73rd Ave. and MacArthur Blvd.

801 -

All Nighter. Downtown Oakland to Fremont BART via International Blvd., E. 14th St. and Mission Blvd.

840 -

All Nighter. Downtown Oakland to Eastmont Transit Center via Foothill Blvd.

Transbay Service

M -

Castro Valley Park & Ride to Hillsdale Shopping Center, San Mateo via Castro Valley BART, Hayward BART, Chabot College, Foster City and Hillsdale Blvd.

MA -

Union City BART to Hillsdale Shopping Center, San Mateo via Union Landing Shopping Center, Hesperian Blvd., Chabot College, Hillsdale Blvd. and Oracle campus, Redwood City.

NC -

NX2 & NX3 & NX4 combination. Does all of NX2 before continuing on to NX3 and in some cases NX4.

NX4 -

Castro Valley Park & Ride to Transbay Terminal, San Francisco via Center St., Seven Hills Rd., Lake Chabot Rd. and Foothill Blvd.

O -

Park Ave. & Encinal Ave. to Transbay Terminal via Santa Clara Ave. and Webster St. (Some trips: Fernside Blvd. & Versailles Ave. to San Francisco via High St., Encinal Ave., Santa Clara Ave. and Webster St.)

OX -

Bay Farm Island to Transbay Terminal, San Francisco via Island Dr. Park & Ride, Encinal Ave. and Park St.

S -

Eden Shores, Hayward, to Transbay Terminal, San Francisco via Hesperian Blvd. and Paseo Grande.

SA -

Paseo Grande and Paseo Largavista, San Lorenzo, to San Francisco via Lewelling Blvd., Farnsworth St. and Merced St.

SB -

Cedar Blvd. & Stevenson Blvd., Newark, to San Francisco via Cedar Blvd., Newark Blvd, Union City Blvd. and Hesperian Blvd.

U -

Fremont BART to Stanford University via Centerville Amtrak and Ardenwood Park & Ride.