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GO Uptown Gateway to Oakland Uptown2016 TIGER Grant Application

Lead Applicant San Francisco Bay Area Rapid Tranist (BART) DistrictSupporting Applicant City of Oakland, California

Contact Information Val Menotti Chief Planning and Development Officer BART Planning and Devleopment 300 Lakeside Dr., 21st Floor Oakland, CA 94612 [email protected] (510) 287-4794

Project Type Urban, Transit, Complete StreetsProject Cost $28.6 millionTIGER 2016 Funds Requested $6.3 million

TABLE OF CONTENTS

1. PROJECT INTRODUCTION AND DESCRIPTION 2

2. PROJECT LOCATION 6

2.1. Area Characteristics 6

2.2. Project Location Transportation Connections 6

3. PROJECT PARTIES 9

4. GRANT FUNDS AND SOURCES/USES OF PROJECT FUNDS 10

4.1. Capital Sources of Funds 10

4.2. Capital Uses of Funds 10

4.3. Summary of Operating Sources and Uses of Funds 12

5. SELECTION CRITERIA 12

5.1. Primary Selection Criteria 12

5.2. Secondary Criteria 23

6. BCA RESULTS 24

7. PROJECT READINESS 25

7.1. Technical Feasibility 25

7.2. Financial Feasibility 25

7.3. Project Schedule 26

7.4. Required Approvals 26

8. FEDERAL WAGE RATE CERTIFICATION 27

APPENDICES

Appendix I Benefit-Cost Analysis

Appendix II Letters of Support

Appendix III Evidence of Proposition 1B Funding Commitment

TIGER 2016 Grant Appl icat ion: GO Uptown

San Francisco Bay Area Rapid Transit (BART) District/City of Oakland, California 2

1. PROJECT INTRODUCTION AND DESCRIPTION

TheSanFranciscoBayAreaRapidTransitDistrict(BART)isacriticalcomponenttotheregion’seconomy.Eachweekday,theBARTheavyrailsystemcarriesover430,000passengerstojobs,educationandtraining,healthcare,andotherdestinationsovera93squaremileservicearea.TheBayAreaEconomicCouncilhasestimatedthatatemporarylossofBARTservicecoststheregionover$73millionperdayinlostproductivity1.Indeed,BARTisthebackboneofthe19thlargesteconomyintheworld2‐andservesasalifelineofprosperitytothe13percentofitsdailyridershipwhichdoesnothaveaccesstoaprivatevehicle3.

Atamorelocallevel,BART’s45stationsareanchorsforeconomicdevelopmentinthe

communitiestheyserve.BART’s19thSt/Oaklandstationisonesuchcommunityasset.Oneofthesystem’sfirststationswhenitopenedinSeptember1972,the19thSt/OaklandstationservesthenorthernendofdowntownOakland–commonlyreferredtoasthe“Uptown”neighborhood–aswellastheLakeMerrittBusinessDistrictandsurroundingresidentialareas.Theundergroundstationsitsbetweentheintersectionsof17thand21stStreetsandBroadway–Oakland’s“mainstreet”andhistoricshoppingdistrict.Aoncethrivingcommercialarea,theareaexperiencedeconomicstagnationinthe1980’sand‘90’s,withjobgrowthanddevelopmentintheregionconcentratingintheCityofSanFranciscoandthroughoutthePeninsula,ratherthanOaklandandotherEastBaycommunities.Asof2015,ofthe29Fortune500companiesbasedintheBayArea,onlyonewasbasedinOakland,despiteOaklandbeingthethirdlargestcityintheregion.4Morerecently,economicconditionshavebeguntoimproveintheUptownarea.Averagerentalcostshaveincreased19percentsince2014,andofficeandretailvacancyratesarehistoricallylow.Othersignificantdevelopmentprojectsinthearea–asdiscussedinSections5.1.2EconomicCompetitivenessand5.1.3QualityofLife‐includetherecentrestorationofthehistoricFoxTheater,thecurrentrenovationoftheiconicSearsbuildingatthecornerof20thStreetandBroadwayintocreativeofficespaceandexpansionofUbercorporateoperations,andtheplannedexpansionoftheKaiserCenter,expectedtoresultinover3,200newjobs.Todaythereareseveralthousandunitsofnewhousinginthedevelopmentpipeline.Thispresentsaparadoxicalquestion:howcanOaklandparticipateintheexplosiveeconomicgrowthintheBayArea,whilemakingitpossibleforcurrentresidentstostayinOaklandandimprovetheirowneconomic

1http://www.bayareacouncil.org/economy/bay‐area‐council‐economic‐institute‐puts‐economic‐cost‐of‐bart‐strike‐at‐73‐million‐a‐day/2http://www.sfgate.com/business/article/S‐F‐Bay‐Area‐economy‐thriving‐despite‐challenges‐3414997.php32015BARTStationProfileStudy.BART.42015Fortune500,www.fortune.com/fortune500

Figure 2: Uptown District (Source: Greg Linhares)

Figure 1 19th St. / Oakland BART Station Platform (Source: 19th St/Oakland BART Station Conceptual Design Plan)



chances?

TheBayAreaRapidTransitdistrict(BART),theCityofOakland,theMetropolitanTransportationCommission(theregionalMPO)andothersbelievethatimprovingaffordable,efficientaccesstotransitispartoftheanswer.Providingindividualswithreliableandconvenienttransportationoptionsreducestheirtravelcosts,affordsthemwithanefficientwaytogettowork(inthemostcongestedregionintheU.S.),andallowspeopleflexibilityaboutwheretheylive,work,andplay.ThisisespeciallytrueinOakland,asindividualslivingthereworkthroughouttheentireBayregionbutoftenmustdealwithsignificantcongestionbottleneckssuchastheBayBridgeiftheyareforcedtodrive.Fortunately,asFigure3shows,BARTservesmanyoftheregion’s“PriorityDevelopmentAreas”,whereregionalplanningagenciescontinuetoprioritizegrowth.ThiscontributestoaneverincreasingdemandforBART’sservices.Overthelasttenyears,the19thSt/OaklandBARTstationhas

experiencedthemostridershipgrowthofanyBARTstationinOakland,andsecondmostintheentireEastBay.Moreover,BARTforecasts44,000entries/exitsatthestation‐an80

percentincrease‐by2040.Asubsequentcapacityanalysisindicatedthatthe19thSt/Oaklandstationisexpectedtosufferseriousfuturepassengercapacityconstraints,particularlyonitslowerplatform5.Theanalysisfurthernotedtheneedforthereplacementofwornstationfixturesasthefacilityentersits44thyearofservice.

Notingboththeneedandtheopportunity,BARTandtheCityofOaklandcametogetheronauniquemultimodaltransportationprojectintendedtoenhancethe19thSt/OaklandBARTstationandimproveitsconnectivitytotheUptownandLakeMerrittdistricts.The“GatewaytoOaklandUptown”transportationproject–orGOUptownproject,whichisthesubjectofthisTIGER2016application,isbasedonthatpartnership.GOUptownfocusesonstationimprovementsandadjacentpublicrealmimprovementstoenhancestationaccesspointsandverticalcirculation;modernizestationamenities;andlinkpedestrianandbicyclefacilitiesbetweenthestationandsurroundingdestinations.Specifically,GOUptownfeaturesthefollowingprojectelements:

StateofGoodRepairInvestments–Stationflooringwillberefurbished,damagedwallandbenchbricksreplaced,andtheceilingandplatformwallsrepainted.Allfixtureswillbeupgradedtobewaterefficient.InefficientandpoorqualityfluorescentlightingwillbereplacedwithefficientLEDlightingatallstationportals,elevators,andsigns.Thegoalof

519thStreet/OaklandBARTStationConceptualDesignPlan.BART.October2014.

Figure 3 The 19th Street / Oakland BART station is located at the core of the BART system and central to the region’s Priority Development Areas as defined by the MTC. (Source: BART)



thenewlightinginstallationwillbetoimprovevisibilityandtheperceptionofsafety,aswellasreduceongoingenergycosts.

CapacityEnhancement‐TherequestedTIGERgrantwillpermitBARTtoimplementaseriesofimprovementstooptimizethelayoutofthe19thSt/Oaklandconcourseandlowerplatforms,therebyenhancingpassengercirculationwithinthefacility.Anewfaregatearrayatthenorthendoftheconcourse,includingtherelocationofthestationagentboothandtheinstallationofanadditionalgate,willeliminatetheincreasingqueuingandassociateddelaysthatpassengersencounterwhentheyenterandexitthestationduringpeakperiods.There‐allocationofspacebetweenpaidandnon‐paidareasonthestationconcoursewillpermitmoreefficientpassengercirculation.Lowaluminumrailingsthatareasourceoffareevasionwillbereplacedwithhigherglassrailingswithartintegrated,whichwillenhancethestationaesthetic.Unusedroomsalongthewestconcoursewillbeconsolidatedandre‐purposedtostoremaintenanceequipmentwhichiscurrentlystoredontheopenconcourse,inpublicview.

CustomerExperience‐GOUptownincludesseveralimprovementsthatwillmakethestationmorewelcomingandcomfortable,enhancingtheimageofbothpublictransitandthesurroundingcommunity.BART’sWayfinding+program,whichwillincludeclustersoflargegraphicwordsappliedonthelowerplatformwalls,aimstoimproveorientationforpassengerswithinthestationlookingforspecificsurfacedestinations,whilealsoadvertisinglocalattractionstoonboardpassengers,enticingthemtoexitthestationandexplorethecommunity.ConsistentwithBART’snewArtsPolicy,artinstallationsthatreflectthevibrancyofUptownandadjacentneighborhoodswillbeintegratedthroughoutthestation,includingthree“lightbox”artinstallationsineachofthethreestairwells.Seatingandtrashreceptacleswillbeupgradedtobemoreattractive,andthereplacedlightingthroughoutthestationwillenhancepassengercomfortandthesenseofpersonalsecurity.

Figure 4 Modernized Interior of 19 St/Oakland Station (Source: 19th St/Oakland BART Station Conceptual Design Plan)

TIGER 2016 Grant Appl i cat ion : GO Uptown


ImproveConnectivity–Currently,theonlystationelevatorislocatedatthefarsouthernendofthestation,threeblocksfromthemajorbustransferarea,ACTransit’sUptownTransitCenter.Openedin1972,theelevatorisnotADA‐compliantandisasourceoffareevasionduetoitslocationoutsidethefarepaidarea.Ofthe45BARTstationsinthesystem,the19thStreet/Oaklandstationhasthesecondhighestrateofhome‐basedridersthatreporthavingadisability,andamajorityofthehome‐basedridersarrivefromnorthendofthestation,whichistheoppositeendoftheexistingelevator.GOUptownwouldinstalltwonew,ADA‐compliantelevatorsatthenorthernendofthestation,oneconnectingthetwolowerplatformswiththeconcourselevel,insidethefaregates;andasecondconnectingtheconcoursetothestreet,directlyadjacenttotheUptownTransitCenterandaplannedBRTstop.Theprojectwouldalsoimproveaccessforthe15percentofhome‐basedpassengerswhoaccessthestationbybicyclebyaddingbikestairwaychannelsandprovidingadditionalbicycleparkingwithinthestation.

Inadditiontothesestation‐orientedimprovements,GOUptownwillCompletetheStreetandimproveconnectivitybetweenthe19thSt/OaklandBARTStationandtheadjacentneighborhoods.While20thStreetisapreferredeast‐westrouteforbicyclistsandpedestrians,itisorientedforautomobileuseandhashigherautocapacitythanisneededtoaccommodatecurrentandfuturevehiculartraffic.Meanwhile,duringcommutehours,sidewalksbecomeovercrowded,unabletoaccommodatethemorethan2,000pedestriansthatwalk20thStreetduringthemorningcommutepeakhour.

Recognizingthis,andthestation’sroleasasignificantintermodalhub,theCityofOaklanddevelopedthe20thStreetCompleteStreetsPlan.ThePlanreducesroadwidthby50percentwhileexpandingsidewalksandimplementingnewdedicatedbikelanes.Busislandswouldbebuiltassidewalkextensionstoimprovebusoperationsinthecorridor,allowforcomfortablepassengerqueuingareasforboardingsandalightings,andremovebicycle‐busconflictsatbusstops.ImprovementswouldalsofacilitatemultimodaltransferstoBARTfromprivateshuttles,andpassengerdrop‐off.

Collectively,thesestationandadjacentstreetimprovementsconstituteGOUptown.Figure5visuallydemonstratestheimpacttheprojectwillhaveonthesurroundingarea.Theproject’slocation,benefits,andotherinformationaredescribedintheremainderofthisapplication.

Figure 5 Rendering of the 20th St. BART to Lake Merritt Urban Greenway, which includes widened sidewalks, new bike lanes, a new planted median, and an expanded passenger drop-off area in front of the recently improved BART entrance. (Source: City of Oakland)



2. PROJECT LOCATION

2.1. Area Characteristics

GOUptownislocatedbetweenBroadwayonthewest,GrandAve.tothenorth,HarrisonStreetontheeast,and14thStreetonthesouth,withtheintersectionof20thStreetandBroadwayservingastheprojectcenter.Whiletheproject’sphysicalimprovementsarelimitedtothistwentyblockarea,itspositiveimpactsextendtoareasfarbeyondtheprojectborderwhichbenefitfromtheimprovedaccessthatGOUptownprovides.TheselocationsincludeDowntownOakland,LakeMerritt,andtheemergingBroadwayValdezneighborhood.Figure6presentsamapoftheprojectarea,highlightingnotonlythe19thSt/OaklandBARTstationand20thStreetCompleteStreetsproject,butseveralnearbyexistingorplannedmultimodaltransportationfacilities,developments,andmajoremployersdiscussedlaterinthisapplication.

GOUptownislocatedentirelywithinthe13thCongressionalDistrictintheCityofOakland.Oaklandishometoover406,000residentswithamedianhouseholdincomeof$51,600,comparedtotheSanFranciscoBayArea’smedianhouseholdincomeof$71,300.TheshareofOaklandresidentslivingbelowthepovertylineisalmosttwicethatexperiencedacrosstheregion(18.7percentvs.9.7percent).6TheunemploymentrateofCityresidentsin2015was5.5percent,2percenthigherthanitsneighbor(SanFrancisco)justacrosstheBay.Intheprojectarea,31percentofhome‐endusersofthe19thSt/OaklandBARTStationhaveanannualhouseholdincomeoflessthan$50,000,ascomparedto26percentthroughouttheBARTsystem.ManyoftheseusersrelyonBARTandtherelatedtransitsystemstogetaround;23percentofriderswhousethe19thStreet/OaklandStationastheirhome‐basestationliveinahouseholdwithoutaccesstoaprivatevehicle7.

Despitethelower‐incomeprofileofarearesidents,theUptownDistrictandnearbyneighborhoodsprovideseveralLaddersofOpportunityforeconomicallydisadvantagedpopulations.Inadditiontoartsandentertainment,Uptownisquicklybecomingacenterfortechnologyandsmallbusinessdevelopment,whiletheLakeMerrittBusinessDistrictishometoKaiserPermanenteandseveralotherlargeemployers(includingBARTitself).AsdiscussedinSection5.1.2EconomicCompetitiveness,increasingemploymentusesaroundEastBayBARTstationsnotonlycontributestotherevitalizationofsurroundingcommunitiesbuthelpsbalancetravelbytransitthroughtheregion,resultinginthemoreefficientuseofexistingsystemcapacity.TheimprovementsresultingfromGOUptown’s19thSt/OaklandBARTStationmodernizationwillfacilitatesafeandconvenienttravelthroughandaroundthestationforthegrowingnumberofcommutersexpectedtousethefacility,whilethe20thStreetCompleteStreetscomponentbetterconnectsthestationtocurrentandfuturejobsinthearea.

2.2. Project Location Transportation Connections

Atransithubitself,servingmorethan26,000passengerseveryday,the19thSt/OaklandBARTStationisanimportantconnectionpointtoseveralothertransportationservices.Asmentionedearlier,20thStreetisidentifiedasasignificantcorridorforbicyclingandwalking,andtheCityofOakland’sCompleteStreetsProjectwillreinforcethat.

6U.S.CensusBureau,AmericanCommunitySurvey(2006‐2010)7BART,2015StationProfileData,Available:http://www.bart.gov/about/reports/profile


San Francisco Bay Area Rapid Transit (BART) District/City of Oakland, California 7 Figure 6 Project Location (Source: BART / City of Oakland)



Inordertoprovideadditionalactivetransportationamenities,BARTandtheCityofOaklandpartneredlastyeartobuildthe19thStreetUptownBikeStation,whichprovidesfree,securebikeparkingdirectlyabovetheBARTstation.Thebikestationopenedin2015andisalreadyatcapacity,servingmorethan130peopleperday.ProvidingbetterbikeparkingatBARTstationsnotonlyprovidespassengerswithaffordablefirstandlastmileaccessoptions,butalsosupportsBART’seffortstoincreasecapacity,aspassengershavetheoptionofleavingtheirbikeparkedatthestationratherthanbringingitonboard.Simultaneously,astheBayAreabeginstolaunchthedensestper‐capitabikesharesystemintheUnitedStates,theCityofOaklandisinconversationswithUber,anewtenantintheSearsbuildingaboutsponsoringanexpandedbikesharestationforthe19thSt/Oaklandstation.Withtheimplementationofbikelanesaspartofthe20thStreetCompleteStreetsPlan,GOUptownwillresultintheprovisionofevengreateraccessbybicycliststotransit.TheCityofOaklandestimatesthebikelanesaddedbytheprojectwouldattractnearly2,500bicycletripsinthecorridor,1,350ofwhicharecommutetrips8.

Ontopofthe86percentofpassengerswhoreachthe19thSt/OaklandBARTbystationbywalkingorbiking,5percentofpassengersreachitbythedozentransitlinesthatstopatthestation,servingmorethan16,500passengerseveryweekday.Inaddition,theCityofOaklandoffersfreecirculatorservicebetweenBART,theSanFranciscoBayFerry,theAmtrakCapitolCorridor,andDowntownOakland.Serviceoperatesasfrequentlyasevery10minutesduringweekdaycommuteandlunchhours,andcarriedover720,000passengersin2014.

8CityofOaklandActiveTransportationGrantApplication.2015.



3. PROJECT PARTIES

ThefollowingintroduceseachofthekeyGOUptownprojectpartnersandsupporters.TherolesandresponsibilitiesofBARTandtheCityofOaklandindeliveringtheprojectarepresentedinSection5.2.2Partnership.

TheSanFranciscoBayAreaRapidTransit(BART)DistrictistheprojectsponsorandTIGERgrantapplicant.BARTisthefifth‐busiestheavyrailrapidtransitsystemintheUnitedStates,carryingmorethan430,000dailyriders.TheBARTsystemcomprises107milesoftrack,45stations,and669revenuevehiclestoprovideaccesstomanyoftheregion’skeydestinationsforwork,schoolandrecreationthroughouttheSanFranciscoBayArea.9BARThasacombinedannualcapitalandoperatingbudgetofover$1.5billion.

TheCityofOakland isaprojectpartner,andwillberesponsibleforimplementingthe20thStreetCompleteStreetscomponentofGOUptown.TheCityhasanannualoperatingbudgetofover$2.4billionforitsfiscalyear(FY)2015.

InadditiontoBARTandtheCityofOakland,whowillbetheleadpartnersfortheGOUptownproject,thefollowingagenciesaresignificantsupportersintheproject:

TheAlameda‐ContraCosta(AC)TransitDistrictisaprojectsupporter,andthethirdlargestpublicbussysteminCalifornia.Theagencyoperatesafleetof575busestoserve13citiesandadjacentunincorporatedareasinAlamedaandContraCostacounties.ACTransithasanoperatingbudgetofover$344millionforFY2015.

TheLakeMerritt/UptownDistrictAssociationisaprojectsupporter. TheAssociationisaBusinessImprovementDistrict(BID)whichsupportsa37‐blockareainthenorthernsectionofDowntownOakland.TheBIDprovidesspecialbenefitservicessuchasdistrictmaintenance,safetyandsecuritymanagement,aswellasmaintainingitsculturalcommunity.TheLakeMerritt/UptownDistrictAssociationwasformedin2009bypropertyownerswhosupportedavoluntarypropertytaxwhichwilldelivernon‐Cityprovidedservicestothecommunityoverthenext10years.BARTisamemberoftheAssociation.

Inaddition,theMetropolitanTransportationCommission(MTC),themetropolitanplanningorganizationfortheSanFranciscoBayAreaendorsedtheprojectasapriorityprojectforTIGER2016funding.

9BART,SystemFacts,Available:http://www.bart.gov/about/history/facts



4. GRANT FUNDS AND SOURCES/USES OF PROJECT FUNDS

4.1. Capital Sources of Funds

TheestimatedtotalcostofGOUptownis$28.7million.BARThascommitted$17.8millionofitsdedicatedStateofCaliforniaProposition1Brevenuestocover60percentofprojectcosts.Passedin2006,Proposition1Bhasgeneratednearly$20billionfortransportationcapitalandsafetyinvestmentsthroughouttheStateofCalifornia.BARThasreceived$209millioninProposition1Brevenuesdedicatedtostationmodernizationprojectsthroughoutthesystem.Thishasbeenusedtoimprovestationmaintenancethroughouttheregion,butisinsufficientforthekindofsignificantoverhaulthatBARTandtheCityofOaklandenvisionfor19thStreet/Oakland.EvidenceofBART’scapitalmatchcommitmenttoGOUptownisprovidedasAppendixIIItothisapplication.

TheCityofOaklandhasbeenallocated$4.6millionforthe20thStreetCompleteStreetsProjectbytheStateofCalifornia’sActiveTransportationProgram(ATP),whichtheyareusingastheirprojectmatchfortheTIGERgrant. 4.2. Capital Uses of Funds

TheavailableProposition1BandATPrevenuesallowBARTandtheCityofOaklandtofundmanyofthestateofgoodrepairinvestments,upgradelightingatthe19thSt/OaklandStation,andenhanceaccessatthestreetlevelinthestationvicinity.Itdoesnot,however,coverthecostsofthecompletesetofGOUptownimprovementsthatwillfullytransformtheBroadwayand20thStreetintersectionintotheGatewaytoUptownthatisenvisionedbybothBARTandtheCityofOakland.Specifically,fundingisnotavailabletoconstructtwonewADA‐compliantelevatorslinkingthestationconcoursewiththestreetlevel.FundinghasalsonotbeenidentifiedfortheimplementationoftheCityofOakland’sstreetlightLEDupgradesandpedestrianwayfindingprogramintheareasshownonFigure6.ExtensionoftheCityofOakland’swayfindingandlightingupgradestotheseblockswillstrengthentheconnectivitybetweentheBARTstationandthesurroundingcommunity,promotingsustainabletransportationinawalkable,safeurbanenvironment.Intotal,BARTisseeking$6.3millioninTIGER2016fundingtocompletetheGOUptownproject.

Table1summarizeseachprojectcomponent,itscost,anditsalignmentwithTIGERselectioncriteria.

Figure 7 Rendering of City of Oakland pedestrian wayfinding, which would be expanded east of Broadway as part of GO Uptown.



Table 1 GO Uptown Project Cost Estimate

Description Cost Estimate

TIGER Criteria

Stat

e of

Goo

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pair

Econ

omic

Co

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titiv

enes

s

Qua

lity

of L

ife

Envi

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l Su

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Safe

ty

Inno

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Partn

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ip

California Proposition 1B Funded Costs $ 17,769,802

Demolition $ 411,394 X

Refurbish flooring on concourse and platform levels $ 923,056 X X X

Repaint ceiling/track walls $ 2,198,879 X

Replace / Repair damaged tile $ 87,780 X

Bike stairway channels on entrances $ 230,846 X X X X

Consolidated bike parking in concourse at southern end $ 142,742 X X

Station Wayfinding+ PLUS $ 200,000 X X

New Recycling and Trash Receptacles $ 135,188 X X X Replace florescent lights with LED lights with selective switching and new lighting fixtures $ 5,257,050 X X X X X

Upgrade all fixtures to be water efficient $ 135,188 X X

Consolidated storage area for maintenance equipment $ 63,088 X

Replace paid-area railing within station $ 2,062,175 X X

Bench and passenger waiting upgrades $ 234,325 X

Stairway light boxes $ 360,500 X X X

Art reflecting the Uptown community $ 525,000 X X X

Expanded paid area with new fare gate array $ 1,760,592 X X

New station agent booth $ 1,442,000 X X

New fare gate arrays at new entrance to Sears/Capwell’s Building $ 1,600,000 X X

Caltrans ATP Funded Costs $ 4,583,000

20th Street Complete Streets Project $ 4,583,000 X X X X X X

TOTAL FUNDED $ 22,674,489

Proposed TIGER 2016 Funded Costs 2 New North End BART Elevators, including:

Street to concourse elevator (unpaid area) Concourse to platform elevator (paid area) Street modifications on Broadway New signage and wayfinding

$ 4,821,688 X X X X

Station Area LED Street Lighting $ 1,200,000 X X X X X

Station Area Pedestrian Wayfinding $ 300,000 X X X X X X

TOTAL TIGER REQUEST $ 6,321,688

TOTAL PROJECT COST $ 28,674,489



TherequestedTIGERfundingwouldfurtherleverageotherlocalinvestmentstoimprovethe19thSt/OaklandStationinjustthepastyear.Atacostof$2.2million,anewenclosuretothe20thStreetentranceofthestationprotectspatronsandtheescalatorfromtheweatherwhileprovidingstreet‐levelreal‐timeBARTsysteminformation.Thecanopywascompletedinearly2015.Alsoopenedin2015wastheCityofOakland’s19thStreetUptownBikeStation,locatedadjacenttothe19thSt/OaklandBARTStation,anddiscussedintheSection2.1ProjectLocationTransportationAmenitiesofthisapplication.Thisbikestationprovides130valetsupervisedbikeparkingspotsdirectlyabovethestationitself,andisfrequentlyatorovercapacity.BARTandtheCitysharethefacility’sannual$125,000operatingcosts.InMarch,2015,theCitycompletedimprovementstothe17thStreetalleythatconnectsBroadwaywithTelegraphAvenue,providingadirectpedestrianlinkfromTelegraphtothe19thSt/OaklandStation’smostsouthwesterlyentrance.Thealley,whichalsofeaturesanewartinstallationabovethestationportal,cost$1.8million.

4.3. Summary of Operating Sources and Uses of Funds

ImplementationofGOUptownisexpectedtoresultinoperatingandmaintenance(O&M)costsavingsforthe19thSt/OaklandStation.TheinstallationofnewLEDlightingisexpectedtosaveBARTapproximately$80,000inannualO&Mcostswheninstalledin2018.

5. SELECTION CRITERIA

5.1. Primary Selection Criteria

ThefollowingpresentsthebenefitsofGOUptownforeachoftheTIGERprogram’sprimaryselectioncriteria.Asthenarrativeshows,GOUptownistheuniquetransportationprojectthatsubstantivelyaddressesallTIGERcriteria,aswellasprovidesignificantLaddersofOpportunityfortransportationdisadvantagedpopulationslivingbothinandaroundUptownbutalso–throughthevastreachoftheBARTsystem–acrosstheentireregion.

5.1.1 State of Good Repair

GOUptownincludesanumberofimprovementstoupgradetheexisting19thSt/OaklandStation–oneofBART’soriginalandthereforeoldestpassengerfacilities‐throughthesystematicreplacementofagingcomponentsandinfrastructuretocreateasafeandpositivecustomerexperience.Theprojectincludesnotonlytherehabilitationorreplacementofinfrastructureaftermorethan40yearsofservice,buttheoptimizationofexistingstationcapacityandtheexpansionofstreet‐levelaccesstothestationconcoursetomeetfutureneeds.Finally,GOUptownfeaturesreinvestmentinhigh‐techandmoreefficientinfrastructure,includinglighting,faremachines,andpassengerinformationsystems.

Figure 8 The recently completed enclosure over 20th St entrance to the BART station in the morning rush hour, with the AC Transit Uptown Transit Center in the background. Currently no direct accessible connection exists between the BART Station and the Uptown Transit Center.



Specificstateofgoodrepairinvestments–asidentifiedonTable1ofthisapplication‐totalapproximately30percentoftheGOUptowncapitalcosts.Astheseassetswillbeatthebeginningoftheirusefullife,someminoroperationsandmaintenancecostreductionsarelikely.Morespecifically,theupgradingoflightingtomoreenergyefficientLEDtechnologiesisexpectedtosaveBARTapproximately$80,000peryearinstationenergycosts.

Station Modernization Program

Improvingthe19thSt/OaklandBARTStationispartoftheagency’slargerStationModernizationProgram,establishedtoprioritizetheinvestmentoflimitedcapitalresourcesintoitscorestations–andsurroundingcommunities‐ofgreatestneed.BART’sStationModernizationProgramhasestablishedthreeprimarygoalsforstationreinvestment,asillustratedinFigure9:

MakeTransitWork–thatis,toensurethattheBARTsystemissafe,reliable,andhasthecapacitytomeetcustomerandemployeeneeds.

ConnecttoCommunity–improvetheconnectivitytoandwithinBARTstationsandconnecttothecommunitybyrespondingtotheirpriorities.EnsurethatBARTinvestmentsalignwithregionalgoalsandfuturegrowth,andareequitable.

CreatePlace‐incorporatecommunityandcustomerinputintotheredesignofstationsand

howtheycontributetotheirlivability,safety,andvitality.

BART’sStationModernizationProgramaspirestoimprovethelook,feel,efficiency,andusabilityofBARTstationsforriders,aswellasenhancethesafetyandcomfortoftheworkenvironmentforBARTemployees.Figure10showshowtheUnionCityBARTStationwasimprovedafteritunderwentStationModernizationtreatment.Theprogramcombinesshort‐term“earlywins,”suchasreplacinglighting,fresheningpaint,repairwork,andscrubbingwallsandfloorswithmedium‐andlong‐termeffortsintendedtooptimizestationcapacity,improveenergyefficiency,andultimatelycreateamoredesirablepassengerexperience.

Asset Management

TheStationModernizationProgramwasdevelopedaspartofBART’soverallassetmanagementsolution.GivenBART’slimitedresources,theabilitytogatherdata,evaluateinformation,anddevelopthemostcosteffective

Make Transit Work

Connect to Community

Create Place

Figure 10 The recently completed improvements at the Union City BART Station highlights the goals of the Station Modernization Program. The project expanded access, improved the station environment, and facilitated multi-modal transfers, while upgrading the station appearance.

Figure 9 BART Station Modernization Program Goals



strategiesformaintenanceandcapitalreplacementisofincreasingimportancetotheagingBARTsystem.BART’sassetmanagementapproachutilizesabroadriskframeworktosystematicallyassessthelikelihoodofnear‐termfailureforeachassetandtheconsequentimpactontheBARTsystem,ratherthanmerelylookingattheasset’sageorcondition.Bydoingthis,theagencyisabletoprioritizeandallocatelimitedresourcestohighvalueinvestmentsinordertoachieveandmaintainastateofgoodrepair.Thisprocessappliestobothtrackandrailmaintenanceissuesandstationrepairs.BARTconsidersanumberoffactorswhendeterminingwhichcapitalprojectsareallocatedfunding,givenlimitedresources.Thesefactorsincludewhetheraprojectwill:

Maximizevalueforthemoneyspent;

Helpmanageandaddressrisk;

Closeanidentifiedneed;

Minimizelifecyclecost;

Yieldoperationalcostsavingsthroughincreasedefficiencyorreducedrisk;and

Alignwiththeagency’sstrategyforlong‐termfinancialsustainability.

Inallcases,projectsrelatedtoworkerandcustomersafetyreceivepriorityandimmediateattention.

Investment in State of Good Repair

BART’sFY2016capitalbudgetallocated$365millionforsystemreinvestment,afigurewhichclimbsto$584million–anincreaseof60percent–initspreliminaryFY2017budget.10ThisincreaseisattributedtoBART’semphasisonandprioritizationofseveralreinvestmentprojectsinoperationalareasofhighriskexposure(i.e.,trackcondition,tractionpowertransformersandsubstations,railtie/switchreplacement,waysideequipment,andexistingtraincontrolrehabilitation).BART’ssystemreinvestmentbudgetincludesimprovementsidentifiedthroughBART’sStationModernizationProgram,aswellasthereplacementofitsrailfleet,modernizationofitsobsoletetraincontrolsystem,andpassengerandworkersafetyrelatedprojects(e.g.,lifesafetysystems,accesscontrol,structurefailprotection,etc.).

5.1.2 Economic Competitiveness

GOUptownisagatewayforbotharearesidentsandcommutersfromthroughouttheregiontoaccesseconomicopportunities.TheseincludesignificantLaddersofOpportunityforeconomicallydisadvantagedpopulationsthatwillbenefitfromtheproposedTIGERinvestment,asdescribedbelow.

RegionalCompetitiveness

Asnotedintheintroduction,BARThasbeenafoundationoftheSanFrancisco

BayArea’sgrowthanddevelopment.The10BART,FY16PreliminaryBudgetMemo,Available:https://www.bart.gov/sites/default/files/docs/FY17percent20PBMpercent20Finalpercent20Revised.pdf

Figure 11 Bay Area Rapid Transit (Source: BART)



efficientmobilityprovidedbyBARTsupportstheBayAreaeconomy.Inadditiontotransportingover430,000passengersperdaytojobs,school,shopping,healthcare,andotherdestinations,BARThasservedakeyroleinguidingtheBayArea’sgrowthanddevelopment.Duringthe1980s,BARThelpedpreservethepreeminenceofdowntownSanFranciscoasaregionaleconomiccenterwhenthedowntownsofmajorcitiesinsimilarmetropolitanregionsexperiencedsignificantlossesinemployment.11In2012,UCBerkeleyandtheBayAreaEconomicCouncilreleasedthe“BARTStateofGoodRepairStudy,”whichestimatedaneteconomiclossofbetween$22and$33billiondollarstotheregionoverthenext30yearsifBARTisunabletomaintainitsreliableservice.ThestudyalsofoundthatBARTcontributesanumberofeconomicbenefitstotheregion,including:

Travelandvehicleownershipcostsavingsforriders; Reducedtrafficcongestion; Reducedbusinessoperatingcostsavingsassociatedwiththereliabilityeffectsofreduced

congestion;and Increasedbusinessproductivityduetoexpansioninaccesstolabormarkets.

GOUptownprovidesagatewaynotonlytotheUptownandLakeMerrittBusinessDistricts,butforarearesidentswhouseBARTtotraveltojobsacrosstheregion.Infact,in2013,380,000EastBayresidentscommutedoutofAlamedaandContraCostacountieseachday,whileonly187,000workerscommutedinfromSanFrancisco,SanMateo,andSantaClaracounties–adifferenceofalmost200,000commuters12.Approximatelyonethirdof19thSt/OaklandStationusersare“home‐based;”thatis,useBARTtotravelelsewhereintheregiononadailybasis.Withnopark‐and‐rideaccess,76percentofthesehome‐basedpassengerswalktothestationwhiletenpercentbicycletothestation,makingitthesecondhighestforbicyclemodeshareaccessintheentiresystem.Withdemandforbicyclefacilitiesincreasing,moreandmore,19thSt/OaklandBARTpassengerswillparticularlybenefitfromtheimprovedbicycleandpedestrianaccessprovidedbythe20thStreetCompleteStreetscomponentoftheGOUptownproject.

UptownEmployment

AnimportantobjectiveofBARTistoencourageamorebalanceddistributionofjobcentersacrosstheregionthatwillenablemoreefficientuseofinfrastructureandminimizecrowdingduringthecommutehourpeaks.Forexample,shiftingcommutesfrombetweenContraCostaCountyandSanFranciscotobetweenContraCostaCountyandAlamedaCounty–bothintheEastBay‐relievesthecapacity‐constrainedTransbayBARTtunnelfromendemiccrowding.ThepresenceofBARTinOaklandandelsewhereeastofthetunnel,coupledwiththeeffortsoflocalgovernmenttofocusnewdevelopmentandemploymentaroundBARTstations,helpstoachievethisregionaltransportation–andeconomic‐balance.EmployerproximitytoBARTalsoresultsinstrongcommercialrealestateopportunities.In2014,approximately30millionsquarefeetofofficespacewaslocatedwithin½mileofEastBayBARTstations,yieldinganestimated$80millioninadditionalrentrevenue13.

Therearecurrentlyapproximately70,000jobswithinaone‐halfmilewalkingdistanceofthe19thSt/OaklandStation.Theareaishometoseveralnotableemployers,including:

KaiserPermanentepurchasedthe1950Franklinbuildingin1985tohouseitsNorthernCaliforniaRegionadministrativedepartmentsandhasadditionalofficespaceintheKaiserCenterBuildingat300LakesideDrive.Approximately11,000employeesworkatitsLake

11UCBerkeley,AStateofGoodRepairforBART:RegionalImpactsStudy,Available:http://www.bayareaeconomy.org/media/files/pdf/BART_SGR_‐_Regional_Impacts_‐_Final_Report_May_2012.pdf12EastBayEconomicOutlook:2014‐2015.EastBayEconomicDevelopmentAlliance.201413BenefitsofBARTforOfficeandApartmentProperties(Draft).BART.April2015.



Merrittoffices.Aplannedexpansionincludesconstructionoftwonewofficetowers,retailspace,additionalparkingspaces,andreconfigurationofaroofgarden.Atfullbuildout,theprojectisexpectedtoresultinatotalnetincreaseofover3,200newemployees.14

PandoraRadiomovedinto2101WebsterStreetin2010,whichislocatedonlyafewblocksfromtheGOUptownprojectsite.Thereareapproximately800employeeslocatedattheheadquartersoffice.15

BayAreaRapidTransit’smainadministrativeofficeislocatedintheKaiserCenterbuilding.BARThas1,200employeesatthislocation.

TheStateofCaliforniaDepartmentofTransportation(Caltrans)District4headquartersislocatedwithinfourblocksofthe19thSt/OaklandBARTStation.CaltransDistrict4hasnearly3,300employeesinthisfacility

EmergingEmployment

TheMTCforecastsanincreaseof18,500jobsby2040intheareaadjacenttotheGOUptownprojectarea.SuchgrowthalignswithBART’sridershipforecastsforthe19thSt/Oaklandstation,underscoringtheneedforGOUptown’scapacityandotherstationimprovements,aswellas20thStreet’senhanced“last‐mile”connections.AsrentsriseinSanFrancisco,moreandmoreinnovatorsarelocatingintheEastBay–includingtheUptownneighborhood.Locatedthreeblocksfromthe19thSt/OaklandStation,PandoraRadioisthelargesttechcompanyinOakland.Uber,inpartnershipwithLanePartners,iscurrentlyrenovatingtheformerCapwell's/Searsbuilding,a400,000squarefootstructureatthecornerof20thStreetandBroadway,intoUptownStation(seeFigure12),atransformativemixeduseofficeandretailproject.Whencomplete,thebuilding’s

basementwillopenupdirectlyontothenorthconcourseofthe19thSt/OaklandBARTstation.PerhapsevenmoresignificantaretheemergingopportunitiesforsmallertechbusinessintheUptownDistrict.OaklandImpactHubisa16,000squarefootcollaborativeatBroadwayand23rdStreetwhosemissionistobuildan“entrepreneurialcommunityandco‐workingspacetocreatesolutionsforaworldthatworksforall.ImpactHubprovidesarangeofprogramstodevelopandsupportinnovating

14CityofOakland,KaiserCenterFinalEIR,Available:http://ec2‐54‐235‐79‐104.compute‐1.amazonaws.com/Government/o/PBN/DOWD009158.htm15SFGate,OfficeSpace:Pandoraperksincludefreegadgetvendingmachine,Available:http://www.sfgate.com/business/article/Office‐Space‐Pandora‐perks‐include‐free‐gadget‐5940432.php

Figure 12 Rendering of the renovated Sear’s/Capwell’s building that will be an expansion to Uber’s San Francisco headquarters, with AC Transit’s Uptown Transit Center located and the existing BART entrance located in the foreground. BART’s new proposed elevator would be located just to the south of the building entrance on Broadway.



businesses16.Nextdoor,theHivehousessmallbusinesses,retailspace,andrestaurantsinaconvertedindustrialwarehouse.17Thesetechincubatorsareattractinganewclassofinnovatorswhichcontributetoboththeeconomyandtheeclecticnatureofthearea,asdescribedingreaterdetailinSection5.3QualityofLife.GiventheexplosivegrowthOaklandisseeing,withrentpricesincreasing19percentbetween2014and2015,itseemslikelythatthenumberofresidentsandemployeesusingthe19thStreet/OaklandStationwillbeevenhigherthanexpected,emphasizingtheneedforactiontoimproveaccessibilityandensurethatthestationconnectsriderswiththesurroundingneighborhood..

JobTraining

AlthoughtheBayAreaisanationaleconomicdriver,itsownmiddleclassisshrinkingasmorejobsarebeingaddedatthebottomandverytopofthepayscales.TheRegionalEconomicProsperityStrategy‐fundedbyaUSDepartmentofHousingandUrbanDevelopment(HUD)EconomicResiliencyRegionalPlanningGrant‐foundthattheshareofBayAreaemployeesearningamiddlewage($18‐$30perhour)isdeclining,comprisingonly22percentofjobgrowthversus27percentoftotaljobsin2010.Inpartthisisbecausethemajorityofmiddleandupperwagejobsrequireworkerstohaveattainedabachelor'sdegree.Onekeystrategytoaddressthisdeclineistosupportindustriesandemployerswithahighershareof"middleskilljobs,"orjobsrequiringlongtermon‐the‐jobtrainingoreducationalprogramsthatprovidespecificskills.

BARTitselfisoneoftheemployersreadytosupporttheaugmentationofmiddleskilljobs.HalfofcurrentBARTjobsareskilledpositionsthatdonotrequireabachelor'sdegree,butrequiresomeleveloflongertermonthejobtrainingandinternaltrainingprogramsprovidedbyBART.Three‐quartersofBARTpositionsdonotrequireabachelor'sdegree,andyetpayabovethe$18/hourtarget.

InNovember2015,BARTlauncheditsTransitCareerLaddersTraining(TCLT)Programwiththesupportofa$750,000FederalTransitAdministrationLadderofOpportunityGrant.Inordertomeetthegrowingneedsofthetransitworkforce,thisprogramstrivestoimprovetrainingaccessfortraditionallyunder‐representedindividualsbydevelopingstreamlinedpathwaysintotransportationemploymentthroughpartnershipswithsuchagenciesaslocalWorkforceInvestmentBoards(WIB)andBayAreaCommunityColleges.Programgoalsinclude:(1)advertisementandpromotionoftransportationcareerstolowincomeareas,unemployedandunderemployedcommunities,minorities,veterans,andwomen;(2)supportandenhancementofexistingcollegetechnicaltrainingprogramswithtransitagencycollaboration;and(3)establishmentofanadditionalcareerpathwayforthetransitemploymentpipeline.Clearly,aninvestmentinBARTisaninvestmentinLaddersofOpportunity.

MonetizedEconomicBenefits

Finally,GOUptownincludesanumberofimprovementswhichareexpectedtoresultintimesavingsforBARTriderstravelingthroughthe19thSt/OaklandStation.Liketraveltime,timespentpriororsubsequenttoboardingthetrainisconsideredacosttousers,anditsvaluedependsonthedisutilitythatusersattributetotimespenttraveling.Areductioninstationusagetimethereforetranslatesintomoretimeavailableforwork,leisure,orotheractivities.

Time‐savingimprovementsoftheprojectincludeoptimizingthelayoutoftheconcourseandlowerplatforms,therebyenhancingpassengercirculationwithinthefacility,andfacilitatingfastermovementfromthetraintostreetlevel(andvice‐versa).CurrentprojectionsshowthattheGO

16http://oakland.impacthub.net/17http://hiveoakland.com/



Uptownwillsavepassengersacumulative5.3millionhoursoftraveltimebetween2019and2048(seetheBenefitCostAnalysisintheAppendixforthecompleteanalysis).

5.1.3 Quality of Life

TheimprovedtransportationaccessprovidedbyGOUptownisexpectedtoenhancetheeconomicgrowthofthearea–andregion.Butmorethanthat,theprojectseekstoimprovetheoverallqualityoflifeofarearesidents,andofvisitorsattractedtotheneighborhood’scharm.Specifically,GOUptownseekstoreflecttheenergyofthesurroundingcommunityandenhancethestation’sexistingstrengthsby:

IncorporatingartthatreflectsthecreativityoftheUptownDistrict; ExpandingtheCityofOaklandprogramstoenhancetheurbanenvironmentthrough

upgradedstreetlightingandpedestrianwayfinding; AttractingriderstostopandexploretheUptownNeighborhoodthroughthein‐station

Wayfinding+signage;and Providingresidentswithsaferandmoreconvenientwaystoaccessthestation,whetheron

foot,bybike,oronothertransitmodes.

UsinginvestmentsintransportationtoimprovethequalityoflifeofthecommunitiestheyserveisaguidingprincipleofUSDOT’sTIGERprogram.USDOT–alongwiththeHUDandtheUSEnvironmentalProtectionAgency–havefurtherjoinedforcesinaPartnershipforSustainableCommunities.ThePartnershiphasidentifiedsixprinciplesfor“Livability,”includingtheenhancementofeconomiccompetitiveness,whichisaddressedinSection5.1.2ofthisapplication.

Figure 13 First Friday Festival and Community Engagement around 19th St/Oakland BART Station (Source: Greg Linhares)



ThefollowingsummarizeshowGOUptownsupportstheattainmentofeachofthefiveotherLivabilitytenets.

ProvideMoreAffordableandConvenientTransportationChoices

AsdiscussedinSection2.1ProjectLocationTransportationAmenities,the19thSt/Oaklandstationplaysacriticalroleinprovidingtransportationoptionsandcreatingintermodalroutesforresidentsandemployeesthroughouttheregion.Inadditiontothecurrentamenitiesforpeoplebiking,walking,andtakingtransitthroughouttheregion,beginningin2017thestationwillalsoconnectwithACTransit’sfirstBusRapidTransit(BRT)line,whichwillprovideservicebetweenACTransit’sUptownTransitStationandtheCityofSanLeandro.Theserviceisexpectedtocarryapproximately27,000passengersperday,travellingatspeedsthatareupto28percentfasterthanlocalbusservice.AspartoftheGOUptownproject,BARThasbeencoordinatingwithACTransitonthelocationanddesignoftheproposedBRTstationtofacilitateintermodalconnectivity.Specifically,thenorthboundBRTplatformwouldbelocatedincloseproximitytothe19thSt/OaklandBARTStation’scentralentrance,whilethesouthboundBRTplatformwouldbelocatedadjacenttotheproposedlocationoftheelevatorthatwouldbeimplementedaspartoftheGOUptownprojectscope.

Theproposedelevatorswillalsoprovideanentirelynewconnectionbetweenthenorthendofthe19thSt/OaklandStationandtheUptownTransitCenter,aswellasallotherdestinationsonornorthof20thStreet.Today,disabledpassengersinneedofanelevatortotravelbetweentheconcourseandstreetmustboardanon‐ADAcompliantelevatorat18thStreetandthenwalknorth.Thenewelevatorwillpermitthosepassengersmoredirect–andweatherprotected–accessto20thStreet.

PromotionofEquitableAffordableHousing

AsOaklandbalancesitsneedforeconomicgrowthanddevelopmentwithitsresponsibilityandcommitmenttocurrentresidents,theCityisfocusingonmakingsurethattheeconomicgrowthclosetoandaroundthe19thStreet/OaklandStationisinclusiveanddoesnotcreatedisplacement.InMarch2016,MayorLibbySchaafannouncedaboldplantopromotehousingaffordabilitywithintheCitylaws.TheOaklandHousingActionPlanincludesmodificationstoexistingrenterprotectionprograms,identifiesfundingstreams(somenew,someold,andmanyrepurposed)toadd17,000unitsofaffordableandmarketratehousingoverthenexteightyears,andprotectcurrentaffordablestock.Thisplanwillrequiresignificantlegislativeandadministrativeaction,andtheCityisfinalizingitsworkplannowtoidentifynextstepsandpriorityactions.Theplanacknowledgestheimportanceofreducingadditionalcosts,suchastransportation,besideshousing.

BARTissupportingaffordablehousinginthe19thSt./Oaklandstationareaandregionallyinanumberofways.BARTpartneredwiththeCityofOaklandonapplyingforStateofCaliforniaAffordableHousingandSustainableCommunitiesgrantsatfourOaklandBARTstations,including19thSt./Oaklandoutofthestate'sinnovative“cap‐and‐trade”revenueplan.TheprogramprovidesfundingfromCalifornia’scap‐and‐traderevenueformatchedaffordablehousingand

Figure 14 Recently completed mixed income housing in Uptown (Source: Greg Linhares)



transportationprojectsthatdemonstrateareductioningreenhousegases.In2016,BARTalsoadoptedanewtransit‐orienteddevelopmentpolicythatrequiresthatallBARTjointdevelopmentprojectsthatincludehousingincludeaminimumof20percentofunitsthatareaffordabletolowandverylowincomeresidents.

CoordinationofPoliciesWhichLeverageInvestments

GOUptownisitselfanexampleofatransportationinvestmentwhichhasbenefitedfromthecoordinationofBARTandCityofOaklandpoliciestoachieveanoutcomewhichisgreaterthanthesumofitsparts.AsdiscussedinSection5.1.1StateofGoodRepair,BART’sStationModernizationProgramseekstoinvestinstationimprovementprojectswhicha)MakeTransitWork;b)ConnectCommunity;andc)CreatePlace.WorkingcloselywiththeCityofOaklandandotherstakeholders,BART’splanningandcurrentdesigneffortsdrawupontheseprinciples,incorporateexistingCityplanstoimproveinfrastructure,andoptimizemobilityandaccesswhiletransformingatransithubintoaneighborhoodcenter.

SupportExistingCommunities

Improvingaccess,safety,andconveniencesupportscurrentresidentsandemployeeswhorelyontheBARTstationtogoabouttheirdailylives.Thestationimprovements,particularlytheadditionof the elevators to improve access for peoplewith disabilities, heavy loads, or strollers, and theincreasedbikeparkingwillmakeiteasierforpeopletoenterandmovethroughoutthestation.TheComplete Streets improvements in the surrounding area improve the neighborhood for currentresidentsandhelpmaketheirneighborhoodasaferplaceinwhichtolive,work,andplay.

TheValueofCommunitiesandNeighborhoods

Uptown is changing. In addition to several thousand units of new housing in the developmentpipeline,morethan100newrestaurants,bars,andentertainmentvenueshaveopenedinthearea.Asrentsrise,newemployersenter,andthelivelinessandeconomicdevelopmentgrow,theUptownneighborhood is working to balance growth with their cultural legacy as a center for creativechangeandsocialinclusiveness.Locatedoneblocknorthofthe19thSt/OaklandStation,theKaporCenter for Social Impact creates and funds creative strategies which leverage informationtechnology for positive social impact. The foundation works extensively with underrepresentedcommunities, focusing on income and education gap‐closing endeavors. The Kapor Center is avalued neighbor to area residents, and shares BART’s and the City of Oakland’s values forsupportingLaddersofOpportunity fordisadvantagedpopulations.Figure13 is anexampleof thetypeofcommunityeventsthathavesprungupincloseproximitytotheBARTstationasaresultofcommunity engagement. Apart from strengthening Uptown’s identity as a creative and diversecommunity,GOUptownsupportsbroadersocialgoalsforimprovingthehealthandwell‐beingofitspeople.GOUptownseekstoenhancetheUptownandLakeMerrittBusinessDistrictsbyfacilitatinghealthy, safe, and walkable neighborhoods. The project – particularly its Complete Streetscomponent‐isexpectedtoimprovepublichealthbyremovingsignificantbarrierstowalkingandbiking and by encouraging new trips to be made in an “active transportation” mode, therebyreducingautopollutantsandincreasingphysicalactivityinthearea.

5.1.4 Environmental Sustainability

GOUptown demonstrates BART’s commitment to environmental sustainability by incorporatingsustainablematerials and technologieswhich increase the lifecycle value of the 19th St/Oakland



BARTStation’sinfrastructure,conservesnaturalresources,andprotectsthereliabilityofthepublicinvestment.

Thefollowingsustainabledesignstrategiesareincludedintheproject:

LEDlightingfixtures,lighttimers,daylightsensors. Recyclingreceptacles. Materialsandsitefurnishingsmadefromrecycledproducts. Waterefficienttaps,urinals,andtoiletflushingsystemsinrestroomsandjanitorareas.The

replacementofconventionalplumbingfixtureswithmodern,low‐flowdesignscouldachievewatersavingsofupto60percent.18

TwostationsintheBARTsystem–the16thSt/Missionand24thSt/Missionstations‐wererecentlyre‐lamped to demonstrate new lighting configuration levels that would save energy while stillmaintaining or enhancing comfort and safety. The re‐lamping resulted in an energy reduction ofover1.5millionkWh/yearforthetwostations,whichtranslatestoasavingsofnearly$150,000peryear.The19thSt/OaklandStationisanticipatedtorealizesimilarsavingsasaresultoftheplannedLEDupgradesatallstationentrances.

Theproject also recognizes the opportunity for theCity ofOakland to implement strategies thatencouragesustainabletripsonBARTinpreferencetoprivatevehicletripsbyresidents,employees,and visitors. By increasingmultimodal access to and from the station and improving transit andbicycle/pedestrian facilities,BART isencouragingreducedautomobiledependency,whichresultsin the reduction of VMT and GHG emissions. According to the City of Oakland, the 20th StreetComplete Street project is expected to result in nearly five times the number of bicycle tripsexperiencedtoday,and2.5timesthenumberoftripsforecastin2020absenttheimplementationofnewbikelanesandothercorridorimprovements19.

5.1.5 Safety

PersonalSecurity

In2013,36crimeswerereportedatthe19thSt/OaklandStation.OneofthemajorgoalsofBART’sStationModernizationProgramistoimplementimprovementswhichmayincreasevisibility,suchasbyimprovinglighting,openingupobscuredsightlines,andremovingbarrierswithinthestation.IncreasingvisibilitypermitsstationagentsandBARTpolicetoobservemoreareasofthestationandallowspatronstofeelmoresecure.

Withover10,000additionalentriesatthe19thSt/OaklandBARTStationprojectedby2040,GOUptownwillmitigateacorrespondingincreaseincirculationincidents.Withoutcapacityimprovements,areasofcrowdingonthelowerplatformareexpectedtoworsen,makingitdifficultforcustomerstomovealongtheplatformoncetheyreachthebottomofthestairsandescalators.TheGOUptownprojectfeaturestwonewelevatorsatthenorthernendofthestation(themostheavilytraffickedaccesspointofthestation)toincreaseverticalcirculationbetweenthestreetandconcourselevelsasridershipcontinuestogrow.Additionalverticalcirculationalsoencouragespassengerstospreadoutalongtheplatformratherthanconcentratinginthecenter,whicheasescrowdingonboththeplatformaswellaswithinthetrains.

DisasterPreparedness18BART,19thSt/OaklandBARTStationModernizationProgramConceptualDesignPlan,Available:http://www.bart.gov/sites/default/files/docs/FINALpercent2019thpercent20Streetpercent20Conceptualpercent20Designpercent20Planpercent2020141031.pdf19CityofOaklandActiveTransportationGrantApplication.2015.



InthecaseofanemergencythatrequirestheclosureoftheTransbaytunnel,the19thSt/OaklandStationservesasthepointofdepartureforBARTpassengerstoaccessACTransit’sTransbayBusBridge.Insuchcircumstances,significantvolumesofpassengersareoff‐loadedatthetrain‐levelplatformwhomustthenexitnorthendstationportalstoaccessACTransit’spulseexpressserviceoutoftheUptownTransitCenter.ThereallocatedconcoursespaceandrelocatedadditionalfaregatesmadepossiblebyGOUptownwillsignificantlyeasethecrowdingassociatedwiththispotentialevent.

TransportationSafety

GoUptown’sCompleteStreetscomponentwillhavesignificantsafetyimpactsforpeoplewalkingandbikingaroundthe19thStreet/OaklandStation.Theproposed20thStreetredesigninvolvesaroaddietwhichreducesthecurrentcross‐sectionfromfourtosixtravellanestotwotravellanes,newbufferedbikelanes,awidenedsidewalk,andalandscapedmedian.Currentsidewalkwidthsvarybetweenfourand11feetalongbothsidesof20thStreet;thisprojectwoulddoublethewidthstobetweeneightand20feet.Thiswouldexpandpedestrianspacealongthecongestednorthsideofthestreet,whichservesasoneoftheprimarypedestrianroutestobusinessesfromthe19thSt/OaklandStation.Onanearlydailybasisthereisalsosubstantialcrowdingoutsideofthestationduringthepeakmorningcommute.Thesurgesinpedestrianflowexitingthestationcanconflictwithanarrayofactivitiestakingplaceatthestationentrance,includethearrivalofpassengersenteringthestation,bicyclistsparkingandlockingtheirbikesorenteringthestation,passengersbeingdroppedoffandpickedup,andpassengerswaitingtobepickedupbyACTransitoremployershuttles.GOUptown’s20thStreetCompleteStreetsimprovementswilladdressthecirculationissuesbynearlydoublingthewidthofthesidewalkinthevicinityofthe19thSt/OaklandBARTStation,as

Figure 15 Illustrative Plan of Lake Merritt Urban Greenway complete streets improvements (Source: City of Oakland)



wellasprovidemorepedestrianlevellighting.Thebufferedbikelaneson20thStreetwillimprovesafetyforpeoplebikingtotheBARTstationandthroughdowntownOakland,aswellasthoseattemptingtoreachthe19thStreetBikeParkingstation.

5.2. Secondary Criteria

5.2.1 Innovation

TheLEDre‐lampingofthe19thStreet/OaklandStationwillbebaseduponBART’srecentlyupdatedfacilitystandards,whichincludestheutilizationoflightingtechnologies,suchasselectiveswitching,whicharegearedtowardstheefficientuseofenergyandoptimizingthepatron’senvironment.TheWayfinding+elementoftheGOUptownprojectisalsoaninnovativemethodofusingartisticdesignelementsthathelppatronstonavigatetowardstheirfinaldestination.AgoaloftheWayfinding+programistofacilitatepassengermovementwithinandoutsidestations,therebyreducingpassengercongestionwithinhigh‐useareasofthestation.

Besidesapplyinginnovativeengineeringprinciples,theGOUptownprojectalsobringsnewculturalvaluesintothetransitsystemitself.TheinclusionofartatstationsalignswiththeUptownDistrict’sculturalrenaissance.Therearemanyopportunitiestoincorporateandintegrateartandplacemakingwithinthestation.ManyregionalridersandvisitorsmaypassthroughthestationwithlittleknowledgeoftheUptownneighborhood’svibrancyandattractions.Integratingartattheplatformlevelthatcanbeseenfrompassengersonthetrainpresentsaninnovativeopportunitytointroduceriderstothearea’svitalityandinvitethemtovisittheneighborhoods.Artcanalsobeusedtoattractcustomerstounderutilizedareasofthestationandencourageefficientuseoftheplatforms.Thereisalsotheopportunitytoincorporateartandplacemakingintotheredesignoffunctionalcomponentsofthestation,suchaslighting,bikeracks,andpaidareabarriers.

GOUptown will reinforce the neighborhood’s unique arts character. BART is in the process ofcreating an Arts in Transit Policy intended to enrich the rider experience, strengthen identity,connect to communities, and support a distinctive sense of place at stations and beyond. Byincludingartasa tool in theserviceofaccomplishingBART’soverallmissionandstrategicgoals,BARTwill advance its reputation as a 21st centurytransit system. Modernization of the 19thSt/Oakland Station reflects these objectives, andwill serve as apilot for introducingBART’sArts inTransit Policy for replication across the entiresystem.

5.2.2 Partnership

BART’sStationModernizationProgramincludesagoaltoprotectthepublic’sinvestmentinrailtransitthroughstrategicpartnershipsandtheleveragingofoutsidefundingtomatchitsowninvestments.TheStationModernizationDesignConceptPlanforthe19thSt/OaklandBARTStationwasdevelopedinclosecoordinationwiththeCityofOakland,theLakeMerritt/UptownDistrictAssociation,andlocalbusinessandcommunitystakeholders.Stakeholdersprovidedinputinidentifyingexistingconditionsandneeds,discussedandvetted

Figure 16 Neighborhood street life in Uptown



proposedimprovements,andhelpedprioritizetherecommendedimprovements.Thecoordinationre‐enforcedsharedgoalsandhelpedtostrengthentheproposedimprovements.

TheCitycoordinatedwiththesamepartnershipinthedevelopmentofits20thStreetCompleteStreetsPlan.BARTandtheCityhavealsopartneredtodesignanddeliverthe19thStreetUptownBikeStation(discussedinsection2.1),aswellasthe17thStreetalleyandartinstallationadjacenttothesouthern‐most19thSt/OaklandBARTStationportal.

6. BCA RESULTS

Abenefit‐costanalysis(BCA)wasconductedfortheGOUptownprojectasarequirementofthediscretionarygrantapplicationfortheTIGER2016program.TheanalysiswasconductedinaccordancewithUSDOT’sbenefit‐costmethodology.ThedetailedBCAisprovidedasAppendixItothisapplication.

Inreal2015dollars,theprojectcreates$29.6millioninpresentvaluebenefitswhendiscountedat7percentor$59.4millionwhendiscountedat3percent.Themajorbenefitcategoriesare:passengertimesavingsforstationuserstravelingwithinthestation,reductionincriminalactivitiesandincidencesduetoenhancedsecuritymeasures,O&Msavingsintheareasoflightingandwastemanagement,andeliminationoffareevasion.TheoverallprojectbenefitmatrixcanbeseeninError!Referencesourcenotfound.2.Theappendixliststhedetailedbenefitsandcostsbyyear.

Table 2 GO Uptown Impact and Benefits Matrix (Source: Parsons Brinckerhoff, 2016)

Current Status/Baseline & Problem to be

Addressed

Change to Baseline/

Alternatives

Type of Impact

Population Affected by

Impact

Economic Benefit

Summary of Results

(at 7% discount

rate)

Summary of Results

(at 3% discount

rate)

Congestion across the station

In-station infrastructure improvements

Improved pedestrian flows and decrease in navigation time

BART Riders Passenger time savings

$24.2 million savings


In-station crime Improved security features

Reduction in criminal incidences

BART Riders, Staff, and Wider Study Region

Improved safety



Costs related to outdated station lighting and waste management

LED lighting and more efficient waste management collection

Reduction in O&M costs

BART and Wider Study Region

O&M Cost Savings



Loss of revenue due to fare evasion

Decrease in fare evasion

Increase in fare collection

BART and Wider Study Region

Fare Revenues





7. PROJECT READINESS

7.1. Technical Feasibility

BARThasplanned,designed,builtandoperatesonadailybasisover105milesofHeavyRailTransit.Ithasexperienceintheplanningandimplementationofcapitalprojectsofthemostcomplexnature.Mostrecently,BARThassubstantiallycompletedits$900millionWarmSpringsExtensionproject,whichisscheduledtoopenforrevenueserviceinthesummerof2016.TheWarmSpringsExtensionwilladd5.4milesofnewheavyrailtransitfromtheexistingFremontstationsouthtoanewstationintheWarmSpringsDistrictoftheCityofFremont.ThecomplexprojectalignmentcrossesoverWalnutAvenue;underStevensonBoulevard,FremontCentralParkandtheUnionPacificRailroadtrackinasubway;overPaseoPadreParkway;underWashingtonBoulevard;underAutoMallParkway;andoverSouthGrimmerBoulevard.Systemwide,BART’sFY2016capitalbudgetexceeds$664.7million.

BART’sStationModernizationProgramhasalreadyresultedintheimplementationofstateofgoodrepairimprovementstotheAshby,PleasantHill,andUnionCitystations.BARThasestablishedastationmodernizationteamthatfeaturesexperiencedplannersanddesignerswhosesolefocusistherehabilitationandimprovementofitsstations.CurrentprojectsincludeimprovementstoBART’sPowellStreetstationinDowntownSanFrancisco,andtheinitiationofaCapacityImplementationPlanfortheEmbarcaderoandMontgomeryStreetstations,thesystem’stwobusiestpassengerfacilities.

BARTmanagesapproximately$140millioninFederalTransitAdministrationfundingeachyear,andisagranteeingoodstanding.IfselectedforanawardofTIGERfunds,BARTwillleadtheFederalenvironmentalreviewoftheGOUptownproject,administertheTIGERgrant,andwillimplementthe19thSt/OaklandStationimprovements.BARTwillpassthrough$1.5milliontotheCityofOaklandtoimplementthestationareaLEDstreetlightingandpedestrianwayfinding,andwillensurerigorousoversightof–andultimateresponsibilityfor‐theappropriateuseofUSDOTdiscretionaryfunding.

7.2. Financial Feasibility

TheGOUptownprojectcostestimateispresentedinSection4.2CapitalUsesofFunds.Theprojectcostreflectsa35percentlevelofdesignandcarriesappropriatecontingenciesatthisstageofprojectdevelopment.TheestimatesareprobableconstructioncostsbasedoncurrentmarketconditionsasofMarch2016andpreviousBARTexperience.Theestimateassumesapproximatelyfourresponsibleandresponsivebidsunderacompetitivebiddingenvironmentforafixedpricelumpsumcontract.Allowanceshavebeenusedforitemswhicharerequiredbutcurrentlynotdefined.

Figure 17 BART Construction



BARTisinexcellentfinancialcondition,buthascapitalneedsfarinexcessofavailableresources.Asnoted,BART’sFY2016capitalbudgetis$664.7million.TheCityofOakland,whileithasfacedfinancialdifficultiesinthepast,understandsthattransportationistrulyaneconomicinvestmentandhasadditionalresourcessincethepassageofMeasureBBinthefallof2015.Inatighteconomicclimate,BARTandtheCityofOaklandarepartneringinordertoleverageexpertiseandreduceoverheadcoststodelivertheGOUptownprojectswiftlyandefficiently.

7.3. Project Schedule

Figure18providestheoverallGOUptownprojectschedule,highlightingboththe19thSt/OaklandStationand20thStreetCompleteStreetsimprovements.ObligationofaTIGER2016grantisanticipatedbyJuly2017.Havingalreadyaccomplished35percentdesignonthestation,BARTisconfidentthatitcancompletefinaldesignbytheendof2016,andthatconstructioncancommenceupongrantobligation.Althoughearlierindesign,theCityofOaklandiscommittedtoacceleratingprojectdevelopment.IfawardedaTIGERgrant,theCitybelievesthatitcanbeginconstructionofthe20thStreetCompleteStreetscomponentbymid‐2018,withcompletionbyMarch2020.

7.4. Required Approvals

GiventheenvironmentinwhichGOUptownwillbeimplemented–withinandbelow(butwithinalreadyconstructedinfrastructure)theexistingtransportationright‐ofway–itisexpectedthataDocumentedCategoricalExclusion(DCE)istheappropriateClassofActionforcompliancewiththeNationalEnvironmentalPolicyAct(NEPA)of1969.BARThassufficientstaffandconsultantresourcesundercontracttoperformtheNEPAanalysis,whichwouldbeginnolaterthan30daysafterbeingselectedbyUSDOTforaTIGERgrantaward.AsignedDCEwouldbeexpectedbySummer2018.

TheprojectisidentifiedinPlanBayArea,MTC’sfinanciallyconstrainedlongrangetransportationplan.MTChasendorsedtheprojectasastrongcandidateforTIGERfunding.ShouldGOUptownbeselectedforawardofaTIGER2016grant,theMTCwilltakeactiontoplaceitinitsTransportationImprovementProgram(TIP)assoonaspracticable.

2016 2017 2018 2019 2020

2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q

GO UptownNEPA (Documented Categorical Exclusion)TIGER Grant Obligation

19th St/Oakland Station

Final Design

Construction

20th Street Complete Street

Preliminary EngineeringFinal Design

Construction

Project Completion

Figure 18 GO Uptown Project Schedule



Proposition1BfundsallocatedtoBARTrequirenofurtherapprovalforuse.

8. FEDERAL WAGE RATE CERTIFICATION

go uptown gateway to oakland uptown - bart.gov...apr 28, 2016 · go uptown would install two new,...

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