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HomeMy WebLinkAbout2019-10-02 e-packet@6:00Wednesday, October 2, 2019 6:00 PM City of South San Francisco P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA Rotary Terrace 310 Miller Avenue, South San Francisco, CA Special City Council Special Meeting Agenda October 2, 2019Special City Council Special Meeting Agenda NOTICE IS HEREBY GIVEN, pursuant to Section 54956 of the Government Code of the State of California, the City Council of the City of South San Francisco will hold a Special Meeting on Wednesday, October 2, 2019, at 6:00 p.m., at Rotary Terrace, 310 Miller Avenue, South San Francisco, California. Purpose of the meeting: Call to Order. Roll Call. Agenda Review. Information Session: Report Regarding a Study Session on a Summer Jobs for Youth Pilot Program (Leah Lockhart, Human Resources Director) 1. Report regarding the formation of an Industrial Area Community Facilities District (IA-CFD). (Mike Futrell, City Manager) 2. Public Comments - comments are limited to items on the Special Meeting Agenda. Adjournment. Page 2 City of South San Francisco Printed on 12/26/2019 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:19-802 Agenda Date:10/2/2019 Version:1 Item #:1. Report Regarding a Study Session on a Summer Jobs for Youth Pilot Program (Leah Lockhart,Human Resources Director) RECOMMENDATION Staff recommends that City Council receive information presented regarding a summer jobs for youth pilot program and provide input and direction on pursuing this initiative. BACKGROUND/DISCUSSION Earlier this year, the Community Collaboration for Children’s Success (CCCS), a multi-agency collaborative facilitated by San Mateo County Heath, provided the City with a five-year Neighborhood Action Plan outlining recommendations for improving outcomes for children and youth. South San Francisco was identified by CCCS as one of four San Mateo County neighborhoods with high youth need, based on indicators such as the geographic concentration of youth in high-intensity County systems such as Juvenile Probation and Behavioral Health and Recovery Services. Between May and December, 2018, CCCS met with a broad group of community members and stakeholders to identify key issues that presented barriers to youth success. Among the top issues identified for South San Francisco youth were a lack of opportunities to build knowledge and skills necessary to obtain living wage, and lack of connection with supportive adults - often due to parents or caregivers working multiple jobs. To address the needs identified by the Neighborhood Action Plan, City staff explored the possibility of implementing youth summer jobs program. Some of the specific recommended strategies outlined in the Neighborhood Action Plan include expanding summer enrichment strategies for lower-income youth and expanding living wage job opportunities for both at-risk parents and youth. Like many communities in Silicon Valley, South San Francisco has experienced strong job growth in recent years, particularly in the technology sector. However, an “opportunity divide” persists among many youth in the community who have little or no exposure or access to these types of careers. To assist in bridging that gap, a summer jobs program would allow youth to work and earn a wage over the summer while receiving work-readiness and professional development training. In addition, participants would receive mentorship and develop connections with career professionals among participating area employers. Review of Model Programs Several model programs exist in major metropolitan areas throughout the country, including the New York City Summer Youth Employment Program, City of Memphis MPLOY program, and the Los Angeles County Summer Youth Job Program. These successful programs allow youth to earn wages, build meaningful connections with professional adults, and explore career possibilities. Typically, the program is structured as City or County-sponsored employment opportunity, wherein youth are hired and paid directly by the agency, then matched with area employers for summer work experience. Participants earn at least minimum wage, either partially or fully subsidized by the sponsoring agency, with the understanding that the employer will participate in a meaningful way by providing mentorship and opportunities for skill development. These programs also provide an orientation and ongoing training sessions for youth to develop critical professional City of South San Francisco Printed on 9/30/2019Page 1 of 3 powered by Legistar™ File #:19-802 Agenda Date:10/2/2019 Version:1 Item #:1. and work-readiness skills. Development topics typically include practical skills as such as career planning, resume writing and interviewing, and financial literacy, as well as “soft skills” such as time management, leadership, and communication. Among programs that have been rigorously studied, measurable outcomes have included a reduction in violent or high-risk behavior, improvements in school attendance and academic performance, and reduced probability of incarceration. Pilot Program Concept A pilot program in South San Francisco would be modeled on some of the successful programs, on a smaller scale relative to the size of our community. Staff conducted outreach with the Silicon Valley Talent Partnership (SVTP), the San Francisco Unified School District, and local employers to assess support and explore potential partnerships to create a pilot summer jobs program. A conceptual framework for a program was developed, which would be further refined and implemented by the City in collaboration with the Silicon Valley Talent Partnership. The pilot program would include approximately 20 youth participants, who would apply for the program either directly through the City or with the assistance of the school district and/or other community organizations. Area employers would participate by providing a seven-week work opportunity for participants (approximately 25 hours per week). Employers would pay a flat contribution of $1,500 per participant, which would cover approximately 50% of the wages for youth participants. The remaining 50% of wages would be covered by the City, and the City would directly employ the participants. The City would conduct an orientation for employers, as well as an orientation for participants, and facilitate a process for matching participants with employers. The program would also include weekly skill development seminars hosted by the City for participants to continue to build their work readiness and integrate their learnings from their work experience. Seminars could be led by a combination of City staff and volunteers, and may include partnerships with community organizations involved in youth development. While participation criteria would need to be further refined, at a minimum, participation would be limited to students living in South San Francisco who are enrolled in school, and who are able to commit to the entire length of the program. Program Development With input from City Council, City staff would retain a consultant program manager to lead the implementation of the program with the assistance of the Silicon Valley Talent Partnership, who would recruit executive leaders from the area willing to contribute 3-5 hours per week to the project. The team of SVTP volunteers would be tasked with meeting with stakeholders to further refine the scope and specific elements of the program, including participant and employer criteria, the role of various stakeholders, and strategies to address logistical challenges and potential barriers to participation. The team will also develop performance measures and tracking systems to evaluate the impact of the program on youth outcomes. Should Council direct staff to move forward with program development, the volunteer team and City staff will provide a full program overview no later than February, 2020 for implementation in summer, 2020. In order to kick off the program in June, participant and employer recruitment would begin in early March. Program Staffing and Funding Staff developed a proposed budget and staffing model outlining the necessary resources in order to lead a successful pilot program, further detailed in Attachment 1. The estimated one-year budget of $200,000 includes staffing, supplies and services, as well as costs related to subsidizing youth wages. For staffing, the City would hire a consultant program manager to lead the implementation and management of the program, recruit potential participating employers, conduct work site visits and develop employer agreements. The program manager would also plan and execute the participant application and selection process, and assist with the development of a training curriculum. Staffing would also include a part-time Human Resources Analyst to assist with coordinating all aspects of the program, and facilitating all onboarding and employment processes. City of South San Francisco Printed on 9/30/2019Page 2 of 3 powered by Legistar™ File #:19-802 Agenda Date:10/2/2019 Version:1 Item #:1. These staff would also serve as liaisons for employers and youth to assist with any needs or issues that arise throughout the summer. To assist with program funding, staff will submit applications for San Mateo County Measure K District funds (Districts 1 and 5), and it is anticipated that each district would reimburse $50,000 annually (total of $100,000 for each year of the pilot) for successful program implementation in the first and second years or the program. The City’s contribution to the program would $100,000 per year from the City’s General Fund. Should Council direct staff to proceed with program development, staff will submit a budget amendment for appropriation of funds to Council for consideration. Following a successful pilot, should the City seek to continue the program, staff will research Federal and State grant opportunities for future program years. FISCAL IMPACT There is no immediate fiscal impact related to this report.However,should Council direct staff move forward with a pilot program,the estimated cost would be $200,000 annually,of which it is anticipated that $100,000 may be reimbursed each year by Measure K district funds. RELATIONSHIP TO STRATEGIC PLAN The exploration of a summer jobs for youth program is included in the 2019-2020 strategic plan under the strategic priority of Workforce Development. CONCLUSION A summer job program for South San Francisco youth has a high potential of achieving results by addressing critical youth needs as identified by the Community Collaboration for Children’s Success.While program development and implementation would involve a high initial investment,with the support and involvement of the Silicon Valley Talent Partnership,the County of San Mateo,employers and other stakeholders,the City is well-positioned to launch a pilot program as early as summer, 2020. City of South San Francisco Printed on 9/30/2019Page 3 of 3 powered by Legistar™ Attachment 1 Summer Jobs for Youth Pilot Program Proposed Budget STAFFING No. Est. Hourly Rate Total Hours Total Cost Program Manager (Nov - August) 1 $160 780 $124,800 P/T Human Resources Analyst (April - August)1 $47 450 $21,150 Silicon Valley Talent Partnership Volunteers $0 Staffing Subtotal $145,950 SUPPLIES & SERVICES Total Cost Advertising/Promotion $2,000 Session Meals/Refreshments $4,000 Session supplies, materials $4,000 Misc. speaker costs, volunteer gifts $2,500 Supplies & Services Subtotal $12,500 Program Management Total $158,450 EMPLOYMENT COSTS No. Est. Hourly Rate Total Hours Total Cost Participants 20 $15.00 210 $63,000 Employer contribution 20 $1,500 (flat rate)($30,000) Insurance/Misc. Employment Costs $7,560 Net City Employment Cost $40,560 TOTAL PROGRAM COST $199,010 Pro Bono SSF Jobs for Youth Pilot Program City Council Study Session October 2, 2019 Background Community Collaboration for Children’s Success Initiative to identify and address barriers to youth success in San Mateo County SSF one of four neighborhoods identified as having both a high level of youth need and high readiness for community engagement. Outreach conducted with youth and families as well as community stakeholder groups Five-year Neighborhood Action Plan for South San Francisco completed in December, 2018 Strategies for South San Francisco Neighborhood Action Plan 2019 - 2024 Expand affordable (or free) after school, weekend, and summer enrichment opportunities for lower-income children and youth. Expand living wage job opportunities for identified at-risk parents/caregivers and youth. Summer Jobs For Youth Benefits: Youth with little or no work experience have the opportunity to: Strengthen connections to the work world and learn about careers Develop supportive relationships with working adults Learn and practice skills needed to succeed in a work environment Earn wages over the summer Summer Jobs for Youth Outcomes Review of outcomes in New York and other major cities*: Reduction in violent/high-risk behaviors Improved in school attendance and academic performance Reduced probability of incarceration and mortality Increase in job skills and career readiness *Brookings Metropolitan Policy Program, July 2016 Student Testimonial Summer Jobs for Youth Program Overview Participants must be SSF residents and able to commit to the entire program (mid-June to mid-August) Participants employed directly by the City and matched with employers for a 6-7 week work assignment (35 hours per week) Wages are partially subsidized by the City (employer pays a fee to cover their share) City provides orientation to participations and weekly work readiness and “soft skills” training (5 hours per week) Employers attend an orientation and commit to providing mentorship and opportunities for skill development YouthCounty of San Mateo City of South San Francisco SSF Employers Silicon Valley Talent Partnership SSF Unified School District Coordination of program resources Potential Funding Summer work Opportunities for skill development Mentorship Project Leadership Program Management Employment Services Gather Stakeholder Input Refine Program Scope Performance Measures Assist w/Project Plan Student outreach and referrals Advise on student needs Motivation Commitment to Attend Willingness to Work Summer Jobs for Youth Program Roles Summer Jobs for Youth Program Timeline October November December January February MarchApril May June July August September PLAN •Hire program manager •SVTP Volunteer recruitment •Stakeholder outreach •Identify/confirm resources IMPLEMENT •Participant Applications •Employer work site Agreements •Interviews & matching •Employer Orientation DEVELOP •Finalize project plan •Employer outreach & job development •Hire PT HR Analyst •Develop training curriculum LAUNCH •Participant Orientation and Onboarding •Work Assignments •Weekly training •Graduation EVALUATE •Employer feedback •Participant Feedback •Final report Expense Category Estimated Cost Program Staffing $145,950 Consultant Program Manager Part-time HR Analyst (Apr-Aug) SVTP Volunteers (pro bono) Supplies& Services $12,500 Participant Wages & Costs $70,560 20 participants@ 15/hr Payroll taxes & insurance Employer Fees ($30,000) 20 participants @1,500 Total Program Cost $199,010 Summer Jobs for Youth Program Budget & Funding Measure K District Fund Request $100,000 District 1 $50,000 District 5 $50,000 Questions City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:19-704 Agenda Date:10/2/2019 Version:1 Item #:2. Report regarding the formation of an Industrial Area Community Facilities District (IA-CFD).(Mike Futrell, City Manager) City of South San Francisco Printed on 9/30/2019Page 1 of 1 powered by Legistar™ 1 City of South San Francisco Staff Report P.O. Box 711 City Hall 400 Grand Avenue South San Francisco, CA File #: 1 9 -7 0 4 Version: Agenda Date: 1 0 / 2 / 1 9 Item #: 2 TITLE Report regarding the formation of an Industrial Area Community Facilities District (IA-CFD). (Mike Futrell, City Manager) RECOMMENDATION It is recommended City Council receive an update on the Industrial Area Community Facilities District (IA-CFD) and continue the process with a subsequent City Council meeting adopting a Resolution of Intention, setting forth the City’s intention to establish a CFD. EXECUTIVE SUMMARY What we know: Traffic is Currently a Challenge East of Highway 101 Currently, over 81% of employees working East of Highway 101 in South San Francisco drive alone to work. Traffic modeling shows significant traffic delays today along major routes in the East of Highway 101 area. Limited bicycle and pedestrian routes make it difficult for workers desiring to use these modes of transportation instead of driving. There is no public bus service East of Highway 101, and while the City is serviced by Caltrain, BART, and the WETA Ferry, there are limited last mile connections making it difficult for commuters to take public transportation to work. What we know: The Industrial Area Will Continue to Grow and Add Workers Existing conditions support 28,000 employees East of Highway 101, albeit with the difficulties in traffic and transit noted above. The industrial areas of South San Francisco are transforming into denser, taller office and/or research labs, bringing thousands of new employees to the area. The City retained transportation engineering firm, Fehr & Peers to study transportation challenges and identify solutions in the East of the Highway 101 area. Based on expected growth, estimates are that there will be 55,000 workers in the area by 2040. Estimates from San Mateo County Transit Authority staff estimate 77,000 workers by 2040, which includes some areas in the Lindenville industrial area. City planning staff estimates 90,000 workers by 2040. Whatever estimate is used, it is clear South San Francisco will continue to grow at a robust rate. What we know: Traffic Will Get Worse in the Future Given the future growth, Fehr & Peers has modeled what traffic will look like in the future, and it is far worse than current conditions unless significant improvements are made to the transportation system and commute options are enhanced or added to facilitate mode shift. Much of the Highway 101 area in South San Francisco, and almost the entirety of the area East of Highway 101, effectively ceases to operate for vehicles, if no action is taken to improve all modes of transportation and transit. What we know: Mobility 20/20 will Improve Transportation 2 In coordination with the transportation engineering firm Fehr & Peers, the City identified and analyzed the traffic patterns in the East of Highway 101 area, modeled future growth, and developed a plan known as Mobility 20/20 with solutions to improve transportation and transit. Mobility 20/20 takes a multipronged approach in its solutions by utilizing transit and infrastructure improvements while maintaining a realistic perspective that there will still be single occupancy vehicles commuting into and out of the City. Taken collectively, this multipronged approach will help improve the traffic challenges in the industrial area to a level that can sustain the anticipated growth. What We DON’T Know: How Do We Fund the Mobility 20/20 Plan? The most significant challenge in Mobility 20/20 is how to pay for the identified transportation projects. A Community Facilities District (CFD) is being explored as a means to fund the needed transportation and transit improvements. To that end, City staff have energetically engaged with the business community in the industrial area to explore forming a coalition of like-minded landowners willing to pool resources through a CFD to solve transportation problems in the industrial area. Addressing the financing question is the subject of this study session. BACKGROUND The San Francisco Bay Area has experienced unparalleled economic success since the end of the Great Recession. Approximately 660,000 jobs have been created in the region since 2010, and the unemployment rate in San Mateo County as of August, 2019, was at 2.4%, reflective of our robust economy. South San Francisco and its residents have benefited from this economic success in the form of greater job opportunities, increased home values and elimination of blighted sites in the city, replaced by modern buildings. This economic growth has not come without a cost, however, and traffic in South San Francisco has increased with the growing number of jobs and associated commuters. Much of the increased traffic is associated with growth in the City’s biotechnology and industrial area, centered along both sides of Highway 101 and East of Highway 101 (E101 Area.) To understand traffic patterns and the impact of future economic growth, the City began developing a new E101 Area Traffic Master Plan. The City will develop a new master traffic plan for areas West of Highway 101 in conjunction with the new General Plan process. Once complete, both traffic master plans will become part of the new General Plan for South San Francisco. The City hired the firm of Fehr & Peers, well-qualified transportation experts, to develop the master traffic plan for the Industrial Area. Fehr & Peers held multiple public meetings to gain information, feedback and ideas; studied existing travel patterns, roadway congestion, bicycle and pedestrian gaps; and evaluated the transit service within the Industrial Area. Fehr & Peers then studied and projected future growth in the Industrial Area, modeled that growth in light of existing transportation conditions, and concluded continued growth will increase the stresses on the City’s transportation systems to an unacceptable level. Using the City’s model, Fehr & Peers analyzed the effects of the identified transportation projects in the Industrial Area. With no changes, substantial traffic congestion would occur entering and exiting the area during peak periods, especially on Oyster Point Boulevard, East Grand Avenue, and South Airport Boulevard. Due to constrained roadway capacity and limited transit services, not all demand would be served. In light of the conclusion that continued growth would negatively affect transportation systems, Fehr & Peers explored and modeled possible improvements to transportation. What emerged were five initiatives, which, if successfully implemented, would improve multiple aspects of the transportation to achieve operations at an acceptable level even with the projected future growth. The projects and programs identified by Fehr and Peers 3 would expand roadway capacity by 20 to 30 percent and support a reduction in single-occupancy trips to 60 percent of all trips. Consequently, roadways would generally function within their operational capacities, though some congestion may occur in certain locations. The Fehr & Peers study is known as Mobility 20/20. Mobility 2020 identifies major capital and operating investments for the Industrial Area, which would improve the transportation system; however, the plan requires an investment of approximately $356 million for construction, and an annual operating revenue stream of approximately $7 million annually for operation and maintenance. There are insufficient local, regional, state, or federal funds available to cover the cost of the needed improvements and programs, requiring that City staff look to other solutions for funding . The proposed Five Point Solutions in Mobility 2020 enable the Industrial Area’s transportation system to keep pace with growing demand. These improvements and programs will help expand the area’s peak period street capacity by approximately 20-30 percent and support a quadrupling of transit and bicycle ridership. Specifically, these improvements will enable area and citywide benefits in traffic and transit as well as active transportation benefits. City staff, in conjunction with many companies in the Industrial Area, have explored the establishment of a Mello- Roos Community Facilities District (CFD) as a means to raise needed funding. Essentially, upon formation of a CFD, businesses in the Industrial Area would pay a special tax of a specified amount, with those funds going towards improving transportation in the Industrial Area. The City Council received two presentations on the Industrial Area Community Facilities District on Februar y 27, 2019 and March 20, 2019. At the March 20, 2019 meeting, Council provided staff direction to continue outreach efforts to all 348 property owners in the industrial area. Potential Traffic and Transit Solutions New roadway capacity and reduced solo driving is necessary to maintain an efficient and effective transportation network in the Industrial Area given future growth. This requires new street connections, stronger Transportation Demand Management (TDM) programs, transit service expansions, and walking/bicycling investments. The Mobility 2020 study focuses on five major projects within the Industrial Area to enhance access and provide viable options to travel to and from work while reducing delay. Combined, these projects are intended to increase roadway throughput capacity by approximately 20-30 percent and support a reduction in “drive alone” trips to 60 percent of all commute trips. The five recommended initiatives include: 1. Utah Avenue Interchange with US-101 (Six Alternatives – Attachment A) a. Description: Extends Utah Avenue from South Airport Boulevard to San Mateo Avenue with a new southbound onramp and off-ramp. b. Cost Estimate - $100M c. Mobility Improvement: Provides a new east-west crossing of US-101 and a more direct path to the US-101 southbound onramp, alleviating a bottleneck at South Airport Boulevard/Produce Avenue intersection. Enables traffic to bypass East Grand Avenue and helps maximize underutilized capacity of Utah Avenue. d. Status: This project is on the State Transportation Improvement Program (STIP) and is currently in design utilizing a $3.8 million grant from the Metropolitan Transportation Commission (MTC). This Caltrans supported project will finish design in early 2020, and then move into the environmental phase, costing an additional $4 million and lasting approximately 24 months. If placed on the fast track, this project could start construction in 2023 and open in 2025, pending funding. This project is also on the list of projects associated with the recently passed Transit District Measure W sales tax measure. Being on the STIP and the Measure W list, this project is eligible for funding from multiple sources. 4 Highway 101/Produce Avenue Project Alternative There are currently multiple alternative designs for the Highway 101/Produce Avenue project. A Study Session is planned for City Council on October 22, 2019, to consider the various alternative designs, where City Council has the opportunity to designate a preferred alternative. 2. I-380 Connector to Haskins Way/Littlefield Avenue a. Description: Connects I-380/North Access Road directly to the E101 Area via either Haskins Way or Littlefield Avenue b. Cost Estimate - $130M c. Mobility Improvement: Provides direct connection to I-380, US-101, and I-280 via presently underutilized freeway stub. Enables traffic to travel I-280 to I-380, then directly into the E101 Area, bypassing US-101 completely. d. Status: This project is in the South San Francisco FY18-19 CIP project for conceptual design. This project is also on the list of projects associated with the recently passed Transit District Measure W sales tax measure. 5 Highway 380/Haskins Way or Littlefield Avenue Causeway Alternatives Highway 380/Haskins Way Causeway Notional Design 6 3. Grand Avenue/US-101 Northbound Off-ramp Flyover a. Description: Realigns northbound US-101 off-ramp to Grand Avenue by routing traffic above the new Caltrain Station. The diagram shows the current and proposed road alignment. Below is a rendering of the eastern Caltrain Plaza with the Off-Ramp Flyover in place. b. Cost Estimate - $35M c. Mobility Improvement: Removes barrier to accessing Caltrain station and supports more efficient connection to Grand Avenue for eastbound and westbound off-ramp traffic. d. Status: This project is in conceptual design. Grand Avenue/Highway U.S. 101 Northbound Off-Ramp Flyover 7 E. Grand Avenue exit at U.S. 101 4. Street Operations, Safety, and Active Transportation Improvements a. Description: Modernizes street infrastructure to provide more efficient intersection operations, on-street bus stops, bicycle and pedestrian improvements, and new trail connections, creating safer links to Caltrain, Ferry Terminal and BART. Below are a visual summary of projects and a summary of project areas and cost estimates. a. Cost Estimate - $91M b. Mobility Improvement: Supports improved circulation within E101 Area and enhanced connections to transit, Bay Trail, and Centennial Trail. c. Status: In planning. 8 Improved Internal Connections 5. Increase in Commuter Shuttles a. Description: The City is well served by transit – two nearby BART stations, Caltrain Station and Ferry Terminal – but cannot effectively use these assets due to the severe lack of “last mile” commuter shuttles. Increasing the number of shuttles, and operation and maintenance of same, is required to reduce the number of employees driving to work. b. Cost Estimate - Purchase shuttles, plus $6 million per year for operation and maintenance. c. Mobility Improvement: Maximizes ridership to promote a mode shift to transit. d. Status: In design. DISCUSSION The City has deep roots in steel production and meatpacking as the “Industrial City,” while maintaining its status as the #1 city in the world for biotechnology. Our biotechnology hub provides over 20,000 direct jobs and provides a world-class environment for collaboration and partnerships leading to life saving drugs and treatments. 9 The City continues to foster healthy business relationships. In the spirit of that collaboration, the City embarked on a listening tour to meet with all 348 property owners in the Industrial Area to listen and learn, and to engage businesses in devising a shared solution to transportation challenges. The conversations with the property owners included sharing with them the CFD concepts presented to the City Council at the study sessions earlier this year. The conceptual CFD area is shown below in figure 1 (the final boundaries will be determined if the City Council directs staff to proceed with formation of the CFD): Figure 1 — Potential CFD Boundary Map 10 In order to meet with all 348 property owners, the City retained the services of TBWB Strategies, which added its expertise in outreach to the work being conducted by City staff. This outreach work included multiple mailers to landowners, both at business street addresses, mailing addresses as listed on the County Assessor rolls, and P.O. Box addresses. The mailers included a survey designed to provide a means for property owners to provide the City with their views about these issues. The letter was helpful both in soliciting feedback from concerned property owners and in identifying incorrect mailing addresses from the County Assessor rolls. The City received close to 50 survey responses, many of which helped the outreach team get in contact with otherwise difficult to reach property owners. For those hard to reach landowners who could not be reached by mail, City staff walked door-to-door in areas distributing information about Mobility 20/20. Two Town Halls were also held, on June 11 and September 26, 2019, providing information and soliciting feedback from property owners within the proposed CFD boundaries. Both town halls were well attended—over 140 people came to listen and share their views. Most significantly, City staff contacted over 200 property owners and tenants from all sectors of the business community biotech, industrial and warehouse, retail, and hotels – to learn each business’s transportation needs and how each business fits into the varied tapestry of industry in South San Francisco. Through these meetings, and the many other outreach channels, an understanding was gained which shaped the approaches to improving transportation in South San Francisco. Overall, 79% of business were successfully contacted, as shown below: Figure 2 — Status of Outreach to Property Owners Property Owner and Tenant Feedback There is overall agreement that traffic is difficult; that the industrial area will continue to grow, resulting in traffic 79% 5% 1% 2% 13% Contacted Walk Attempt Phone Attempt Email Attempt Mail Attempt 11 getting worse; and that the City is right to proactively study and present solutions to improve traffic in the future. How each sector of the business community responded to possible funding scenarios, however, varied depending upon the nature of the industry. Generally speaking, the biotechnology community is in favor of the Mobility 20/20 plan and a CFD to fund the needed improvements. Biotechnology remains committed to reducing the number of solo occupancy trips and finding ways to preserve South San Francisco as the “Biotechnology Capital of the World.” Without traffic improvements, key intersections will operationally fail, creating potential threats to the economic vitality of the biotechnology cluster. Biotechnology and other office properties have voiced support for participation in the CFD, viewing it as a thoughtful, comprehensive approach that will preserve the economic viability of the industrial areas in South San Francisco. The retail industry, dominated by two Costco stores, likewise has voiced support for Mobility 20/20 an d a CFD. Costco suffered last year due to the closure of the South Airport Bridge, driving home the need for alternative traffic solutions. As a result of the bridge closure, retailers suffered significant revenue losses totaling hundreds of thousands of dollars. Hotels in South San Francisco depend on the patronage of corporate customers and therefore are invested in the success of the businesses East of Highway 101. In general, the hotel industry is supportive of the transportation improvements outlined in the Mobility 20/20 plan, and the CFD. The City Attorney’s office provided each hotel General Manager a legal opinion that hotels may pass the cost of the CFD through to hotel guests as a line item onto a hotel guest folio, similar to the mechanism for collecting Transit Occupancy Tax (TOT). Warehouse and industrial businesses have been the most vocal in helping shape a proposal to improve transportation. In general, all in this business sector agree proactive action to improve transportation for the future is a good idea; however, because of the financial structure of warehouse and industrial operations, a much more modest funding proposal is required. Through meetings with legacy warehouse property owners and tenants, staff learned that industrial rents range between 75 cents to $1.25 per square foot, meaning a CFD assessment as high as $1 per square foot per year would not be realistic. Through many discussions, a potential CFD rate for the warehouse and industrial sector of 35 cents per square foot per year was identified, which equates to 2.9 cents per month per square feet. Not all in this sector are in agreement on this assessment, urging that a rate of 20 cents per square foot per year (or lower) is more appropriate. The breakdown by square footage between Warehouse/Industrial and the rest of the business types in the proposed CFD area is shown in the following graphic: 12 Figure 3 — Breakdown of Warehouse/Industrial Versus Other Land Uses Financial Model Based upon the feedback received from the business community, below is the recommended CFD financial assessment by business sector: Figure 4 — CFD Financial Model Assuming this financial model, the CFD could raise approximately $17.8 million per year, dedicated exclusively to improving transportation and transit which benefits the CFD area only. With the revenue stream, and assuming a 4% interest rate, bonding capacity of approximately $180 million would enable the transportation projects listed to move forward, with approximately $7 million annually also being available for last -mile shuttles (acquisition and maintenance and operation of the shuttles). The assessment proposed is for 30 years, providing the predictable revenue stream to support bonding for construction costs. 13 Assessment of Business Support The pie chart below (Figure 5) outlines the estimated support voiced by contacted property owners. It is important to note that this data is based on feedback collected at the time of the outreach and opinions could change based on introduction of new information or other factors. These estimates of support and opposition are based on discussions and meetings with property owners, but do not reflect a formal commitment of support or opposition. Figure 5 — Expressions of Support by Contacted Property Owners Feedback collected through numerous meetings with businesses showed strong support for the City’s efforts to address current and future mobility needs, in general, with more specific comments centering on the cost of the proposal based on type of business. How to Form a Community Facilities District (CFD) Pursuant to the Mello-Roos Community Facilities Act of 1982 (“Mello-Roos Act”), a CFD is a defined geographic area in which the City is authorized to levy annual special taxes to be used to either fin ance directly the costs of specified public improvements and/or public services, or to pay debt service on bonds issued to finance the public improvements, as well as to pay costs of administering the CFD. CFD formation can be initiated either by a local agency or via a written petition from the registered voters or owners within a proposed district. City staff has engaged the services of David Taussig and Associates (DTA) to perform advisory services relating to all aspects of initiating and forming the CFD. DTA has inventoried property ownership data within the City of South San Francisco and has performed due diligence research on parcels and owners located in the proposed CFD boundary area. Additionally, DTA will take on the role of Special Tax Consultant and prepare the “Rate and Method of Apportionment of Special Tax” (RMA) as part of the CFD formation process. 14 As part of the first legislative action required to form the CFD, a rate and method of apportionment of the special tax to be annually levied by the proposed CFD to pay for public facilities and services must be published in a legal document. This legal document is known as the RMA and is currently being prepared by DTA, the Special Tax Consultant. At this time, DTA has drafted a term sheet outlining certain rates and deal points which are intended to be written into the RMA. (Draft Term Sheet – Attachment B) The proposed CFD boundary area is determined by the CFD Boundary Map, which will ultimately be recorded with the County Recorder after the first legislative action. At this time, DTA has prepared a working draft of the CFD Boundary Map. (Map – Attachment C). Additionally, City Staff has prepared visual maps outlining the initial CFD area and the future annexation area. The process of establishing a CFD requires at least four City Council meetings: Meeting Number One: Adoption of two resolutions: a Resolution of Intention (ROI) setting forth the City’s intention to establish the CFD, designating the name of the CFD, identifying the services and facilities to be funded by the CFD, stating the City’s intention to levy a special tax annually on property within the CFD to pay for these services and facilities, and approving the Rate and Method of Apportionment of Special Tax (RMA) for the CFD, which details how the special tax will be levied on properties within the CFD and sets the maximum special tax rates that can be levied within the CFD. The ROI also sets the date for the required public hearing (30 to 60 days later) on the matters set forth in the ROI. The second resolution, a Resolution of Intention to Incur Indebtedness, sets forth the Council’s intention to issue bonds supported by the special taxes. This resolution also sets a public hearing for the same date. Meeting Number Two: Hold the noticed public hearings at a City Council meeting. Following the public hearings, the City Council is presented with two resolutions: a resolution forming the CFD, and a resolution calling the special tax election (90 to 180 days later) by the landowner voters within the CFD. Between meeting number two and meeting number three, ballots will be distributed to owners of property within the CFD. The materials distributed will include information about the proposed uses of the special tax revenue, the proposed tax rates, the requirements for approval of the CFD, and the method and deadline for returning ballots. Meeting Number Three: Opening and counting of ballots. If the CFD gains the required number of votes for passage, the City Council will adopt a Resolution Confirming Results of Special Election, and introduce an ordinance ordering the levy of special taxes within the CFD. Meeting Number Four: Hold a second reading to adopt the special tax ordinance ordering the levy of special taxes within the CFD. After formation of the CFD, a special tax is levied annually on taxable properties that are located within the boundaries of the CFD. FISCAL IMPACT Based on the currently proposed rates, staff estimates that, during the first Fiscal Year in which the Special Taxes would be levied, the CFD would generate approximately $17.8 million in Special Tax revenue. Of this $17.8 million in projected Special Tax revenue, $7 million would be set aside annually to fund public services, while the remaining $10.8 million would be used to pay for debt service on CFD bonds. The current estimated bonding capacity for the CFD ranges from $156 million to $180 million, depending on a range of possible interest rates. (Bond Capacity Analysis – Attachment D). The assessment would not start until 2021. 15 RELATIONSHIP TO THE STRATEGIC PLAN The creation of an Industrial Area Community Facilities District meets the city’s strategic goals of promoting and preserving the economic vitality of the City. CONCLUSION Traffic remains a top threat to the viability of the business environment in South San Francisco. Economic growth is here, and will continue, bringing with it opportunities and benefits, but also increased transportation challenges. Mobility 20/20, and an associated funding source such as a CFD, is the City’s and the business community’s opportunity to come together with a thoughtful, comprehensive solution to ensure that businesses continue to prosper for decades to come. Staff seeks Council feedback and direction concerning possible formation of an Industrial Area Community Facilities District (CFD), and if appropriate, scheduling of associated City Council meetings to move forward with formation. ATTACHMENTS A. Utah Avenue – Six Alternatives B. Draft Term Sheet for RMA C. Working Draft – Proposed Boundaries of City of South San Francisco Community Facilities District No. 2020-01 (Industrial Area) D. Estimated CFD Bonding Capacity E. CFD Boundary Map (oversized) City of South San Francisco 1 Preliminary Term Sheet for Industrial Area CFD Draft RMA (Consultant Execution Working Draft, Not for Publication, CA Gov't Code 6254) www.FinanceDTA.com Newport Beach | San Jose | San Francisco | Riverside | Dallas | Houston | Raleigh | Tampa MEMORANDUM 9/4/2019 To: City of South San Francisco From: DTA Subject: Draft Term Sheet for Industrial Area CFD Outlined below for your review is a preliminary Term Sheet for the Industrial Area Community Facilities District (“CFD”) to be established within the City of South San Francisco (the “City”). These terms, costs, and parameters will serve as the basis for the Rate and Method of Apportionment (“RMA”) for the CFD. Assignment to Land Use Categories Each Fiscal Year, each Assessor’s Parcels of Taxable Property shall be classified based on the County Land Use Code applicable to such Assessor’s Parcel as described in Table 1 below and shall be subject to Special Taxes in accordance with the tentative rates outlined in Table 2 below. Table 1: Land Use Categories County Land Use Code Description 1-5, 7, 9, 89-98 Residential 38, 39 Warehouse 6, 8, 11-37, 40 – 88 Other Non-Residential Table 2: Preliminary Special Tax Rates by Land Use Land Use Facilities Special Tax Services Special Tax Total Special Tax Amount Residential TBD TBD $0.25 Warehouse TBD TBD $0.35 Other Non-Residential TBD TBD $1.00 Escalators Table 3: Preliminary Special Tax Rate Escalators Facilities Special Tax 2.00% annually Services Special Tax Greater of CPI or 4.00% annually City of South San Francisco 2 Preliminary Term Sheet for Industrial Area CFD Draft RMA (Consultant Execution Working Draft, Not for Publication, CA Gov't Code 6254) Exemptions The Special Tax shall not be levied on Public Property or Property Owner Association Property. However, should an Assessor’s Parcel no longer be classified as Public Property or Property Owner Association Property, such Assessor’s Parcel shall, upon each reclassification, no longer be exempt from Special Taxes. Commencement of Special Taxes Commencing with Fiscal Year 2020-21 and for each following Fiscal Year, the CFD shall levy the Special Tax so that the amount of the Special Tax equals the Special Tax Requirement. "Special Tax Requirement" means that amount required in any Fiscal Year for the CFD to: (i) pay for Authorized Facilities; (ii) pay for Authorized Services; (iii) pay Administrative Expenses; (iv) pay for reasonably anticipated Special Tax delinquencies based upon the historical delinquency rate; less (v) a credit for funds available to reduce the annual Special Tax levy. “Authorized Facilities” means those facilities eligible to be financed by the CFD, as defined in the Resolution of Formation. “Authorized Services” means those services eligible to be funded by the CFD, as defined in the Resolution of Formation and authorized to be financed by the CFD pursuant to Section 53313 and Section 53313.5 of the Mello-Roos Act. Terms of Special Taxes The Facilities Special Tax shall be levied for thirty-five (35) years from the first levy within a specified Land Use class. The Services Special Tax hall be levied in perpetuity as necessary to meet the Special Tax Requirement for Services, unless no longer required to pay for Authorized Services as determined at the discretion of the City. Manner of Collection The Special Tax shall be collected in the same manner and at the same time as ordinary ad valorem property taxes; provided, however, that the CFD may directly bill the Special Tax, may collect the Special Tax at a different time or in a different manner if necessary to meet its financial obligations, and may foreclose on delinquent Assessor’s Parcels as permitted by the Mello-Roos Act. Appeals and Interpretations Any landowner or resident may file a written appeal of the Special Tax on his/her property. The appeals process shall be as set forth in the CFD Appeals Rules and Procedures when they are implemented. Interpretations may be made by the City by ordinance or resolution for purposes of clarifying any vagueness or ambiguity in the RMA. City of South San Francisco 3 Preliminary Term Sheet for Industrial Area CFD Draft RMA (Consultant Execution Working Draft, Not for Publication, CA Gov't Code 6254) Uses of Special Taxes Table 4: Preliminary Facilities Special Tax Uses - One-Time (2019 $) Facilities Special Tax Use* New Street Connections (e.g. Utah Avenue Interchange, I-380 Connector, and Grand Avenue Interchange Realignment): $265,000,000 Street Operations & Safety Improvements (e.g. Oyster Point Blvd, East Grand Avenue, South Airport Boulevard) $70,000,000 Bicycle & Pedestrian Access to Transit (e.g. trails and bikeways) $20,000,000 * The CFD Special Tax bonding capacity is currently estimated to be between $156,000,000 and $180,000,000. It is anticipated that total project funding will include additional local, state, and federal funding sources. Table 5: Preliminary Services Special Tax Uses – Annual Recurring (2019 $) Services Special Tax Use Public services relating to parks, parkways, roads, open space, and maintenance and operation of facilities under Section 53316.2. $7,000,000 (Recurring) Future Annexations Territory in the Future Annexation Area will be annexed into the CFD and a special tax will be levied on such territory only with the unanimous approval of the owner or owners of each parcel or parcels at the time that parcel or those parcels are annexed into the CFD. Miscellaneous TBD Filed this _____ day of ____________, 2020, at the hour of ______ o'clock, _____m. in Book __________ of Maps of Assessment and Community Facilities Districts at Page __________, in the office of the county recorder in the County of San Mateo, State of California.Mark Church, Assessor-County Clerk-RecorderCounty of San Mateo By:______________________________ Deputy RecorderExempt recording requested, per CA Government Code §6103I hereby certify that the within map showing the amended boundaries of City of South San Francisco Community Facilities District No. 2020-01 (Industrial Area), County of San Mateo, State of California, was approved by the City Council of the City of South San Francisco at a regular meeting thereof, held on the______ day of ___________, 2020, by its Resolution No. ______________. _________________________________ Rosa Govea Acosta, City Clerk, City of South San FranciscoFiled in the office of the City Clerk of the City of South San Francisco this ____ day of ________, 2020 _________________________________ Rosa Govea Acosta, City Clerk, City of South San Francisco(3) (2) PROPOSED BOUNDARIES OFCITY OF SOUTH SAN FRANCISCOCOMMUNITY FACILITIES DISTRICT NO. 2020-01(INDUSTRIAL AREA)COUNTY OF SAN MATEOSTATE OF CALIFORNIA(1) Reference is made to the Assessor Maps of the County of San Mateo for a description of the lines and dimensions of each lot and parcel.SHEET 1 OF 6Prepared by DTA PROPOSED BOUNDARIES OFCITY OF SOUTH SAN FRANCISCOCOMMUNITY FACILITIES DISTRICT NO. 2020-01(INDUSTRIAL AREA)COUNTY OF SAN MATEOSTATE OF CALIFORNIASHEET 2 OF 6U S H I G H W A Y 1 0 1 Prepared by DTAWest BasinSISTER CITIES BLVD.Proposed Boundaries of City of South San Francisco Community Facilities District No. 2020-01 (Industrial Area) County of San Mateo, State of CaliforniaLEGENDFuture Annexation Area of City of South San Francisco Community Facilities District No. 2020-01 (Industrial Area) County of San Mateo, State of CaliforniaOcean BayParcel LineUS HIGHWAY 101LOWRIE AVE.380 FWY PROPOSED BOUNDARIES OFCITY OF SOUTH SAN FRANCISCOCOMMUNITY FACILITIES DISTRICT NO. 2020-01(INDUSTRIAL AREA)COUNTY OF SAN MATEOSTATE OF CALIFORNIASHEET 3 OF 6Prepared by DTAAssessor Parcels within the Proposed Boundaries of Community Facilities District No. 2020-01:NNN-NNN-NNNAssessor Parcels within the Future Annexation Area of Community Facilities District No. 2020-01:NNN-NNN-NNN AIRPORT BLVDS LINDEN AVEVETERANSUS HIGHWAY 101LINDEN AVE CYPRESS AVEDNA WYFORBES BLVD LITTILEFIELD AVEHILLSIDE AVEHARBOR WYE GRAND AVEMAPLE AVEAIRPORT BLVDS A I RP ORT B L V DLINDEN AVEDUBUQUE AVESISTER CITIES BLVD U T A H A V EPOLETTI WYUS HIGHWAY 101LOWRIE AVEGATEWAY BLVDDNA WYN ACCESS RD GULL DRSPRUCE AVEGRAND AVE SAN MATEO AVEECCLES AVESWIFT AVE E JAMIE CTALLERTON AVEMITCHELL AVEASH AVEOLIVE AVEE BASIN RD LAWRENCE AVE ALLE Y BEACON ST E HARRIS AVESYLVESTER RDO YST ER PO IN T BLV D B E L L E A I R E R D ROEBLING RD21 1 1 1 95 22 113121 61 60 22 20 14 233 518 301 345 383393401 415 431 455 430420410 362332322 111 361 377 101151 201 451 500 450390380360328320 251276 254238212 180 210 150 890872 840820806 720 681 201225 559 601 651 611 701 801 951 900 690 600650 300 250 176 190130129145 170108 105160 400 391 417 439 455 513 551561571 584570 550534 500 437 436430490 401 435 500 480458449455 477 501 573 657 614 560530 500 510342 301323 333371383460450 407 429 485 466440400 151 360 401 425 671 911 985340220200180 331329 341345 375 385 395 384 103 340330 333 600 501 401389350 335310 529601 131 125 155 160140 130100 101 137 280 274 275 267 283 145 173 187 280274266 230 184170 114 249 269 280270260250220210 169 207211 237239 255 271 283291299 209229239247255 291 310300290280250206315 325 339 215 229 260 258 222218202200360350342 340332 314 313325 333330 320 100 177 245 255 275 373381405 435 451 195 135 512160150148 130116 147 496 454 438428139168 380 326 316300 264 248 222 180 127131 215 221 222 216163 162150144 139 165173 233 245253273 203 215223 251 279285415 423425 445 461467 480 468 438426 380 366364360344 328322314 329 345 278270242238 234230 1350 1333 1300 1180 11401120 5000 7000 6000 4000 13491357 142914311459 1331 13991461 1388 13641352134213361320 CFD Boundary Area SFO Brisbane O y s t e r P o i n t M a r i n a INTERSTATE -3 8 0 City Hall San Bruno MountainCounty Park Legend CFD Boundary Buildings City Limit Parcels within CFD Area INDUSTRIAL AREA TRANSPORTATION PLAN City Council Study Session October 2, 2019 Partnering to Solve Our Mobility Challenges Unparalleled Economic Success 8.70% 2.10% 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% 7.00% 8.00% 9.00% 10.00% 2009 2019 Unemployment Rate 19% 2% 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20% 2009 2019 Office Vacancies Planning Div.3 E101 Growth Projections Category Existing 2040 Land Use (SF)21,461,000 34,685,000 Jobs Estimate 28,000 55,000 Peak Hour Vehicle Trips (AM & PM) 10,500 19,300 5 South San Francisco Job Growth 2010 to 2040 Source: SMC Transit District (May 2019) Barrier to Continued Success: Traffic New E101 Master Traffic Plan 22.1 MSF 35.1 MSF 12.9 MSF Growth April 2018 –Hired Fehr & Peers Study Growth & Traffic Sept 2018 –First Public Meeting Understand Input and Explore Options Dec 2018 –Second Public Meeting Narrow Options & Cost Estimates Jan-May 2019 –Finalize Plan Internal Review and Finalization June 11, 2019 –Final Public Meeting Mobility20/20 Feedback Summary “Improve traffic light timing to reduce unnecessary backups.” “More Caltrain service!!!!!!!!!!!! !!!!!!!!!!!!!!!!!!!!!” “Better bike lanes – I want to stop driving, but I don't feel safe biking.” “Make it easier and safer to walk -intersections are really wide” Topic Challenge Potential Solutions Bottlenecks at Gateways Only four street connections across US-101 Spillover of regional congestion on US-101 into district New street connections New or reconstructed US-101 interchanges Insufficient Transit Service Infrequent Caltrain/ferry service and circuitous BART connection Limited funding for Commute.org shuttles Capitalize on regional upgrades to Caltrain, BART, and ferry services Expand shuttle service Poor Internal Circulation and Connectivity Aging infrastructure Operational and safety concerns Upgraded streets, signals, sidewalks, and bikeways Jobs-Housing Imbalance San Mateo County added one home for every 19 jobs over the past five years More housing near transit hubs Transportation Challenges Drive Alone, 81% Carpool 10% Transit 8% Bike 1% We Suspected it –Everybody Drives! Traffic will get worse if we do nothing. 16 intersections east of the 101 FAIL to operate. 2020 to 2040 Conditions V/C Ratio Defined Volume to capacity (V/C) ratio is a measure of roadway demand versus operational capacity. A V/C ratio over 1 indicates a roadway is heavily congested, while some delay may be experienced starting around a V/C ratio of 0.75. E101 Traffic Modeling •Existing Conditions support 28,000 employees in E101 area •In Year 2040, with no investment: 55,000 employees expected with severe traffic conditions •In Year 2040, with completion of recommended projects: 55,000 employees with moderate traffic conditions Requires reducing solo driving from 80% to 60% Action is Required to Save E101 as a Viable Economic Center $125M in Local Work Already Underway •New Caltrain Station $59M •Street Rehabilitation $9M •Utah Ave./Hwy 101 Design $3.8 •New Smart Signals $3.6M •Shuttles $1.8M •Bike Paths, Sidewalks, Bridges, etc. $16.6M •New Parking Garage $16M est •Oak Avenue Extension $15M est 1.Utah Avenue/Hwy 101 Interchange 2.Hwy 380 to Littlefield Ave Connection 3.Eastern Caltrain Access Improvements 4.Improve Connections: •Caltrain & BART & Ferry shuttle stops •Expanded public right of ways •Better bike/ped circulation 5.Expanded Last Mile Shuttle service Transportation Solutions Project Cost estimate $355M -unfunded Utah Avenue/Hwy 101 Interchange -$100M On State Transportation Improvement Program (STIP) List On Measure A Priority List / On Measure W List of Projects Utah Avenue/Hwy 101 Interchange -$100M On State Transportation improvement Program (STIP) List On Measure A Priority List / On Measure W List of Projects Hwy 380 to Littlefield Avenue -$130M Hwy 380 to Haskins Avenue -$130M E. Grand Avenue/Hwy 101 Off-ramp $35M E. Grand Avenue/Hwy 101 Off-ramp $35M Improve Internal Connections $90M More “Last Mile” Shuttles Feedback Idea --Sierra Point Extension Feedback Idea --Muni T-Third StreetLight Rail Line Extension Baylands Development Genesis Towers Moving Forward with Funding •Total Parcel Owners Hwy 101 Commercial Core: 348 •Total Square Footage Hwy 101 Commercial Core : 20M sq ft •Requires 66.7% Vote of Parcel Owners to Pass •Votes Based on Lot Size –one vote per acre of parcel •Governed by City Council with E101 Advisory Panel Fund improvements, operation & maintenance with local, state and federal transportation funds, plus a Community Facilities District (CFD) Property Owner Outreach Process and Strategies Develop Database Assign Team Members to Specific Property Owners Develop Messaging and Informational Materials Conduct Initial Property Owner Outreach Host Town Halls Distribute Surveys Final Outreach Property Owner Outreach Outreach to Businesses Summary of ContactsMass Mailings & Surveys Group Meetings Site Visits Using Property Owner Networks Over 200 One-on-One Meetings w/businesses79% 5% 1% 2%13% Contacted Walk Attempt Phone Attempt Email Attempt Mail Attempt Estimated Support 57% 21% 14% 4% 4% Contacted Properties Outcomes Voice Support Lean Support Undecided Lean Against Against Community Facilities District (CFD) “Mello-Roos Community Facilities Act of 1982, a CFD is a defined geographic area in which the City is authorized to levy annual special taxes to be used to either finance directly the costs of specified public improvements, as well as to pay costs of administering the CFD.” •Land Secured Financing •Requires support of Two-Thirds (2/3) of the Property Owners through Mail Ballot Election •Ballots are weighted based on acreage Land Use Assessment Office, R&D, Retail, Hotels, other Commercial $1.00 per sq foot per year (8.3 cents per month) Warehouse & Industrial $0.35 per sq foot per year (2.9 cents per month) Residential $0.25 per sq foot per year (2.1 cents per month) Financial Formula SSF Industrial Area CFD BUILDING AREA Warehouse 34% R&D, Office, etc. 66% Annual Total Revenue ~ $17.8M Bond ~ $156M-180M For Construction Annual Transit O&M ~ $7M Warehouse 15% Paid by Office, R&D, etc. 85% Estimated CFD Bonding Capacity •$156M -$180M •Warehouse •$0.35 per BSF •Other Non-Residential •$1.00 per BSF •Residential •$0.25 per BSF •4-5% Coupon Rate •Assumes $7M in CFD revenues reserved for annual O&M CFD Special Tax Revenues Bond Coupon Rate Bonding Capacity CFD Formation Process Petition to Form a CFD Resolution of Intention Public Hearing Resolution of Formation CFD Election Resolution Confirming Results of Election Hold Election Recordation of Special Tax Lien Meeting Number 1: Resolution of Intention to Establish the CFD and Resolution of Intention to Incur Bonded Indebtedness (Meeting #2 to follow 30-60 days later). Kickoff: Petition filed by property owners or by two council members (Meeting #1 to follow within 90 days). Meeting Number 2: Public Hearing and Resolution of Formation of the CFD, Resolution Deeming It Necessary to Incur Bond Indebtedness, Resolution Calling the Election (Meeting #3 to follow between 90-180 days later). Meeting Number 3: Opening and Counting of Ballots, Resolution Confirming Results of Election, First reading to adopt the special tax ordinance ordering the levy of special taxes within the CFD Meeting Number 4: Second reading to adopt the special tax ordinance ordering the levy of special taxes within the CFD. Staff seeks Council feedback and direction concerning possible formation of an Industrial Area Community Facilities District (CFD), and if appropriate, scheduling of associated City Council meetings to move forward with formation. Questions and Answers Questions 37 U.S.OW Department of Transportation Federal Highway Administration Technologies That Enable Congestion Pricing A PRIMER Ift Z 10o o " 00 0 10 Contents The Primer Series and the Purpose ofThis Volume 2 Congestion -Pricing Options 4 Functional Processes for Tolling and Congestion Charging 6 Primary Tolling and Pr,cing-System Components 7 Paper -Based Systems 7 Manual -Toll Facilities 8 Image -Based Tolling/Automatic License Plate Recognition (ALPR)Technology 9 DSRC Free -Flow Toll Using Transponders and Gantries 9 VPS Technologies 11 Cellular Telephone and Pico -Cell Systems 12 Combination Systems 13 Sub -System Technologies 14 Informing and Providing Standardized Signs and Lane Markings 14 Vehicle -Occupancy Detection Technologies 15 Vehicle -Identification and Classification Systems 15 Telecommunications: Roadside and Centralized Control Equipment 16 Automation of Operations 17 Payment Systems for Pre- and Post -Payment of Tolls and Charges 17 Secondary Enforcement 18 System Reliability and Accuracy of DSRC Systems 18 OBU Distribution Facilities 19 ITS Integration 19 Acronym List/Glossary Zp `'eferences 23 The Primer Series and the Purpose of This Volume AboutThis Primer Series The Congestion Pricing Primer Series is part of FHWAs outreach efforts to introduce the various aspects of congestion pricing to decision -makers and transportation professionals in the United States. The primers are intended to lay out the underlying rationale for congestion pricing and some of the technical issues associated with its implementation in a manner that is accessible to non -specialists in the field. Titles in this series include: • Congestion Pricing Overview. • Economics. Pricing, Demand, and Economic Efficiency. • Non -Toll Pricing. • Technologies That Enable Congestion Pricing. • Technologies That Complement Congestion Pricing. • Transit and Congestion Pricing. • Income -Based Equity Impacts of Congestion Pricing, Technologies That Enable Congestion Pricing This volume explores transportation technologies that enable congestion pricing. This document considers the following: • The functional processes for tolling and congestion pricing. • What technologies there are to consider. • How the technologies are applied. • Examples of how technologies have been applied. • What technologies may make it work better in the future. States and local jurisdictions are increasingly dis- cussing congestion pricing as a strategy for improv- ing transportation system performance. In fact, many transportation experts believe that conges- tion pricing offers promising opportunities to cost- effectively reduce traffic congestion, improve the reliability of highway system performance, and im- prove the quality of life for residents, many of whom are experiencing intolerable traffic congestion in re- gions across the country. Because congestion pricing is still a relatively new concept in the United States, the Federal Highway Administration (FHWA) is embarking on an out- reach effort to introduce the various aspects of congestion pricing to decision -makers and transpor- tation professionals. One element of FHWAs con- gestion -pricing outreach program is this Congestion - Pricing Primer Series. The aim of the primer series is not to promote congestion pricing or to provide an exhaustive discussion of the various technical and institutional issues one might encounter when im- plementing a particular project; rather, the intent is to provide an overview of the key elements of con- gestion pricing, to illustrate the multidisciplinary aspects and skill sets required to analyze and imple- ment congestion pricing, and to provide an entry point for practitioners and others interested in en- gaging in the congestion -pricing dialogue. The concept of tolling and congestion pricing is based on charging for access and use of our roadway network. It places responsibility for travel choices squarely in the hands of the individual traveler, where it can best be decided and managed. The car 2 1 CONGESTION PRICING is often the most convenient means of transporta- tion; however, with a little encouragement, people may find it attractive to change their travel habits, whether through consolidation of trips, car -sharing, by using public transportation, or by simply traveling at less -congested times. The use of proven and prac- tical demand -management pricing, which we freely use and apply to every other utility, is needed for transportation. The application of tolling and road pricing to solve local transportation and sustainability problems pro- vides the opportunity to solve transportation prob- lems without federal or state funding. It could mean that further gas tax, sales tax, or motor -vehicle regis- tration fee increases are not necessary now or in the future. The idea of congestion pricing is a conceptual first step, not a complete plan of action. It has to be coordinated with other policy measures and environ- mental measures for sustainability. This toll -technology primer was produced to ex- amine the use of technology, both primary and ad- vanced, to support tolling and congestion pricing. It explains how current tolling and congestion -pricing technology works and what technologies may make it work better in the future. TECHNOLOGIES THAT ENABLE CONGESTION PRICING 1 3 � � t Congestion -Pricing Options In the United States and around the world, several strategies exist on how to implement congestion pricing. These strategies consider how best to influ- ence traffic patterns, match the local geography, fit political boundaries, and match the policy frame- work of the implementing jurisdiction. The four major types of pricing include: Priced Lanes: Fees for low -occupancy vehicles to utilize excess capacity on new or existing high - occupancy vehicle (HOV) lanes (e.g., I-15 Fas- Trak® between Kearny Mesa and Rancho Penas- quitos, California', or the SR-91 Express Lanes in Orange County). Pricing can be fixed per road segment, vary by occupancy (e.g., HOV2, HOV3, or HOV4+), vary by occupancy and time of day, or vary dynamically based on the degree of con- gestion i i the adjacent "free" lanes. Variable Tolls on Entire Roadways: Fees placed on existing and new roads, bridges, and tunnels to pay for access onto the road or facility and to pay for the cost of maintenance and construction of the road, whether the government or the pri- vate sector builds the toll facility. The toll is vari- able, that is, prices rise and fall depending on the measured traffic level or estimated traffic level based on time of day. Zone -Based Charges: Fees levied to charge for access or use of a designated road network in and around heavily congested areas or urban centers. There are several forms of congestion pricing, including cordon charges, area charges, and zonal charges. These variations are explained as follows: — Cordon charge —A flat or variable fee levied for crossing the designated boundary around an urban center. Cordons can be used for entrance or exit of any road designated by the cordon(s). Manchester, England, has proposed a cordon charge to enter the regional center only during the morning peak period inbound and the eve- ning peak period outbound. It uses the natural boundary of the M-60 motorway, which cir- cles the regional center and city of Manchester, and includes a proposed second cordon bound- ary closer to the city center. Stockholm is an example of a single cordon charge. — Area charge —Charge for all trips whether they originate outside the boundary and cross the designated boundary or originate inside the boundary and never cross the boundary during the charging period. The London Con- gestion Charging System levies a flat fee on any vehicle on public roads inside the desig- nated charging zone or crossing into or out of the boundary. It also charges the same daily fee for all vehicles regardless of size or time spent in the charging zone. — Zonal charge —Mini -cordons within or around an urban center where fees are charged for entering each mini -cordon that can be con- tiguous or spatially separated with free roads in between them. Charging for each mini - cordon can be the same across all cordons or vary between them and can also vary by direc- tion or time of day for peak -period charging or variable charging based on the degree of congestion. Mini -zones are typically drawn 4 1 CONGESTION PRICING r f. around known geographical or political bound- aries that are easily and clearly understood by the local residents. Florence, Italy, has several mini -cordons based on centuries -old political boundaries. Residents of any specific mini -cor- don are not charged for travel within their "home cordon" but are charged for entry into a neighboring mini -zone or cordon. • Area -Wide or System -Wide Charges: Fees levied on a vehicle based on. factors such as vehicle type, distance traveled, time of day, type of road, vehicle emissions, or type of power train (e.g., diesel engine, gasoline engine, bio-fuel engine, hybrid, electric, or hydrogen). This type of charg- ing includes: — Truck or heavy commercial vehicle pricing — Fees levied only on trucks or heavy commer- cial vehicles that typically reflect charges for the weight carried (load) and distance carried on the road network. Current truck pricing examples include New Zealand's Road User Charging, Switzerland's truck tolling, and Austria's and Germany's MAUT systems. — Strategic -road -network charge —Levies imposed as spot charges on major roads or congested network links in or into city centers. Strategic - road -network charges can be a continuous se- ries of charging points along a major access road into the urban center. These charges can vary by location and time of day, in addition to type or classification of vehicle. Strategic -road - network charges were considered in the Auck- land, New Zealand, Road Pricing Evaluation StudyM and are part of the Singapore Elec- tronic Road Pricing (ERP) system.Pi In Singa- pore, these charges apply not only on the stra- tegic road network approaching the central business district (CBD), but also to specific congested areas or streets inside the boundary of the cordon charge.P) These options define the major types of pricing that exist today, but the list is not all inclusive, and new concepts or combinations of the above may develop in the future. For example, Milan, Italy, has intro- duced an environmental charging system, and Hong Kong has explored a concept of eco-point charging or personal carbon -based trading in which users gain or lose "eco-points" based on their travel choic- es, time, and distance traveled.0) TECHNOLOGIES THAT ENABLE CONGESTION PRICING 1 5 Functional Processes for Tolling and Congestion Charging The basic function of any tolling or congestion -pric- ing system and supporting technologies is to collect payment from users. This can vary significantly de- pending on particular local conditions; policy frame- work; strategic, legal, and policy requirements; and the nature of the outcomes that the charging system seeks to achieve. The capabilities and/or limitations of the technologies available have often played a ma- jor role in shaping functional design: As the capabili- ties of technology have increased, the flexibility of tolling and road -user charging can more directly ad- dress and improve the key objectives. In the same way that some technology limitations have restricted (and still restrict) some desirable options and func- tions, the rapidly developing capabilities of new technologies can also offer options that may previ- ously have not been considered. Whatever system or technology solutions are ad- opted, the collection of payment from users within the framework of any tolling or road -user pricing scheme must include consideration of the following nine functional requirements: 1. Informing: Providing adequate information to users and potential users (often defined by legis- lation). 2. Detection: Detecting, and in some cases measur- ing, each individual instance of use (e.g., vehicle entering a zone). 3. Identification: Identifying the user, vehicle, or in some cases numbered account. 4. Classification: Measuring the vehicle to confirm its class, aligned with the classification frame- work for the scheme. 5. Verification: Cross-checking processes and sec- ondary means of detection to assist in confirming transactions, reducing processing costs, and pro- viding a backup for potential enforcement. 6. Payment: Pre- and post -use collecting of pay- ment from users based on verified use. 7. Enforcement: Providing the means to identify and prosecute violators and/or pursue violators for payment of charges and/or fines. 8. Exemptions: Providing the facility with the means to manage a range of exemptions and discounts within the context of the scheme. 9. System Reliability and Accuracy: Providing all of the above through cost-effective systems and technologies that can meet the required levels of reliability and accuracy and minimize revenue leakage and fraud. This base functional framework has been used through several of the following sections of this primer to consider and compare the functional capa- bilities and operation of candidate technologies and example systems. 6 1 CONGESTION PRICING Primary Tolling and Pricing S­,­ The following sections describe the primary system technologies and provide examples of locations where they are being used. Along with the more advanced technologies, this list also includes basic systems such as paper -based and manual facilities. This is partly for completeness, but it is also to assist in better illustrating and describing the basic func- tions for a simple system that will improve under- standing through the later more complex options. PAPER -BASED SYSTEMS Paper -based systems require road users, who wish to use (or keep) their vehicles within a defined area during a defined time period, to purchase and dis- play a supplementary license or permit. This usually takes the form of a paper license displayed on the vehicle's windshield or dashboard as shown by the examples provided on this page. There are two main options for implementing paper -based schemes: • Entry Permit Schemes: Vehicles display a valid license sticker to enter (or leave) a defined area (the restricted cone). • True Area Licensing Schemes: Vehicles display a valid license to travel or park within a defined area. The distribution of permits or licenses is usually managed through a combination of existing retail outlets and other system operator channels, such as vending machines, the Internet, and phone -based mail order. For tolling, coupon books have been used in a number of facilities. In the Baltimore Har- bor Tunnels, a user can purchase a book of 10 cou- pons for paying the toll at a discounted price. JZa" `s T �. rnns ' A.eava �a aw..iHow ARw V YhM1* Example of paper license used in the United Kingdom. Example of a paper license used in Singapore. Singapore's Area Licensing Scheme, which op- erated from 1975 until 1998, required car drivers entering the CBD during the morning peak period to pay three Singapore dollars per day (with ex- emptions for vehicles that carried four or more people). This was managed by using a paper -based TECHNOLOGIES THAT ENABLE CONGESTION PRICING 1 7 J r (sticker) system with stickers purchased for each day and placed on the inside of the windshield. Drivers were able to travel into and around the priced area several times a day without paying mul- tiple charges. Enforcement was addressed at check- points where officials inspected each vehicle to en- sure a valid license was displayed. Street -based equipment is generally provided for the distribution of permits or licenses. The need for and location of permit or ticket vending machines vary by system but in most cases can be installed to suit the local environment. More advanced units can be installed with built-in mobile communica- tions and solar power units, which require no direct connections to street services. MANUAL -TOLL FACILITIES Manual -toll facilities, toll booths, or plazas have been used around the United States and the world for many years and comprise payment points at which drivers pay a charge by using cash, vouchers, charge cards, credit cards, or smart cards. Some of these manual -tolling systems are still in use today. Replacement modern versions have changed little in that a manual -toll terminal or cash register is used to collect and record the toll or charge while a traffic light and automatic boom gate hold the car present in the toll lane until. payment is made. At one time, on facilities such as the Pennsylvania Sticker purchase machine. Manual toll booth. Turnpike, New York State Thruway, New Jersey Turnpike, Florida Turnpike, and Kansas Turnpike, a driver encountered a toll booth upon entry and exit. A paper ticket was provided on entry to record the start of the trip on the turnpike, and it was used upon exit to charge the driver for the distance driv- en on the road. Because of (a) the amount of space required for conventional toll booths in dense urban road net- works, (b) the congestion caused by the need to slow down or to stop to pay, and (c) the associated negative public perceptions, this method is gener- ally not considered appropriate for urban pricing. Automated payment machines have helped reduce the costs of manual collection. One of, if not the only, manual -based conges- tion charge schemes in operation is the Durham City, United Kingdom (UK), scheme implement- ed in 2002, which uses a system of bollard gates and manual payment machines. Drivers are re- quired to pay the designated charge when exiting the city center zone before the bollard gate will open. These gates are manned by an official, and drivers who are unable to pay are allowed to pass but incur a fine. The street -based equipment required for a man- ual system includes charging booths, additional lanes to increase throughput, gates at all entry points, sufficient space to install the required equip- ment, and access to power and communications. Manual toll collection in Durham City, UK. 8 1 CONGESTION PRICING IMAGE-BASEDTOLLING/AUTOMATIC LICENSE PLATE RECOGNITION (ALPR) TECHNOLOGY ALPR technology is commonly used on most elec- tronic tolling facilities around the world, both in free -flow and toll -lane -based situations, although most often it is used as an enforcement backup to dedicated short-range communications (DSRC) or vehicle -positioning system (VPS) technology. ALPR is based on images taken of vehicle license plates, which are then processed through optical character recognition software to identify the vehi- cle by its .license plate. Some systems use front- and rear -located cameras to capture the images to im- prove identification rates. Once identified, the re- quired charge or permit -checking processes are un- dertaken in a similar way to other systems. A key issue with ALPR facilities is the level of reliability of the images. The best systems are capa- ble of read rates of around 98 percent in good con- ditions, but this can be reduced as a result of light reflections in the image or dirty or damaged plates. This leads to the need for manual checking of those plates and can add significantly to processing costs. The London Congestion Charge, an area -licens- ing scheme, is the only scheme that currently relies entirely on ALPR on a large scale as an enforcement system. Several other toll facilities provide ALPR- only account options to users, but most require ad- ditional administration fees to compensate for the increased cost of processing these types of transac- tions. The London scheme also requires ALPR sta- tions within a designated zone, at fixed locations, and on mobile enforcement units. In the United States, most ALPR systems have been used on toll roads for payment violation en- forcement, but this is changing. As toll facilities move to cashless open -road tolling, they are using ALPR systems as a tolling account rather than tags or DSRC transponders. Denver's E-470 and Tam- pa's Selmon Expressway are two examples where ALPR is used extensively to record the toll transac- tion. In Toronto's 407 toll facility, drivers can use either tags or their license plate as identification for paying the toll. Example of ALPR image. Typical ALPR camera and illumination device. The roadside- or street -based equipment re- quired for an ALPR system would include pole and/ or gantry -mounted cameras and illumination de- vices. In some cases, these are combined into one unit. Depending on the overall system design, there may be a requirement for additional cameras (front and rear), classification devices, and independent verification. In addition to the camera mountings, some form of system controller would be required near each installation, requiring full power and communication connections via a purpose -designed base unit connected to each camera location. Com- munications connections may need a dedicated or leased fiber-optic network, and the power supplies may need an uninterruptible power supply. DSRC FREE -FLOW TOLL USING TRANSPONDERS AND GANTRIES DSRC is the most common form of primary elec- tronic congestion -pricing technology in general use and is the standard on most free -flow toll facilities. The technology is based on on -board units (OBUs), sometimes referred to as tags or transponders, which TECHNOLOGIES THAT ENABLE CONGESTION PRICING 1 9 communicate with. gantry -mounted equipment at checkpoints. The roadside equipment identifies and verifies each vehicle's OBU, and depending on the type of system, either processes a charge from its designated account or confirms its rights of access. In most multi -lane free -flow systems, the DSRC system also acts to locate the vehicle within its de- tection zone by using an array of DSRC transceiv- ers. Combinations of toll points can be used to fa- cilitate distance -based charging systems, with special charging conditions for particular entry and exit points or times. The enforcement of this type of scheme is generally addressed by using roadside enforcement cameras and ALPR technology. DSRC tolling started in the United States at the North Dallas Toll Road. It became the harbinger for electronic toll collection (ETC) that has grown rap- idly around the world. These early single -lane ETC facilities can still be found in New York City at the Port Authority of New York —New Jersey bridges and tunnels and on the San Francisco Bay area bridges and tunnels. Multiple lane, free -flow, or open road tolling (ORT), removed the toll booth and single lanes and combined ETC for two or more lanes at facilities in Oklahoma, Denver's E-470, and most of the Orlando —Orange County expressway system. There is a range of DSRC systems in use and under development. Some use infrared communi- cations; this technology has not been deployed widely in higher speed applications and is not gen- erally considered as an open standard. Most are based on microwave communication. The most common systems currently in use are based on a 5.8-GHz frequency, using the European CEN-278 standard. This standard is now well developed and delivers robust and secure OBU devices with an av- erage battery life of around 5 years. The next generation of 5.9-GHz systems, which are being developed mainly in the United States to address a wider spectrum of intelligent transporta- tion systems (ITS) applications, will provide longer range communication and multiple channels. Al- though not currently in use on any operational pric- ing system, these OBUs are planned to become standard installations in all new vehicles within the next decade. DSRC systems can be expanded relatively easily onto other routes or across adjacent areas through the deployment of additional toll or check points. However, expanding these types of systems to cover much wider areas is less cost-effective, because the numbers of toll points to provide effective coverage can increase significantly. The street -based facilities required for a DSRC system include a range of equipment, such as pole - and/or gantry -mounted transceivers, ALPR cameras and illumination devices, vehicle -classification de- vices, independent verification devices, and roadside control cabinets. In the urban environment, some street layouts may require modifications to improve the opera- tion of the system (e.g., to provide localized separa- tion of traffic from opposing direction streams and to assist in reducing the need for full gantries in street situations). The transceiver/classifier units are generally mounted separately from the cameras to allow the cameras to detect vehicles in the pricing zone, although technologies are available to com- bine all functions at one location. A further varia- tion in some arrangements is the use of front and rear cameras, which may require an additional cam- era support structure. Some form of system controller would also be required in the vicinity of each installation, requir- ing full power and communication connections via a purpose -designed base unit connected to each location. 10 1 CONGESTION PRICING Components of Singapore's ERP system. In multi -lane situations, an array of transceivers and classifiers will be required, generally mounted on purpose-built gantries or potentially mounted on existing structures. Where multi -lane facilities are to be installed in two directions, the relative lo- cation of gantries also requires consideration, be- cause a degree of separation is required between some equipment. Singapore operates an ETC system as its primary technology for congestion pricing. Groups (arrays) of transceivers mounted on entry -point gantries com- municate with units in each vehicle to locate the ve- hicle and record the transaction. The OBUs are also equipped with smart card payment facilities. In Italy, several major cities operate access con- trol systems that use the TELEPASS toll system, which was developed and has been operating on the Italian motorway network. This system is based on the use of 5.8-GHz transceivers and OBUs and is designed for use in single -lane toll -gate situa- tions only. VPSTECHNOLOGIES Internationally, road authorities have been explor- ing and implementing VPS (e.g., global positioning system [GPS], Galileo, Global Navigation Satellite System [GLONASS]), which do not require on - road infrastructure to assign a position to a. vehicle. Instead, these systems use satellite -location systems, generally GPS, to determine the vehicle's position and to measure location and distance travelled for the purposes of charging and access control. These Example of vehicle positioning system. systems offer greater flexibility for authorities to vary charges to influence more aspects of travel and transportation choice. In Europe, the launch of the Galileo satellite system will complement the U.S. GPS system with over 30 more satellites in orbit, ensuring greater accuracy of position and location. The Russian GLONASS is currently being reno- vated and will add 30 more positioning satellites in orbit by 2015. In total, the fleet of positioning satel- lites, GPS, Galileo, and GLONASS will provide nearly 100 total satellites for positioning and navi- gation systems that will be accurate to less than 3-feet positioning in the next 5 to 7 years. Although VPS technologies are an effective means of tracking vehicle position, the information they gather and store needs to be communicated to central systems on a regular basis, and as such, VPS units are generally combined with other technolo- gies (e.g., digital maps, wide -area communications, and short-range general packet radio service [GPRS] communications) to charge and enforce the system. Additional features required include enforcement checkpoints (fixed and mobile) and depending on the focus of the system, these can be extensive. New DSRC systems such as the 5.9-GHz technol- ogy along with Wireless Fidelity (WiFi), Worldwide Interoperability for Microwave Access (WiMA ), and other third -generation communications capa- bilities that are being implemented in Baltimore and in other cities across the United States will make VPS more popular for navigation, tolling, and congestion pricing. TECHNOLOGIES THAT ENABLE CONGESTION PRICING 1 11 The current cost of units has been a major factor in these systems that are only being used for heavy - vehicle application to date. Once established, VPS- based systems have the advantages of wide cover- age and far fewer checkpoints than do other technologies. It is expected that on -board VPS units will become standard features in new vehicles within 10 years; this migration is a specifically iden- tified strategy for the European Union. VPS-based systems require far less on -street equipment than do other systems, with the primary function of the street -based facilities being backup enforcement at selected checkpoints. Fixed on -street checkpoints are most likely to use DSRC and ALPR technologies that require a series of pole- or gantry - mounted devices. These fixed enforcement stations will most likely be supported by mobile units that will reduce the number of locations required. VPS-type technology is in use on several wide - area, heavy -vehicle, road -user charging facilities, in- cluding systems in Germany and Switzerland. VPS- based systems havee been introduced or considered (in the United Kingdom) as technology solutions for the introduction of distance -based charging, primar- ily for heavy vehicles. The German model is begin- ning to demonstrate that the technology is moving toward being "proven," but only for a distance -based charge. Nowhere in the world has VPS been used for a more contained urban -congestion -pricing scheme, primarily because of difficulties in receiving signals from satellites in the urban environment (with its canyon effect) and because the higher costs of in - vehicle units are prohibitive in smaller areas. In an urban area, the costs of the scheme would also likely rise dramatically because of the need for "repeater" units to overcome the canyon effects and improve boundary accuracy. Similar systems have been used in Seattle for testing driver responses to tolling. Port- land, Oregon, also ran a test with such a system in which drivers could pay the distance charge rather than pay a higher excise tax for fuel at the pump. The pilot test indicated that such a concept could act as a transition approach to moving away from fuel excise taxes to distance -based charges. P1CO-CELL sys,rEM s A cellular network is basically a radio network made up of several radio cells, each served by a fixed transmitter that is known as a cell site or base sta- tion. These cells are used to provide radio coverage over a wider area. Cellular networks use a set of fixed main transceivers, each serving a cell and a set of distributed transceivers, which provide services to the network's users. Pico -cell technology is, in simple terms, a more concentrated cell network that uses smaller trans- ceivers and thus develops a cell network that pro- vides a greater ability to locate mobile devices within the network. By using this type of network, it is possible to locate properly equipped vehicles with a high degree of accuracy, thus providing the potential to introduce distance -based charging by using a ground -based technology. The sensor networks being developed for this type of applica- tion consist of a large number of devices (known as motes) that are connected by using wireless technology. Recent trials in Maryland and California have involved the cellular network to gather traffic data based on a static network of motes connected to bus stops and mobile motes placed on buses, which become transient members of the static network as they approach a bus stop. The system 12 1 CONGESTION PRICING Pico -cell data transmission illustration. trials have been used to provide position informa- tion collected from the buses. Future intelligent infrastructure pico-cell systems are based on the concept of a dense network of low-cost short- range transceivers located within vehicles and on roadsides. Trials of this type of technology have recently been undertaken in the United Kingdom (Newcas- tle and London) to test the feasibility of this tech- nology for congestion pricing. These trials have in- dicated that this type of technology does have the potential to provide a viable alternative to other location -based systems such as VPS. The street -based equipment required for this type of system includes an extensive network of short-range communications devices that make up an integrated web of communications. These de- vices would be located in vehicles and as part of roadside infrastructure and would have minimal impact in terms of space or visual intrusion. As with VPS-based systems, this type of system would require some on -street enforcement, al- though far less than other systems, with the pri- mary function of the street -based facilities being backup enforcement at selected checkpoints. Fixed on -street checkpoints are most likely to use DSRC and ALPR technologies and require a series of pole - or gantry -mounted devices. These fixed enforce- ment stations would most likely be supported by mobile units that would reduce the number of lo- cations required. COMBINATION SYSTEMS The majority of current pricing systems, including toll roads and urban charging and access schemes, use a combination of technologies to manage the collection and enforcement process. This includes almost all U.S. toll roads from Maine to Florida and from New York City to San. Francisco. One of the most common combinations is the use of DSRC OBUs as the primary payment and identification technology and ALPR technology for enforcement and casual -user transactions. This combination allows operators to benefit from the higher accuracy and lower operating costs of DSRC, while using ALPR to overcome DSRC limitations of casual -user management and enforcement. This package also limits the use of the less accurate and more operations cost -hungry ALPR technology to a reduced number of transactions. Other global example combinations include the deployment of VPS on the German and Swiss truck toll systems, which use VPS to address the distance - and location -based elements; DSRC to provide the necessary local roadside communication; and ALPR as a base -enforcement technology. TECHNOLOGIES THAT ENABLE CONGESTION PRICING 1 13 Sub -System Technologies As indicated in the Functional Processes for Tolling INFORMING AND PROVIDING and Congestion Charging section of this primer, the tolling process is a combination of sub -processes that require close integration. The overall effective- ness of tolling and congestion -pricing technologies will be the aggregate improvement in all steps of the process for reliability and accuracy and mini- mized revenue leakage and fraud. There are several related sub -systems for which a range of technology options exist, which include the following: • Informing and providing standard signs and lane markings to increase driver recognition and un- derstanding of the tolling or congestion pricing across the United States. • Vehicle occupancy detection technologies. • Vehicle identification and classification systems (e.g., laser, video, digital loop, axle detection trea- dles, etc.). • Telecommunications: Roadside and centralized control equipment (e.g., in -unit, controller -based processing). • Automation of operations (e.g., payment and en- forcement processing, account setup and man- agement). • Payment systems for pre- and post -collection of tolls or congestion -charging fees. • Verification and secondary enforcement systems (e.g., scene image capture, mobile and portable enforcement). • System reliability and accuracy of DSRC systems. • OBU distribution facilities. • ITS integration. STANDARDIZED SIGNS AND LANE MARKINGS As tolling systems have grown across the United States, toll facilities have been very individual and unique enterprises. With the introduction of each facility and the advent of ETC, each of these facili- ties has developed its own branding of its ETC package. Today, a plethora of arcane and distinct brand names for ETC exist in the United States, including E-ZPass, FasTOLL, SunPass, MnPass, and a host of other names. In an age of standardization and interoperability, these names may confuse driv- ers who travel across the country. A similar situation existed in Sydney, Australia. Each toll road had its own brand name for its ETC. To solve the driver -recognition problem, a standard symbol of a green square with a yellow "E" was add- ed to each toll lane and free -flow sign to indicate an interoperable ETC facility where any and all ETC transponders or OBUs could be read and accepted. With the advent of potential interoperable stan- dards such as the vehicle infrastructure integration (VII) or 5.9-GHz technologies, a similar approach should be taken to mark all interoperable facilities across the United States. This would allow each toll facility to retain its branding for local recognition, but as it adopts a national interoperable standard, a common designation is necessary, as in Australia. Legally, each toll facility must be marked as a toll road to advise the user of the requirement for toll- ing. This is a common requirement across all toll facilities in the United States. Although this is a le- gal requirement, there are no standard road signs or lane markings for toll roads, priced lanes, or conges- 14 1 CONGESTION PRICING tion-pricing areas in the Manual on Uniform Traffic Control Devices (MUTCD) to integrate the efforts and provide a common set of signs, colors, and markings as toll roads, priced lanes, and congestion pricing grow in size and numbers across the United States. In the United Kingdom, for example, the red circle with a white "C" was originally developed for the London congestion charge. It appeared on all signs and lane markings to indicate to drivers the boundary of the congestion -charging zone in Lon- don and to provide information concerning the London congestion charge. In addition, color or road designation of these facilities —toll roads, priced lanes, and congestion - pricing areas —should be designated for ease of map making and recognition. Just as we have standard- ized icons, colors, and signs for Interstates and high- ways, we need to develop these designations for tolling and congestion pricing. VEHICLE -OCCUPANCY DETECTION TECHNOLOGIES A promising technological advancement that could improve congestion -pricing operations for priced - lane operations is the development of a more ac- curate vehicle -occupancy system. At present, some imaging software is able to read closed -captioned television (CCTV) images and discern the number of occupants. In addition, infrared sensors can de- tect human -heat signatures. Although more ad- vanced algorithms and other advances in available technologies have made significant improvements in the software's ability to identify human occu- pants, several inherent limitations prevent complete implementation of automated "outside the vehicle" occupancy monitoring. For example, sensors often have difficulty rendering data from all seats within a vehicle, particularly in the dark or when one of the passengers is a small child. Further complica- tions arise in non -barrier -separated roads where movement between lanes has minimal physical re- strictions. For automated enforcement to be imple- mented, sensors must achieve near perfect accuracy, which thus far has not been possible to attain. One potential solution is to instead focus on oc- cupancy monitoring from inside the vehicle. Seat - belt and air -bag sensors are already standard equip- ment on today's vehicles, monitoring front -seat occupancy via mechanical seatbelt closure sensors and weight/pressure sensors installed within seats. In the future, additional sensors could be installed in the rear seat, allowing the vehicle to have a complete analysis of the number of occupants in the vehicle. Additional advanced sensors, including light -emitting diode (LED) and infrared imaging, could be added to ensure a more accurate mea- surement. The in -vehicle system could communi- cate occupancy information with sensors imbed- ded in the infrastructure via a radio transponder/ receiver system, GPS, or cellular signal to allow single -occupancy and high -occupancy vehicles us- ing HOT lanes to be assessed the appropriate charges. VEHICLE -IDENTIFICATION AND CLASSIFICATION SYSTEMS The task of vehicle classification for congestion pricing varies with the type of scheme and primary technology used. For manual or semi -automated toll lanes, in which vehicles are confined to a single lane at reduced speed, classification can be mea- sured by size, weight, or number of axles. In these situations, devices such as weigh -in -motion (WIM) detectors, treadles, or lasers can be used with rela- tive accuracy. TECHNOLOGIES THAT ENABLE CONGESTION PRICING 1 15 Once a free -flow environment is introduced and vehicles are required to be classified at ftdl speed and in a multi -lane environment, the ability to clas- sify with the use of technology is reduced, along with the range of technologies available. Current axle treadles and WIM technology do not provide sufficient accuracy to classify vehicles in this type of environment, and a size -based classification system is therefore required. There are currently two sufficiently reliable meth- ods available to classify vehicles by size in a multi- lane free -flow environment: scanning -laser technol- ogy and stereoscopic -video technology. Digital loops also provide an option but are affected by lane - change movements and do not provide the range of classification available with laser and video systems. The technologies for classification are another area in which standardization is needed across all toll facilities in the United States. A common refer- ence system would assist drivers in knowing the charges they will incur. Current classification sys- tems and their application create confusion and un- certainty in the minds of drivers. Only from a na- tional perspective can this effort be directed and then implemented by states and toll agencies. TELECOMMUNICATIONS - ROADSIDE AND CENTRALIZED CONTROL EQUIPMENT All congestion -pricing systems require the continu- ous processing of large volumes of transactions. De- pending on the charging scheme and primary charg- Roadside processing equipment. Centralized processing equipment. ing technology used, the complexities and volumes of these transactions can be managed in different ways to achieve a suitable balance between system reliability and operational cost. One major area of consideration is the balance between roadside and centralized processing and the communications architecture developed to sup- port these processes. Decisions should be based on several factors: • The volumes of data that need to be moved around the system. • The availability, reliability, and cost of communi- cations. • The number, security, and accessibility of road- side installations. Congestion charging schemes rely on large volumes of transaction data passing between a network of roadside facilities and the back -office systems. De- pending on the type and structure of the system, this data may be relatively low -volume, character - based files, or much larger (for ALPR) digital -image files. These system requirements will have a signifi- cant influence on the architecture of the system and, in particular, the communications networks. For example, conducting ALPR processing at the roadside may significantly reduce communications and storage costs if the system provides for this type of operation; however, this requires a greater level of functionality within roadside equipment that may prove too costly to provide at a large number of locations. These decisions and the resulting system archi- tecture can have a major influence on the cost ef- fectiveness of the entire system. For example, the London congestion charge is based on a high level of centralized processing with large volumes of data being transferred daily from many roadside facili- ties. This leads to higher costs, with recent technol- ogy reviews and trials highlighting the potential savings that could be made through a more efficient architecture. ALPR-based systems have the most to gain from improved architecture design, having the highest potential data requirements. DSRC systems 16 1 CONGESTION PRICING that use an. ALPR enforcement component would be the next highest. user, with VPS and cell systems most likely to have the lowest demand. Recent trends in the development of the primary DSRC and ALPR equipment have led to the con- solidation of some processing within these units, thus reducing the functions of roadside control units and further improving cost efficiency. AUTOMATION OF OPERATIONS The major operational costs of congestion -pricing systems result from the continuous processing of large volumes of transactions. Depending on the charging scheme and primary charging technology used, these transactions and processes can be auto- mated to reduce cost and improve the overall effi- ciency of the system. A key objective is to minimize manual processing, particularly where there is no direct customer contact. The use of OBUs is a major contributor to re- ducing operational cost across .most free -flow facili- ties. As the most reliable means of automating ve- hicle (or account holder) identification, this technology reduces the level of manual processing required and thus minimizes cost. Other areas of automation include account setup and management processes through interactive voice response (IVR) and the Internet, ordering of statements, and account top -up facilities. The selection of appropriate systems to auto- mate back -office functions is critical to developing a cost-effective road -charging system. Congestion pricing is based on high -transaction volumes and Back -office operations. relatively low -transaction values that lead to a focus on small costs to ensure a cost-efficient system. PAYMENT SYSTEMS FOR PRE- AND POST -PAYMENT OFTOLLS AND CHARGES There is a wide range of payment options available, and the selection of an appropriate package of op- tions needs to address the specific needs of each scheme. A key issue is the balance between provid- ing security of payments at a reasonable cost and providing user convenience. Where manual or machine -based payment op- tions are available, the use of cash and standard card -payment options is feasible, and although the management of cash payments involves some cost to the operator, the convenience and anonymity of cash addresses a key concern of some users. For most electronic tolling and congestion -pricing systems, the primary. and preferred payment mecha- nism is through customer accounts. These provide greater security of payment for the operator (as us- ers are generally required to prepay and provide bank account or credit card details) and reduce the cost of operation. Accounts are also more conve- nient for most users, because they are not required to make individual payments for each transaction. Account -based payments can be used with any OBU or ALPR-based system and are the most com- mon form of payment for free -flow toll facilities. A further option is the use of smartcards, as used in the Singapore ERP system. These cards are used with the vehicle's OBU, and payment is debited from the card balance. This provides a further level of convenience that is preferred by some customers, and as the balance on the card is prepaid, there is a degree of security for the operator. The main disad- vantages are the increased complexity and cost of the OBU and the need to provide real-time road- side processing of payments. One advanced electronic -payment technology with potential application in congestion -pricing programs involves the use of contactless bank cards. Contactless smart bank cards, such as the Visa Wave TECHNOLOGIES THAT ENABLE CONGESTION PRICING 1 17 or the MasterCard PayPass, are being distributed by several U.S. banks already, and more plan to follow. These cards allow payment by radio frequency identification (RFID) transaction -just tapping the card on the reader —instead of requiring the mag- netic stripe of the card to be run trough the reader (a slow and fraud -prone process). EMV is a proto- col, developed by Europay, MasterCard, and Visa (EMV), for authenticating credit and debit card payments at point -of -service (POS) terminals and automated teller machines (ATMs) through the use of interoperable chips. Although it has failed to gain traction in the United States, this standard is used throughout most of the world, including Europe and Asia. The version of EMV used on the contactless bank cards, called contactless EMV, uses an encryption algo- rithm that makes them essentially fraud proof. In congestion -pricing programs, the contactless EMV cards could be used in OBUs that act as the toll -tag transponder. OBUs with contact smartcard card readers are in use in. Singapore, and the Norwegian company Q-Free built OBUs with contactless card readers that were used at the 2006 Winter Olym- pics in Turin, Italy. By using such transponders and cards, congestion -pricing programs could avoid hav- ing individual user accounts to administer —users would pay directly by bank card. SECONDARY ENFORCEMENT ALPR is effectively the foundation of all electronic free -flow charging, because it is the only common point of reference for all vehicles passing through a toll checkpoint or zone boundary. In most free -flow tolling applications, ALPR is used only as an enforcement tool, with the majority of users charged and verified through an OBU. Even in this situation, secondary enforcement systems, such as color -scene images, are recorded for evi- dence and to back up the basic ALPR records. ALPR enforcement. However, in situations in which either ALPR is the primary technology or there is a need for fur- ther enforcement backup, other backup systems and technologies can be used, such as front and rear AI.,PR systems or digital video recording of traffic that can be accessed later to assist in identifying of- fending vehicles. These systems can provide an al- ternative view of traffic from the primary ALPR systems and can overcome adverse environmental conditions such as sunlight or shadow effects. SYSTEM RELIABILITY AND ACCURACY OF DSRC SYSTEMS Pricing systems using vehicle -based OBUs are used widely across the world for a range of tolling and road -charging applications. These systems generally use a microwave signal at or around 5.8 GHz to provide the critical vehicle -to -roadside communi- cation function. The most widely used standard for this frequency range is the European CEN-278 standard. As the planned role for vehicle -to -roadside and vehicle -to -vehicle communications becomes more widespread (i.e., moving into dedicated safety sys- tems, traveler information, and other ITS applica- 18 1 CONGESTION PRICING tions), the 5.8-GHz standard is being superseded by a standard in the range of 5.850-5.925 GHz. This developing standard, known as WAVE, has greater range and greater multi -channel capability. Although there are no current road -charging appli- cations in operation, it is likely that this standard will replace and enhance current systems over the next 10 years or so. In the United States, the implementation of DSRC-enabled devices serves as part of the VII ini- tiative, which brings together vehicle manufactur- ers, government agencies, and professional organi- zations in the design of architecture, standards, policies, and potential business models of a system that will enable vehicles to communicate with each other and roadside equipment. It is envisioned that VII transponders will be installed soon in all vehi- cles and that roadside equipment will be deployed at major intersections and along roadways through- out the nation to form a nationwide network. Ap- plications for VII include public safety, traveler in- formation, and demand management. The vision for VII is to deploy roadside units throughout the country, thus creating a uniform, nationwide data network. Combined with GPS, all connected vehi- cles will know their location and have the ability to communicate location, traffic conditions, and other information to the system. The ability to exchange such information could be useful in congestion pricing. OBU DISTRIBUTION FACILITIES The distribution and management of OBUs for DSRC and VPS-based systems incorporate a range of technologies and systems designed to address the specific requirements of particular schemes. The majority of OBUs would be distributed from a cen- tral facility by mail, by customer collection, or through agent networks. However, the use of vend- ing machines has helped improve distribution and availability, as is the case with the Austrian Motor- way toll system. Banks and financial institutions also distribute tags, OBUs, and transponders. For example, in Spain and southern France, the VIA-T project proved that drivers could sign up for toll accounts through banks and financial institutions. These institutions provide. the OBUs and the account mechanism for drivers by linking payments to (a) the bank -issued credit card, (b) a person's checking account (direct payment), or (c) a savings account/debit account. Just like the issuance of a credit card, the OBU was dispatched from a central depository to the indi- vidual by express and registered mail. As toll roads, priced lanes, and congestion pricing become more common, the business model for standardized OBUs should change, as well as the business model that people use to secure them. ITS INTEGRATION The level and type of ITS integration will depend on the type of pricing system adopted and the pay- ment structures and technologies used, but oppor- tunities exist to integrate at many levels. Another major area of ITS integration is the use of pricing - system data to provide travel time and congestion information. One of the best -developed systems is the Italian TELEPASS system that has been in op- eration on the motorway network for many years. The large numbers of OBUs continually moving across the motorway network are tracked by pur- pose -designed stations to provide real-time travel - time information, linked into traveler information systems. TECHNOLOGIES THAT ENABLE CONGESTION PRICING 1 19 Acronym List/Glossary ALPR—Automatic License Plate Recognition. Soft- ware that enables authorities to match the vehicle license plate with identity information in registration data. DSRC—Dedicated Short -Range Communications. A short- to medium -range communications service that supports both public safety and private opera- tions in roadside -to -vehicle and vehicle -to -vehicle communication environments. ALS—Area Licensing Scheme. Singapore's ALS, op- erated from 1975 until 1998, required car drivers EMV—Europay, MasterCard, and Visa. entering the CBD during the morning peak to pay three Singapore dollars per day (with exemptions for vehicles carrying four or more people). ATM Automated Teller Machine. A computerized telecommunications device that provides the cus- tomers of a financial institution with access to finan- cial transactions without the need for a human clerk or bank teller. CCTV —Closed -Circuit Television. The use of video cameras to transmit a signal to a specific place, such as a limited set of monitors. CBD—Central Business District. The commercial and often geographic heart of a city. CEN—European Committee for Standardization. The CEN was founded in 1961 by the national stan- dards bodies in the European Economic Community and European Free Trade Association countries. CEN contributes to the objectives of the European Union and European Economic Area with voluntary tech- nical standards, which promote free trade, the safety of workers and consumers, interoperability of net- works, environmental protection, exploitation of re- search and development programs, and public pro- curement. ERP—Electronic Road Pricing. Electronic toll -col- lection system that prices roads based on usage. ETC —Electronic Toll Collection. The collection of tolls based on the automatic identification and clas- sification of vehicles by using electronic systems that do not require drivers to stop or slow down. GHz—Gigahertz. A unit of alternating current (AC) or electromagnetic (E.M) wave frequency equal to one thousand million Hertz (1,000,000,000 Hz). The gigahertz is used as an indicator of the frequency of ultra -high -frequency and microwave EM signals. GLONASS—Global Navigation Satellite System. Based on a constellation of active satellites that con- tinuously transmit coded signals in two frequency bands, which can be received by users anywhere on the earth's surface to identify their position and ve- locity in real time based on ranging measurements. The system is a counterpart to the United States' global positioning system (GPS), and both systems share the same principles in the data transmission and positioning methods. GLONASS is managed for the Russian Federation Government by the Russian Space Forces, and the system is operated by the Co- ordination Scientific Information Center (KNITS) of the Ministry of Defense of the Russian Federation. 20 1 CONGESTION PRICING GPS—Global Positioning System. A U.S. space - based radio -navigation system that provides reliable positioning, navigation, and timing services to civil- ian users on a continuous worldwide basis —freely available to all. For anyone with a GPS receiver, the system will provide location and time. GPRS—General Packet Radio Service. A packet - oriented mobile data service available to users of Global System for Mobile Communications. HCV—Heavy Commercial Vehicles. Includes all heavy motor vehicles used for the transportation of passengers for hire, or constructed or used for trans- portation of goods, wares, or merchandise. HOT —High -Occupancy Toll. On HOT lanes, low - occupancy vehicles are charged a toll, whereas high - occupancy vehicles are allowed to use the lanes free or at a discounted toll rate. HOV—High-Occupancy Vehicle. Highway lanes are typically reserved for these vehicles with two or more occupants. rFS—Intelligent Transportation Systems. An elec- tronic toll -collection system without toll plazas, where all drivers are charged the toll without stop- ping, slowing down, or being in a specific lane. IVR—Interactive Voice Response. A phone technol- ogy that allows a computer to detect voice and touch tones using a normal phone call. LED —Light -Emitting Diode. A semiconducter di- ode that emits light when an electric current is ap- plied. MUTCD—Manual on Uniform Traffic Control De- vices. Defines the standards used by road managers nationwide to install and maintain traffic control de- vices on all streets and highways. The MUTCD is published by the Federal Highway Administration. OBU—On-Board Unit. Also called an on -board transponder. The in -vehicle device component of an ETC system. A receiver or transceiver permitting the Operator's Roadside Unit to communicate with, identify, and conduct an electronic -toll transaction. ORT—Open Road Tolling. An electronic toll -col- lection system without toll plazas, where all drivers are charged the toll without stopping, slowing down, or being in a specific lane.. POS—Point of Service (or Sale). A retail shop, a checkout counter, or the location where a transac- tion occurs. RF—Radio Frequency. RFID—Radio Frequency Identification. A technol- ogy similar to bar-code technology. With RFID, the electromagnetic or electrostatic coupling in the RF portion of the electromagnetic spectrum is used to transmit signals. An RFID system consists of an an- tenna and a transceiver, which read the radio fre- quency and transfer the information to a processing device and a transponder, or tag, which is an inte- grated circuit containing the RF circuitry and infor- mation to be transmitted. RUC —Road -User Charging. A mechanism through which motorists pay to use a defined area of road, usually through payment of a toll. U.K.—United Kingdom. The United Kingdom is a state consisting of four countries: England, Northern Ireland, Scotland, and Wales. UPS—Uninterruptible Power Supply. A device that maintains a continuous supply of electric power to connected equipment by supplying power from a separate source. U.S.—United States. A constitutional republic con- sisting of 50 states and 1 federal district. VIIVehicle Infrastructure Integration. VII will work toward the deployment of advanced vehicle - vehicle and vehicle -infrastructure communications that could keep vehicles from leaving the road and enhance their safe movement through intersections. TECHNOLOGIES THAT ENABLE CONGESTION PRICING 1 21 VPS—Vehicle Positioning System. Satellite -based system for vehicle tracking and positioning. WAVE —Wireless Access in Vehicular Environ- ments. Wireless communications that will let motor vehicles interact with roadside systems to access safety information and travel -related services, even at high speeds. WiFi Wireless Fidelity. A term for certain types of wireless local area networks that use specifications in the 802.11 family. WIM—Weigh in Motion. Devices designed to cap- ture and record truck axle weights and gross vehicle weights as the trucks drive over a sensor. WiMAX—Worldwide Interoperability for Micro- wave Access. A telecommunications technology that provides for the wireless transmission of data by using a variety of transmission modes, from point-to- point links to full mobile -cellular -type access. 22 1 CONGESTION PRICING N „ References �Y. �d �rf:. . •. 1. San Diego Association of Governments. (2008). Fas7rak@. Retrieved on November 10, 2008, from http://fastrak.511sd.com/ 2. New Zealand Ministry of Transportation. (2005). Auckland Road Pricing Evaluation Study, Final Report. Retrieved on November 10, 2008, from http://www.transport.govt.nz/ apes -index/ 3. Singapore Land Transportation Authority. (2008). Retrieved November 10, 2008, from http://,A,ww.Ita.gov.sg/ 4. Hong Kong Transportation Department. (2001). Feasibility Study on Electronic Road Pricing. Final Report. Retrieved November 10, 2008, from http://'Vvww.td.gov.hk/ publications_and_press_releases/publications/free_publications/feasibility study_ on_electronic_road_pricing_final/index.htm TECHNOLOGIES THAT ENABLE CONGESTION PRICING 1 23 Fur'More information, contact: Jimmy Chu Office of fransportation Management, HOTM Federal Highway Adrninistration U.S. Department of Transportation 1200 New Jersey Avenue, S.E. Washington, DC 20590 Tel: 202-366-3379 E-mall: jimmy.ehuddot.gov 0 US. Department of Transportation Federal Highway Administration Office of Transportation Management Federal Highway Administration U.S. Department of Transportation 1200 New Jersey Avenue, S.E. Washington, DC 20590 Tel: 202-366-6726 www.ops.fhwa.dot.govisiteindex.htm October 2008 FH WA-HOP-08-042 r r•, {. Ali T Community Collaboration for Children's Success South San Francisco Neighborhood Action Plan 2019-2024 Executive Summary Artists: Emerging Leaders Program at South San Francisco High School, 2013. [page intentionally left blank] Community Collaboration for Children's Success South San Francisco Neighborhood Action Plan The Community Collaboration for Children's Success (CCCS) initiative is a multi -agency San Mateo County approach to addressing the geographic concentration of large numbers of young people in County systems such as Juvenile Probation, the Human Services Agency's Division of Children & Families Services, and Behavioral Health and Recovery Services. CCCS focuses community planning efforts in four neighborhoods to recognize and address each community's needs while building on existing assets. The initiative's long-term goals are to achieve better outcomes for children and youth and help prevent the circumstances that lead to system involvement for young people. Four neighborhoods were selected to develop neighborhood action plans for the CCCS initiative and were identified because they have both high youth need and high capacity for deep community engagement and participation. A Youth Need Index and Youth Planning Readiness Index were calculated using agency and community data. To learn more, please visit www.GetHealthySMC.org/CCCS-data. The four neighborhoods that were identified were within North Fair Oaks/Redwood City, South San Francisco, East Palo Alto, and Daly City. The area in South San Francisco that was identified is in purple in the map below, while the dotted line shows the approximate boundary for the CCCS focus area in SSF. Outreach and engagement efforts were conducted with community members who live, work or go to school within the dotted line, with a focus on community members from the purple area. Between May and December of 2018, a broad group of stakeholders in SSF met and reflected on community input to identify neighborhood issues, assets and strategies for the area to support children's success. t_VLMA / $a 0- 4Q4 44p 01 6' ♦ .tea • • • &a10 (U'MN RPOR DALY CITY CLUB � ( B�KORPO 110 SONfRRUNO op SOUTH SAN FRANCISCO Prepared by Raimi +Associates Community Collaboration for Children's Success South San Francisco Neighborhood Action Plan The planning process consisted of four main steps: 1) convening the SSF community, 2) gathering community input from residents of the SSF neighborhood, 3) prioritizing strategies for the Action Plan, and 4) developing the Action Plan. This process took place between May of 2018 and February of 2019, and was focused on identifying goals, community strengths and issues, and prioritizing strategies. 1. 2. 3. 4. Convene community May -December 2018 Gather input August - October 2018 Prioritize strategies October - December 2018 In SSF, we gathered community input from about 236 community members: Finalize neighbor- hood action plan December 2018- February 2019 ■ 3 Tell Us sessions (small group conversations) with 22 parents/caregivers and 10 youth, ■ Surveys were completed by 149 parents/caregivers and 46 youth, and ■ 2 Dream Walls (posters with key questions in English, Spanish, Tagalog, and Chinese on which community members could write or draw responses) with at least 9 adult respondents. The local CCCS Planning Process included meeting participation from 65 community members: ■ 4 SSF Neighborhood Leadership Group (NLG) meetings: Approximately 65 SSF community members and stakeholders (unduplicated) participated in 4 meetings. These community members represented more than 32 organizations, schools, programs, and government agencies or departments. The 22 community members and stakeholders who attended the 3rd and 4th NLG meetings reviewed and prioritized the top issues/needs and top strategies, and NLG members who were not able to attend were invited to provide input on the prioritized issues and strategies via email. See the acknowledgements page for a list of organizations, schools, agencies, and programs that participated in the planning process. ■ 3 Steering Committee Meetings: 30 Steering Committee members (representing 25 agencies, departments, commissions, and organizations) participated in 3 meetings and provided extensive feedback on draft strategies via email between April and October 2018. The roster of organizations and agencies represented on the Steering Committee is available online. h Prepared by Raimi +Associates Community Collaboration for Children's Success South San Francisco Neighborhood Action Plan 1. All San Mateo County children + youth are safe, healthy, and resilient. 2. All San Mateo County children + youth feel supported by family, friends, and/or other caring adults in all settings. 3. All San Mateo County children + youth are engaged in learning and recognized for their strengths. 4. All San Mateo County system s are accessible, coordinated, and promote racial + gender equity. ■ Housing costs, high cost of living, and lack of living wage job opportunities (and lack of opportunities to build needed skills/knowledge needed to get living wage jobs) ■ Mental health issues and substance use in youth are not identified or addressed ■ Not enough affordable or free afterschool, weekend, and summer activities ■ Not enough affordable, local childcare (including on weekends, in evenings, and during the summer) or preschool ■ Lack of supportive adults (often because parents/caregivers are working multiple jobs and there are not enough opportunities for youth to connect with other supportive adults) eL `q 1. Change school disciplinary policies to keep children/youth in class and linked to needed supports/resources. 2. Leverage local law enforcement along with a response team to connect community members to services. ............ ..... Tier 1 Strategies ........ ................ ............. .... ....... ........................... 3. Expand work to improve the school environment and sense of Ensuring that all children ' community/school climate. youth, and families live in :............ ..................................................................................................................................................................._..................................................................... safe, healthy, and 4. Provide free and confidential counseling and service referrals via crisis lines, supportive environments particularly for those with severe mental health concerns. .................................................................................................................................................................................................................................................................................... 5. Expand services available at schools and develop/expand the community navigator, promotores, and/or peer -to -peer model to help caregivers learn about, connect..to,.._and...navigate supportive services.................................................................................................................. 6. Provide mental/behavioral health services at neighborhood schools. ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Tier 2 Strategies 7. Promote use of evidence -based social -emotional learning curricula in schools Building resilient children and other environments, as well as related early intervention programs. + youth 8. Expand subsidized preschool spots and childcare for lower -income families. 9. Expand affordable (or free) after school, weekend, and summer enrichment Tier 3 Strategies Providing targeted i opportunities for lower -income children and youth. ..................._pp...................................................-............................................................................................... y................................. 10. Expand living wage job opportunities for identified at -risk parents caregivers support to address unmet and youth. needsat key ages ............................................................ ............. .................................. ............... ... ..................... ........ ................... .................................................. ........................................... - 1 1. Adopt and/or expand "housing first" approach to keep families housed. 12. Pilot a targeted basic income initiative. Prepared by Raimi +Associates Community Collaboration for Children's Success South San Francisco Neighborhood Action Plan This Action Plan is a community call to action! It presents the input of many community members from the SSF neighborhood and is an important and bold step to ensure children and youth success in SSF. It builds on local strengths and presents a menu of key strategies to address local issues and priorities. The aim of the Action Plan is to inspire action, invite public and private collaboration, encourage alignment among local organizations, and ensure continued community involvement. By identifying multiple strategies in a range of areas (or Tiers), the Plan presents a roadmap to children and youth success, and —in the name of the hundreds of community members who participated —is an invitation to harness local community assets and strengths to implement the strategies presented here. For plan implementation in the SSF neighborhood, San Mateo County will convene a local group of stakeholders to advance identified strategies and explore how existing investments can better address the prioritized issues. The County will also seek additional outside funding to resource plan implementation. The following indicators could be used to support the tracking of implemented strategies. OutcomesKey Fewer children and youth Number of children and youth in foster care, on Juvenile Probation, and/or involved in high -intensity receiving BHRS services County systems • Length of time children/youth are engaged in high -intensity County systems Increased income ■ Median household income for households with children and youth ....... ........... _.......... -...... _... .._.............._.........__..._..._._......................_.........._..._.._....._.._..._._.._..._......_..........._....................................................__._........._.........................._..........._.........._................._.........._...._..._.........._......._...._........- ■ Percent of families with children below 300% Federal Poverty Level Decreased costs for families .._.. Number of low-income children and youth participating in subsidized or free with children/youth summer and/or afterschool enrichment activities ■ Number of subsidized childcare preschool slots Increase prevention -t- early ' Percent of youth who report having been drunk or high at school in the past intervention for mental health month issues +substance use • Percent of students referred to the Coordination of Services Team (COST) who are successfully linked to supportive services Increase affordable afterschool, weekend, + ' Number of low-income children and youth participating in subsidized or free summer activities for youth summer and/or afterschool enrichment activities Increase availability of Number of subsidized childcare preschool slots affordable childcare + Number of local childcare providers that accept subsidies and offer preschool childcare outside of 8am-6pm on non -holiday weekdays More supportive relationships Percent of students who have positive relationships with teachers or other between children/youth and adult at school (California Healthy Kids Survey caring adults index) caring adults ■ Percent of students reporting a high level of parent involvement (California Healthy Kids Survey parental involvement index) Working with the CCCS Countywide Steering Committee, County -level system -wide strategies have been identified to advance the communities' vision for our systems. The County will continue to revisit these strategies to advance the overall initiative goals and align with the local work. Prepared by Raimi + Associates Community Collaboration for Children's Success South San Francisco Neighborhood Action Plan A special thank you to the South San Francisco Champions, Neighborhood Leadership Group participants, and the South San Francisco City Council. Participating Organizations, Programs, & Agencies in CCCS South San Francisco Asian American Recovery Services, a program of Health Right 360 The Big Lift Boys & Girls Club: Orange Park Clubhouse Boys & Girls Club: Paradise Valley Boys & Girls Club: Sunshine Gardens California Academy of Sciences Children & Family Services, SMC Human Services Agency Community Learning Center District 1, Supervisor Pine's Office Edgewood Family Services Team Felton Institute First 5 San Mateo County Help Me Grow Leo J. Ryan Preschool, Peninsula Family Services SSF Cultural Arts Commission North County Prevention Partnership (NCPP) SSF Economic & Housing Division Northeast Community Service Area/Community Advisory Committee Planned Parenthood Mar Monte Prenatal to Three Project Read of North San Mateo County San Mateo County Behavioral Health & Recovery Services San Mateo County Human Resources/Jobs for Youth SF Hep B Free - Bay Area Skyline College South City Clinic SSF Asian Alliance SSF City Manager's Office Agencies and Organizations Represented on the CCCS Steering Committee Behavioral Health & Recovery Services Juvenile Court, San Mateo County Division, San Mateo County Health System Superior Court Center for Early Learning, Silicon Valley Community Foundation Children and Family Services Division, San Mateo County Human Services Agency Employment Services, San Mateo County Human Services Agency Faith in Action Family Health Services Division, San Mateo County Health System First 5 San Mateo County Foster Youth Advisory Board Health Plan of San Mateo Jobs for Youth (Youth Workforce Investment), San Mateo County Human Resources Juvenile Unit, San Mateo County District Attorney's Office Legal Aid Society of San Mateo County Office of Diversity and Equity, Behavioral Health and Recovery Services Division, San Mateo County Health System Office of Supervisor Carole Groom Peninsula Conflict Resolution Center Private Defender Program, Juvenile Division (San Mateo County Bar Association) SAMCEDA San Mateo County Arts Commission San Mateo County Child Abuse Prevention Council SSF Library SSF Parks & Recreation Department SSF Parks and Recreation Commission SSF Police Department SSF Unified School District StarVista Thrive Alliance Watch Me Grow/Community Gatepath YMCA Community, Resource Center YMCA Gateway Child Development Center YMCA of SF - Urban Services San Mateo County Housing Department San Mateo County Juvenile Justice & Delinquency Prevention Commission San Mateo County Library San Mateo County Office of Education San Mateo County Parks Department San Mateo County Probation Department San Mateo County Youth Commission Youth Leadership Institute San Mateo County Children and Youth System of Care (CYSOC) Agencies First 5 San Mateo San Mateo County Health Department San Mateo County Human Services Agency San Mateo County Probation Department San Mateo County Office of Education Mural featured on cover was painted in 2013 by the Emerging Leaders Program at South San Francisco High School with support from then - teacher Gustavo Lopez and the Peninsula Conflict Resolution Center. 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