The URL can be used to link to this page

Home My WebLink AboutMINUTES - 06221999 - C197 f7 70: Board of Contra < , ,FROM: Dennis M. Barry, AICP Costa Community Development Director County- MATE. June 22, 1999 SUBJECT: Annual Budget Proposals of the Regional Transportation Planning Committees and the Congestion Management Agency SPECIFIC REQUEST(S) OR RECOMMENDATION(S) & BACKGROUND AND JUSTIFICATION l.EQQMMENQATlQNS Authorize the Auditor Controller to pay from the County's Measure C-1988 funds the County's share of the Fiscal Year 1999100 budgets for regional transportation planning committees in the following amounts: $19,746 for TRANSPAC $14,709 for West Contra Costa Transportation Advisory Committee $1,616 for Southwest Area Transportation Committee FISCAL IMPACT County contributions to the Regional Transportation Planning Committees will total $48,487 in FY 99/00, The Community Development Department has included these contributions in its budget, to be paid with Measure C-88 Return to Source funds received from the Contra Costa Transportation Authority. The County's contribution to the Congestion Management Agency is $81,868 for FY 99/00. The Public Works Department will allocate gas tax funds for this contribution. 5ACKGRQUND1R A _ NS EQR REQQMMENDAIMS Through bath formal and informal agreements, the County participates in various transportation planning forums and shares in their cost of operation. Each organization has submitted their proposed budget for Fiscal Year 1999/00 for review by the contributing agencies. A comparison of the proposed contributions from participating agencies is provided on Exhibit A. The proposed contributions are comparable to the contribution for Fiscal Year 1998199. The County provides staff CONTINUED ON ATTACHMENT; YES SIGNATURE `- � � ACTION OF BOARD ON June 22 1999 APPROVED AS RECOMMENDED XX OTHER , VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE AND XX UNANIMOUS (ABSENT _ r CORRECT COPY OF AN ACTION TAKEN AND AYES; NOES; ENTERED ON THE MINUTES OF THE BOARD OF ABSENT; ABSTAIN; SUPERVISORS ON THE [SATE SHOWN. Contact; Steven L. Goetz (9251335-1240) ATTESTED June 2 2, 1999 cc: Community Development Department PHIL BATCHELOR, CLERK OF THE Public Works Department (T.E.) BOARD OF SUPERVISORS AND COUNTY ADMINISTRATOR dAbudgetktpcbdgt.bc BY DEPUTY Annual Budget Proposals of the Regional Transportation Planning Committees June 22, 1999 Page Two .B.A1CKQRO N /REASONS EER REQQMMEND--ATC continued) support for the TRANSPLAN Committee pursuant to a joint powers agreement and the County's share of that budget is handled administratively. The Tri Valley Transportation Council is not requesting any contributions for Fiscal Year 1999/00. Exhibit B includes copies of the proposed budgets of the SWAT Committee; Transpac, the TRANSPLAN Committee, WCCTAC and the Congestion Management Agency. The Congestion Management Agency Budget is administered by the Contra Costa Transportation Authority and is countywide. The Contra Costa Transportation Authority and the TRANSPLAN Committee have not taken final action on their proposed budgets. Attachments Exhibit A: Comparison of Participating Agency Contributions to Transportation Planning Committees for FY 1999/99 and 1999100. Exhibit B: Budget Details for Transportation Planning Committees GO C7 M oltn to M w M P1tp (V M M M N c2 w m v i rte. tV v u'> r v cV !'•• O u7 i KS rn� 0 co st�eV a M I fLY M Cp N P M M C:3 i CV t` P CO CYf OC) if1 [1 !O t"•:C:9 .=r i~i?GSi t7 st`.ftf iti i c i P Csf ccS tai?tri!t7 iD ,qf N qt P P;M Y:? Q 0 MIC-4 P GSE P�Yo4,�fp CD co C, j C: I•••?(D P N M CV CCI to cn CO M P t�t f"• t33 cn E CS �sS i r ah u)(D M;In tD t" dS;tY M .ill tl rn OR.Iq IM_ ! t+1 M M C7 to '�i� to M C P vii( c1 co 1 CO to � {7S a yamy. PE P`'CP S r PO Cd iP P w-1V P itWit CO t 1 t ? i ?� C�3! 0 r � E E0 000 i •v �� .t j r ;r Pi P �• (.7 , }� co iar O ,mow cc aq. o_ M 3 i 1 C' a �CD a w 4N R 4 s i I Cli ice; o y 0 01[t cco' N ty? t5 CD, cc: I tV i tar? � LO at i �5 1 1N i irn Mj �i t f +� csi l I cc+ ? 10 07 E ;PMP? 'C4tm P ? L7} Z iC2tt3?tD ! Ct) tD tD LD to? i 0 ! LCf i tte 1 <Dd co it i E i e i E CL 0y tD tD ?CD co tD ' c43 i ! tD to tt> th h• E rPo w (0' ccoo E ? —1ti ham 00 - PP ?PP i� i j ri ori is vPinio vco ; Oto t 0 b 1 'ern C, Cg) P M M M CsI a Nt C7 to .-jtV (n to 0tDMst!M� O _.1 ! (DEr-3Cs P � d to r M,o co m V - l(D 0) u7 i(D 490 05-It .- M C7 tom. v ! ? 0)V,,` 00 0) � Q P t�;0) GD iD GO "j!t6 ct r! N to i 04,It CO 0 M C6 E tII CLI CL M P its tri. 9r`P (Y?.= v i— 01 LL +{n co i P r. ' C� t f cit°;N ,n j C3 i tV ca i CA i C� tD c7 sn tt9 I E U +n:xsiMthrncxr?.r Cl r•.;I cotoGo0coNi o i 3 cr �i r`i cx m c� ,n�to?Oct Cli;'It Ct a� M P CV o I C j d O us P E 4m t c�i° P t r tv r. V 04 i rte'ty ri vi E V) i a) .p P 0 [S ? ' CD m i Eas E g 3 — c ' E 'U U io ioasi E o a �i ��n b c co CL j cls as;• aril ?ami eo E a'v a coo 0 .5 �{c m� ml!� eC j as ± r�ltt1 :c � ro;� mj7 vaiiva Q1 t� 'o ro3U u o 2 2 cic . a, 0') U c = rol t" t� cic �' E . co U 0 � 4' g] t7CJUG7!ttJSC7LLtLfLl� tf7U') 1Qt- � iLCr3t-i� f- s� Exhibit B Budget retails for Transportation Planning Committee Southwest Area Transportation Committee resolution 99-1 TrANSPAC Memo regarding 1999/00 Budget, May 17, 1999 TRANSPLAN Committee Memo regarding Proposed FY 99/00 Operating Budget, May 13, 1999 WCCTAC memo regarding FY 99/00 Budget, May 2B, 1999 OCTA Staff report regarding Draft FY 1999/00 Congestion Management Agency Budget, March 3, 1999 RESOLUTION 99-1 A RESOLUTION OF THE SOUTHWEST AREA TRANSPORTATION COMMITTEE AUTHORIZING APPROVAL OF THE TOWN OF MORAGA'S PROPOSAL FOR PROVISION OF ADMINISTRATIVE AND CLERICAL SERVICES WHEREAS, the Southwest Area Transportation Committee (SWAT) is a designated regional transportation planning committee of Jhe Contra Costa Transportation Authority which includes the Town of Danville, City of Lafayette, town of Moraga, City of Orinda, City of San Ramon, and Contra Costa County; and WHEREAS, the SWAT committee has recognized the need for administrative and clerical services to support its ongoing activities; and WHEREAS, the Town of Moraga has been providing staffing services since October of 1994 and is proposing to continue providing such services at a rate of$9,700 for 1999-2000; and WHEREAS, the SWAT committee has considered the Town of Moraga's proposal for provision of continued administrative and clerical services; and agrees to appropriate a total of$9,700 for the 1999-2000, to be divided equally among the six member jurisdictions of the SWAT committee ($1,616 per jurisdiction); NOW, THEREFORE BE IT RESOLVED, that the members of the SWAT committee do hereby accept the Town of Moraga's proposal for provision'of administrative and clerical services; and agree to a commitment of$9,700 for the 1999-2000 provision of said services, to be divided equally among the six member jurisdictions of the SWAT committee ($1,616 per jurisdiction). NOW, THEREFORE RE IT FURTHER RESOLVED that this agreement will take effect on July 1, 1999 and will expire on June 30, 2000. PASSED, APPROVED AND ADOPTED at the meeting of June 7, 1999, by the following vote: AYES: NOES: ABSENT: ABSTAIN: Town of Danville Town of Moraga City of OFtnaa C-o-nTr—a-Go- I a C o unty uty of San Ramon City.7o --Ea-faye fte V",/ ........... ................... ..........................................................................................................................................- ............................................................................................................................................................... .............................................................................................................................................. ...................................................................................... ............................................... A SWAT Staffing Budget 1999-2000 Salaries 31900 Retirement 162 Health Insurance 100 Dental Insurance 32 Life Insurance 10 Workers Comp 117 Long Term Disability 50 Medicare 58 Communications 1 ,0003 Office Expense 4,171 Travel 100 Total $ 91700 A Town of Moraga Proposal June 7, 1999 � r i TRANSPAC Transportation Partnership and Coope pm 4: Clayton, Concord, Martinez, Pleasant Hill,Walnut Creek and Contra Costa County 100 Gregory Lane, Pleasant Hill, California 94523 (925) 671-5250 MEMORANDUM TO: TRANSPAC TAC FROM. Barbara Neustadter, TRANSPAC Manager oo DATE. May 17, 1999 SUBJECT: 1999/00 Budget Attached are the 1999/00 TRAN;SPAC Expenditure and Revenue Budgets which were approved for circulation on .May 13, 1999. The TRANSPAC Joint Agreement requires review by local jurisdictions prior to formal budget adoption by TRANSPAC. Comments from your Council/Board need to be received prior to the September 9, 1999 meeting. Please let me know if this schedule poses a hardship for your jurisdiction. Please note that the Revenue Budget assumes the availability of"rollover" funds from previous years. As a result, the contribution requested from local agencies is less than the total Expenditure Budget amount. Please do not hesitate to contact me if you have questions or require additional information. Attachment cc: Mark Ross, TRANrSPAC Chair Rich Ricci, Director of Finance, City of Pleasant Hill .Penny Anderson, Finance .Department, City of Pleasant Hilt TRANSPAC 1999100 EXPENDITURE BUDGET DESCRIPTION AMOUNT 1118 PIT Con. Consultant 85,953 4200 Operating expenses 3,000 200 Sai-PIT Perm 1050%TPA,NSPAC 19,760 500 Sa#tmedicare 287 860 Retirement/PERS 1,190 880 Ret 457(Def. Comp) 593 703 457 Medical In Lieu 1,200 705 Inst Dental 520 708 Llfetlr#s, g0 709 Ins/LTD 130 710 lns/Vision 118 800 Workers Comp. 535 1153 PIT Hire/Test 100 1540 MaintCpy Mchn 3,500 2200 Advertising 100 2400 Postage 4,000 2500 Photo/pmting 51000 2602 Eduo%Ugs Lac(corn room) 1,000 2604 Auto Mileage 1100Q 2750 Govt Lic&Pees 200 2702 Publications 200 6800 lwiscal Administration 2,600 TOTAL 131,076 w , �tt d r P � � u, i � �.o (a, w i 0 O m r. 2mow o A 2 A s o a M �= H dzd '' a r► Vo tat � o sstt E tz M d Q"l C M z > $ Z w � tLJ Wa �, ae o fir- a U xtT mo Q ` `-4 r 9L o o $ wr w � ► i► �► mT >. m h � c a z � o v a = LU M z cez W ..a z s.- chi a m L � � ° 3 �� AGENDA ITEM #7 TRANSPLAN COMMITTEE HATE. May 13, 1999 TO: TRANSPLAN Committee FROM: Patrick Roche, TRANSPLAN Staff' SUBJECT: Proposed FY 99-00 Operating Budget for the TRANSPLAN Committee Recommendation Adopt proposed FY 99-00 Operating Budget for the TRANSPLAN Committee set at $31,391.00 and, based on the adopted budget, authorize staff to forward invoices to member jurisdictions for payment of their share of the FY 99-O0 Operating Budget. Background Attached for your review is the proposed FY 99-00 Operating Budget for the TRANSPLAN Committee set at $31,391.030. Also attached for comparison purposes is the current FY 98-99 Operating Budget. Note that the proposed FY 99-00 Operating Budget is an increase of approximately 23% over the previous year. This increase reflects several factors: ➢ Salary & Benefits for Contra Costa County CDD staff reflects an increase in COLA and Benefits; ($50.83 to $58.28). Last year's rate was based on a rate that was for FY 97- 98. This year's rate reflects salaries for FY 99-00. > Staff hours increase from 260 hours to 3030 hours. Hours charged as of 3198 amount to 252 hours. Prior to FY 98-99 the Transplan budget funded 300 hours of staff time. > dourly rate for Minutes Cleric is up from $30.030 per hr. to $35.003 per hour. The dues paid by member jurisdictions provide all revenues for the FY 99-00 Budget. Dues are calculated according to the proposed JPA which obligates each jurisdiction to pay 20% of the total budget. Attachments(2) Draft-Proposed FY 99-00 operating Budget Approved—current FY 98-99 operating Budget 3ar4Et h:prochelmsk3{il,iltem PROPOSED FY 1999-00 OPERATING BUDGET TRANSPLAN COMMITTEE OPERATING EXPM.: FY 00FY 00 Salaries (a) Est Avg. Est.Total Hourly 1.5 C.H. Operating Monthly Mrs. Annual Mrs. Rabe Multiplier(d) Expense Sr.Transp.Planner 25 300 $55.28 (b) 1.50 $24,876.00 Dept Secretary 4 48 $34.91 1.50 $2,513.52 Graphics Tech. 1 12 $32.05 1.50 $576.90 Minutes Clerk 60 $35.00 W n/a $2,100.00 Subtotal $30,066.42 'WRce Supplies 3 Services Photocopying,Mailing, and Delivery $540.00 Faxes $360.00 Computer and Ortoe Supplies $75.00 Subtotal $578,00 TOTAL $31,041.42 EY 22!0 REbEHuEs: (%Contribution by Jurisdiction Per Proposed Agmnt.) Antioch $6,208.28 Brentwood $6,208.28 Oakley {fid $6,208.28 Pittsburg $6,208.28 County $6,208.28 TOTAL $31,391.00 /dates: (a) FiorntyRate Calculation Hourly Rate=Annual Salary Benefits/Annual Work Firs. Annual Salary= Monthly Base Salary x 12 Mos, Total Annual Work Hrs.=1700 Hrs.Per Employee (b)Reflects new calculation for Salary 8 Benefits for FY 99 and minor Increase in COLA and Benefits. (c)Separate contract for Minutes Clerk with Anita Tucci-Smith based on 60 hm per yr.@$35.00 per hr._$2,100.00 (d)Multiplier approved by CCTA for their contracts with County staff. (e)County will pay Oakleys share for FY 99.00. TPOW0.99 } FY 1998-99 OPERATING BUDGET TRANSPI..AAN COMMITTEE OPERATING EXPENSES: FY 99 FY 99 Salaries (a) Est. Avg. Est Total Hourly 1.5 O.H. Operating Monthly Hrs. Annual Hrs. Rate Multiplier Expense Sr.Transp.Planner 22 260 $50.83 (b 1.50 $19,823.70 Dept.Secretary 4 48 $27.63 1.50 $1,989.36 Graphics Tech. 1 12 $27.16 1.50 $488.$8 Minutes Clerk 60 $30.00 (c rVa $1,800.00 Subtotal $24,101.94 Office Supplies&Services Photocopying,Mailing, and Delivery $540.00 Faxes 4360.00 Computer and Office Supplies $75.00 Subtotal $976.00 TOTAL $25076.94 REVENUES: Fiscal Year 1998-99 (%Cordr but on by Jur4 icbon Per Agmnt) Antioch(32%) $8,024.62 Brentwood(8%) $2.006.16 Pittsburg(25%) $6,269.24 County(35%) $8,776.93 TOTAL $25,076.94 Notes: (a)Hourly Rate Calculation Hourly Rats=Annual Salary&Senefitsl Annual Work H m. Annual Salary-Montf*Bass Sataty x 12 Aron. Tota!Annual Wolk Hits.=1700 H m.Par EngAoyee (b)Rem new calculation for Salary 8 Benefits for FY 99 and minor increase in COLA and Benefits_ (o)Separate contract for Minutes Clerk with Anita Tuccl-Smith based an Go nus per yr.Qi$30-00 per M.=$1800.00 WCCTRC r West Contra Costa Transportation Advisory Committal PN MEMORANDUM °x` 55 TO: WCCTAC-TAC MEMBERS (See Distribution Below) r CC: CITY MANAGERS, COUNTY ADMINISTRATOR, GENERAL E. Cc r r i to MANAGERS (See Distribution Below) FROM: LISA HOGEBOOM, PROGRAM MANAGER e r c u 1 e s DATE: MAY 28, 1999 c t Attached is information that was presented to the WCCTAC Board at today's meeting regarding the FY 99-00 budget, dues structure, and scope of work. The Board approved the budget, dues, scope ofwork, and Resolution 99-03 ("WCCTAC Resolution Adopting the FY 99-00 WCCTAC Operations Budget, Dues Structure, and Addressing Related Issues"). The next step in the process is for your local jurisdiction/agency to review and approve '` m o�' the budget, dues structure, and scope of work, and to notify WCCTAC staff of the adoption date. I am available to attend Council or Board meetings to present the budget, etc. and to answer questions. Please let me know, in advance, if you need me to attend a meeting or study session. San P a b I o The following documents are attached: • Summary Memorandum to the WCCTAC Board dated May 18, 1.999. • Resolution 99-03 adopted by the WCCTAC Board on May 28, 1999, 1 The WCCTAC Operations budget and comparison to FY 98-99. FY 99-00 Scope of Work. O Revised job description for Program Manager(Managing Director). C T r a"s t If you have any questions,please call me at 510.215.3044. Thank you. Distribution: El Cerrito - Gerry Raycraft and Gary Pokorny 13 A R T Hercules -Brent Salmi and Ken Hobbs Pinole - Dave Dowswell and Don Bradley Richmond -?Nancy Kaufman and Isiah Turner San Pablo- Adele Ho and Rory Robinson Contra Costa County- Steve Goetz and Phil Batchelor 7"i r a Costa AC Transit- Cherry Chaicharn and.Rick Fernandez C o u°t.V BART - Malcolm Quint and Thomas Margro WestCAT- Charley Anderson O\E.APt ARAUO SQLARE SAN'P.X$LO • CA 94806 TEL 510.215.30 5 • FAX 510.235.7059 WCCTnc Wost Contra Costa Transportation Adnim - Committee STAFF REPORT TO: WCCTAC BOARD E� Cerrito FROM: LISA HOGEBOOM, PROGRAM MANAGER DATE: MAY 18, 1999 Hercules RE. WCCTAC BUDGET,DUES, AND SCOPE OF WORK FOR FY 99-00 Staff Recommendation: ' `e Review and approve the draft budget, dues structure, and scope of work for FY 99-00. Budget Highlights: R i`h m o n d The Program.Manager has been working with the Personnel Committee(Chair Maria Alegria and Vice Chair Jane Bartke) over the past year on several related issues including: (1)the Program Manager's evaluation and job reclassification and(2)an expanded Scope of Work. The Personnel Committee is recommending that the Program San Pablo Manager's job be reclassified to Managing Director. A revised job description and salary range are attached. The salary range is the result of a salary survey of five other comparable jobs in transportation(and one in a related industry) in the Bay Area whose salary ranges (taking out the high and the low)were from $74,000 to $104,400. The reclassification of the Program. Manager's job and a Five percent raise for the Transportation Project Manager and the Administrative Assistant account for the increase in salaries and benefits of approximately$8,000 in the FY 99-00 budget. AC Transit The budget includes a reduction in consulting fees of approximately $1,500, primarily due to completion of the computer equipment upgrade. The remaining budget changes are incidental. Budp,et vs. Dues: The dues structure assumes $3,000 in revenue for oversight of the Subregional Contra C o 5 E a Transportation Mitigation Program (Richmond Intermodal Station project), thus, the dues C o U n r ti` amount charged to the local jurisdictions/agencies is based upon $147,090. oSE 3DO SQL%RE SAS PABt6 • C.A 94806 TEt ?0._11. =.30;3 < F\X 510.235.7059 Staff Report- Page 2 May 18, 1999 Scope of Work: The Scope of Work includes the following new items this year: • Transit Summit follow up • Implementation of actions related to the Camino Pablo/San Pablo Dam.Road Corridor Plan • Oversight of the San Pablo Avenue Signal Interconnect project and San Pablo Avenue SMART Corridor project along with OCTA, Contra Costa County, and Alameda County. Program Manager's participation in professional development classes, workshops, and conferences ......................... .............................................................................................................................................. _......................................................... ..... RESOLUTION 99-03 WCCTAC RESOLUTION ADOPTING THE FY 99-00 WCCTAC OPERATIONS BUDGET, DUES STRUCTURE, AND ADDRESSING RELATED ISSUES WHEREAS,the West Contra Cosh Transportation Advisory Committee(WCCTAC), through a "Joint Exercise of Powers Agreement," is the West Contra Costa Regional Transportation Planning Committee; and WHEREAS, WCCTAC's members include the cities of El Cerrito, Hercules, Pinole, Richmond, and San Pablo; and the transit agencies AC Transit, BART, and WestCAT; and Contra Costa County; and WHEREAS, the WCCTAC is charged with assessing the transportation needs and coordinating the actions of its members with regard to transportation issues; and WHEREAS, the WCCTAC operations budget for FY 98-99 was $143,040 with$5,000 in anticipated revenue for administrative oversight from the subregional transportation mitigation program (developer fees); and WHEREAS, the WCCTAC budget reflects a 5% increase for FY 99-00 and an anticipated revenue of$3,000 from regional fees for project oversight; and WHEREAS, the dues structure is as follows (with a comparison to FY 98-99): Jurisdiction Percentage FY 98-99 Dues FY 99-00 Dues City of Richmond 30% $41,412 $44,127 City of El Cerrito 10% $13,804 $14,709 City of Hercules 10% $13,804 $14,709 City of Pinole 10% $13,804 $14,709 City of San Pablo 10% $13,804 $14,709 County of Contra Costa 10% $13,804 $14,709 BART 10% $13,804 $14,709 AC Transit 9% $12,424 $13,238 WestCAT 1% $ 1,380 $ 1,470 WHEREAS, the FY 99-00 budget contains a$3,000 contingency for unidentified needs; and WHEREAS, the budget for the Transportation Systems Management(TSM) program is fully funded by AB 434 (the Bay Area Air Quality Management District's Transportation Fund for Clean Air) and Contra Costa County Measure C dollars and is completely separate from the WCCTAC Operations budget except for a percentage of staff salary and benefits; and WHEREAS, the FY 99-00 budget includes a reclassification of the Program Manager's position to Managing Director with a new job description and salary range,and with the Managing Director starting at Level A in the new salary range(as recommended by WCCTAC's Personnel Subcommittee consisting of the Chair and Vice Chair), and WHEREAS, the FY 99-00 budget includes a 5%salary increase for the Administrative Assistant (to Level C) and the Transportation Project Manager(to Level B) which will be referenced in the staff contracts for FY 99-00; and WHEREAS, any unspent funds in FY 99-00 will be carried over to FY 00-01 and used for working capital/reserve; and NOW,THEREFORE, BE IT RESOLVED, that the WCCTAC approves the budget for FY 99-00, the dues, staff/salary issues, and the dues payment deadline of July 1, 1999 for all participating agencies. The foregoing Resolution was adopted by the WCCTAC at the regular meeting on May 28, 1999. Approved: ►..•► Maria L. Alegria, WCCTAC Ohd it ............................ - ......................................................................................................................................................................... .... ......... ......... ......... ......... ......... ....... .. ................................ . .. ................................. .......... .................. .. ...... ....................................................................................... _ _ _ _ _ _ .................... ..... ..... ._._._...... WCCTAC FY 99-00 BUDGET COMPARISON TO FY 98-99 41000 Salaries FY 98-99 Budget FY 49-00 Budget +!_ Hogeboom 34,500 39,675 5,175 Brenner 4,300 4,515 215 Fielding €5,000 15,750 750 49000 Benefits Hogeboom €0,000 €1,500 €,500 Brenner 1,450 1,525 75 Fielding 6,500 6,825 325 43600 Consulting Fees Project Management&Regional Fee Oversight 10,000 9,000 <1,000> Computer equipment&training 5,000 2,000 <3,000> Special project technical assistance 3,820 5,000 1,180 Finance Services 7,200 7,200 0 Audit 3,400 4,000 600 Transcription 2,800 3,500 700 Liability Insurance 2,300 2,300 0 Public Officers Insurance 3,500 3,500 0 Other 1,000 1,000 0 43500 Office Supplies&Printing 1,000 1,000 0 142001 Telephone €,300 1,300 0 49001 Postage and 1n-House Copies;Copy Machine Lease Postage 5,800 5,800 0 Copy machine lease(includes maintenance and 6,000 6,000 0 per copy costs) 43000 Maintenance 350 0 <350> 43900 Rent 5,400 5,400 0 44320 Transportation/Travel Professional Development(staff) 1,000 €,500 500 Conferences(Board members) 3,000 3,000 0 Auto Allowance 1,800 1,800 0 Subscriptions/Dues 120 500 380 44000 Special Department Expense 2,500 2,500 u^ Contingency 4,000 4,000 0 TOTAL 143,040 150,090 7,050 WCCTAC SCOPE OF WORK FY 99-00 Specific Projects for FY 99-00 1. Manage the Richmond Intermodal Transfer Station project. 2. Continue Transit Summit follow-up and plan/implement the Transit Summit Convention in Spring/Fall 1999. 3. Revise the Personnel Policies and Operating Procedures. 4. Revise the Joint Exercise of Powers Agreement. 5. update the Subregional Transportation Mitigation Program and fee schedule. 6. Keep 'West County informed regarding the Countywide Comprehensive Transportation Plan update. '7. Initiate and monitor implementation of actions in the Camino Pablo/San Pablo Dam Road Corridor Plan and the West County Action Plan for Routes of Regional Significance. g. Keep the additional West County Train Station project moving forward. 9. Along with OCTA, Contra Costa County and Alameda County, assist with the oversight of the San Pablo Avenue Signal Interconnect and the San Pablo Avenue SMART Corridor Phase II projects. Ongoing WCCTAC Programs I. Participate in regional and subregional cooperative planning efforts. Attend meetings and workshops, participate on committees, report to the WCCTAC-TAC and the WCCTAC as necessary. 2. Aggressively seek funds and apply for grants for transportation projects in West County. 3. Advocate for transit improvements including, but not limited to, increased finding, integrating transit components into the land use planning process, and improving public outreach and marketing for transit. i 4. Attend Contra Costa Transportation Authority Subcommittee and Board meetings. Inform WCCTAC-TAC and WCCTAC, as appropriate. 5. Oversee implementation of and manage fiscal aspects of the Transportation Systems Management(TSM)program. Ongoing WCCTAC Projects 1. Represent West County interests relative to the Carquinez Bridge project. Report to the WCCTAC-TAC and WCCTAC as appropriate. 2. Support local bus transit improvements, express bus service in the I-80 corridor, commuter rail projects, BART extensions, shuttle projects, transit centers, and freight mobility projects in and through West County. Participate on committees; attend meetings and workshops. Report to the WCCTAC-TAC and WCCTAC as necessary. General 1. Administrative, personnel, program, and project management and oversight. 2. Key staff person and liaison to the WCCTAC-TAC and WCCTAC Board. Prepare meeting agendas and information packets. 3. Prepare budgets, work plans, administrative procedures, contracts 4. Provide reports to the Board on TSM, paratransit, Highway 4 west, finances, new transportation projects. 5. Participate in professional development workshops, classes, conferences. 2 ............................... .......................................................................................................................................... ..... ......... ......... ........... ...................................................................................... ..... ..... ......... ......... ......... . ........ ...................................................................... .............................................._ ................................ ............................... . ........_.._..... WCCTnc Meat Contra Casts Transportation AOvisory Committee JOB.DESCRIPTION MANAGING DIRECTOR El Cerrito (FORMERLY Program Managed MONTHLY SALARY: $6,250 (A) $6,563 (B) $6,891 (C) $7,236 (D) $7,598 (E) Hercules THE WEST CONTRA COSTA TRANSPORTATION ADVISORY COMMITTEE L)MCCI'AC),: P i n o l e The WCCTAC is one of four regional transportation planning committees in Contra Costa County comprised of elected representatives from five member cities(El Cerrito, Hercules, Pinole, Richmond, San.Pablo), Centra Costa County, BART, AC Transit, and WestCAT. The WCCTAC is charged with assessing the transportation needs of the West `�'`h`�°_' Contra Costa region and coordinating the actions of its members in regards to transportation issues. The WCCTAC has been in existence since 1988 and formally became a Joint Powers Agency in 1990. The WCCTAC office is located within San Pablo City Hall. San ?ablo THE POSITION: The Managing Director position is a reclassification of the Program Manager's position based on staff performance and comparable industry standards. The Managing Director is the primary staff to the WCCTAC-TAC and the WCCTAC. The Managing Director is the administrator of major transportation programs and projects, oversees the Transportation Demand Management(TDM)program, and manages staff. AC Transit DUTIES: Advocate for transportation improvements and TDM projects in West County by B A R T attending meetings; participating on committees; and involvement in City Council meetings, business associations, and professional organizations. Facilitate inter- jurisdictional and inter-agency transportation discussions. Make presentations and follow up with the WCCTAC Board as necessary. L:on t r a Costa Seek alternative funding sources and prepare grant/funding applications. Implement c o n t F grant projects and comply with financial reporting requirements. I ONE ALv AR,AD0 SQL AR[ < SAV PABLO • CA 93805 TL'-. 5t0.?f �.303; FAY s70.23 .7t)i9 Develop and implement the WCCTAC work program. Develop implementation strategies and priority list for the West County Action Plan. Manage the $8 million Richmond Intermodal Transfer Station project. Research and report on topics as directed by the Board. Assist in the oversight of the San Pablo Avenue Interconnect and SMART Corridor projects along with Contra Costa County staff and the Contra Costa Transportation Authority staff. Set and accomplish goals relating to comprehensive regional and sub-regional transportation planning. Manage day-to-day operations of WCCTAC; supervise staff; manage consultant contracts. Coordinate general administrative functions,JPA amendments, and compliance checklists. Establish and maintain effective work relationships with the City Councils, staff, government departments and public agencies, special interest groups, and the general public. Prepare semi-annual financial reports for WCCTAC and coordinate receipt of revenues and payment of invoices/WCCTAC dues. QUALIFICATIONS: Knowledge of: General transportation policies, agencies,and regulations; technical proficiency in transportation issues; Contra Costa County's Measure C and its relation to WCCTAC member jurisdictions and agencies; transportation analysis techniques as they may be broadly applied to issues facing WCCTAC member jurisdictions and agencies; local, regional, and state-wide government procedures and practices;and management skills. Ability to: Be an open and accessible communicator with Board, staff, and public. Build consensus among multiple agencies. Establish and maintain positive work relationships with staff, Board, City Councils, other departments,and agencies. Apply knowledge, skills, and abilities to ensure program/project success. Prioritize work load. Manage multiple projects simultaneously. Manage WCCTAC's daily affairs. 2 ............................... ............................................................................................................................................................. ......................................................................................... ... Education and Experience: Any combination of experience and education that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the required knowledge and abilities would be: a bachelor's degree from an accredited four year college or university in transportation planning, urban planning,public administration,business administration, or a related field. An advanced degree is strongly preferred. Seven years of increasingly responsible experience in a related area such as transportation program/project management, transportation planning, or combination thereof with marketing,public relations,or community relations experience. Strong management skills and ability to motivate employees and bring staff together to farm:a team are required. WORKING CONDITIO?TTSr'f3E EFITS. W rk Hours: 37.5 hours/week. Vacation. Fifteen (15) drays annually. Admin.Leave: Twelve (12)days per year. Holidays. 13 days annually plus one floating holiday. Retirement: Public Employees' Retirement System (PERS). Medical and Dental: Choice of PERS providers for medical; Delta Dental Plan. Vision Plan: Maximum of$150 per fiscal year. Sick Leave: 1.0 days per month. Life Insurance: $50,000 policy. Employee Assistance Program.. Long-Term Disability. "Cafeteria" Plan. 3 CC7'APlanning Committee March 3, 1999 Subject Circulation of Draft Fiscal Year(FY) 1999-2000 Congestion Management Agency(CMA)Budget Summary The Contra Costa Congestion Management Agency(CMA)was established in 1993 to perform all of the Authority's planning functions,namely: • The Measure C Growth Management Program, • The Congestion Management Program,and • The Transportation Demand Management and Transportation Fund for Clean Air(TFFCA)Program Management. Staff has prepared the Fiscal Year 1999-2000 Congestion Management Agency (CMA)budget for review and circulation.The CMA.budget must be adopted in June 1999 as part of the full Authority budget. Recommendations That the Planning Committee forward the preliminary draft FY 1999-2000 CMA budget to the public managers' association for review and comment. Financial The proposed FY 1999-2000 budget covering the three planning fimetions Implications totals$3,114,289 and breaks down as follows: • Measure C Planning and Growth Management funds account for$859,215 of the total.budget; • The Congestion Management Program would comprise$341,339 of the total CMA budget;we anticipate that,of this total, $239,500 would come from an MTC allocation of Federal Surface Transportation Program Funds. The refining$101,839 would be provided by local jurisdictions from Proposition 111 gas tax funds,sales tax funds or other sources. The Transportation Demand Management and TFCA program,at $1,913,735,is funded primarily by Air District funds,with$55,235 in Measure C funds. Options Revise Budget q".2-7 CCTA—Planning Committee March 3,1999 Attachments A. Background B. CMA program Description(Tasks,Scope,Purpose,and Justification) C. Allocation of Employee Time and Staffing Requirements D. Summary of Budgeted CUP Costs by Task E. Proposed Sources and Uses of Funds F. Estimated Allocation of Local Share of CMA Expenses,by Jurisdiction G. Milestone Schedule and Deliverables for FY 1999-2000 H. Proposed Line Item Expenditure Budget for FY 1999-2000 I. List of Acronyms Changes from Committee M-rW-.r—XWPMXS\I*M=GSTbania6l9"03ZrAft 04A Bd9"-00 bkft.wo -B,642 ................................................................................................. .................................................................................................................................................................................................... ............. .............................................................. ................................................................... . .... .......... CCT'-Planning Committee March 3, 1999 Attachment A BACKGROUND To carry out the requirements of State Congestion Management Program(CMP)legislation,the Centra Costa jurisdictions,through a Joint Exercise of Powers Agreement executed in 1993,designated the Authority as the Congestion Management Agency(CMA)for Contra Costa County.Later,the responsibilities of the CMA were expanded to cover not only its CMP responsibilities but also all the ether planning functions that the Authority carries out.The three major functions assigned to the CMA (and the primary funding sources)are. • The Measure C Planning and Growth Management(Org 959 1)function,which carries out the responsibilities for planning and growth management and is funded from the$1€1 million(1988 $) identified in the Measure C Expenditure Plan. • The State-mandated Congestion Management Program(Org 9592)function-funded by federal Surface Transportation Program(STP)funds and contributions from local jurisdictions in Contra Costa:---which biennially updates the Contra Costa CMP,sets State and federal funding priorities, helps maintain computerized travel demand models consistent with MTC requirements,and monitors the performance of the regional transportation system. The Transportation Demand Management(Org 9593)function—which is funded primarily by Air District Transportation Fund for Clean Air(TFCA)funds---including program management for Air District TFCA funds. The 1993 Joint Powers Agreement that established the CMA also established a mechanism for the equitable sharing of costs by local jurisdictions for the CMP component of the CMA's budget. The Joint Powers Agreement requires that the Authority approve and circulate a preliminary budget for the Agency before April 1 of each calendar year. Following Planning Committee review,the attached budget will be circulated to the Public Managers Association for review and comment. The draft budget assumes that the Authority will continue to receive federal Surface Transportation Program(STP)fiords,which will partially offset the required funding contribution from local. jurisdictions. The budget identifies those costs and includes a draft of the contribution by formula that would be needed from local jurisdictions,based upon receipt of committed federal funds. The following attachments outline the FY 1999-2000 CMA budget,focusing on the CMP component. Attachment B provides a detailed description of the tasks needed to carry out the CMA responsibilities in FY 19992000,including purpose and subtasks,and the budget and staff requirements associated with each task. Attachment C assigns staff time among the three components of the CMA budget and their subtasks,while Attachment D summarizes budgeted costs,by task.for Org 9592. Attachment E summarizes the sources and uses of funds for the CMA budget. Attachment F outlines the estimated q'2q CCTA---planning Committee March 3,1999 allocation of the local share of the CMP component of the CMA budget among Contra Costa jurisdictions,after the federal funds offset. Attachment G shows a milestone schedule and list of deliverables expected during the budget period. The detailed line item expenditures for FY 1999-2000 are presented in Attachment H,while Attachment I provides a list of acronyms used in the attachments. Budget Overview As outlined in Attachment E,the three components of the CMA program—growth management, congestion management,and TDMITFCA—are funded through several different sources. The Measure C Planning and Growth Management component,which accounts for$859,215 or 27.59%percent of the total budget,is funded entirely from the$10 million(1988$s)in the Measure C Expenditure Plan. The Transportation Demand Management and TFCA program,totaling$1,913,735,is funded primarily by Air District funds. As discussed below,a portion of Measure C funds are proposed to be used to offset the costs of administering TFCA funds. The Congestion Management Program has historically been funded by MTC through an allocation of STP funds and by local jurisdictions from Proposition 111 gas tax funds,sales tax funds or other sources. By virtue of the ISTEA re-authorization(called TEA-21),the MTC allocation for FY 1999-2000 is $239,500.A combined contribution of$101,839 will be needed from local jurisdictions. A total of 4.3 full-time equivalents(FTEs)is required to staff the CMA function. Estimated Authority staff time to carry out the CMP responsibilities is 2.15 FTEs. This includes primary staffing by the Deputy Director for Planning,the Senior Transportation Planner,and the Planning Administrative Assistant,plus 50%of the Senior Transportation Engineer's time. For FY 1999-00,the Authority will program approximately$1.8 million in new Transportation Fund for Clean Air(TFCA)funds,plus FY 1998-99 roll-over funds. AB 4334 allows the Authority to use five percent of those funds for the purposes of program management. The Decennial Computer Model Update FY 1999-00 is unique from a budgetary standpoint because during that time,the Authority will begin working on a comprehensive travel forecast model update,called the decennial update. The decennial update will take place simultaneous with,but separate from,the Year 2000 Countywide Plan Update. The Authority currently maintains four subarea models(West,Central,East,and Tri-Valley). These models were developed in the early 1999s using Measure C Planning funds at a cost of close to$1 million. The models were calibrated to the best available data at the time, which was 1980 Census data and 1990 traffic counts. The Authority also maintains a fifth model,called the CMP model,which covers the entire county and incorporates information from the 1990 Census and updated travel survey information from MTC. It is this latter model,the CMP model,which will be used to analyze the Year 2000 Countywide Plan Update. $:6-4 q" CCT —Planning Commi tee March 3,1999 Since the models were established,we have been partially updating them every two years to reflect new land use forecasts prepared by ABMs,to show changes in the regional network based upon FTC's Regional Transportation Plan,and to extend the forecast years from 2010 to 2015,and then to 2020. The casts of these biennial updates have been on the order of$60,000 to$80,000,or$30,000 to$40,000 per year,and have historically been split 50-50 between the GMP and the CMP. With the year 2000 fast approaching,we anticipate the need to undertake a more significant and comprehensive update of the models. This decennial update would reflect new baseline conditions as determined in the year 2000 census,and would involve a significant data collection effort,possible model restructuring,and recalibrating the model(s)to year 2000 data. The cost of the decennial update is on the order of$400,000 to$600,000—which is about half the cost of initial model development(which involved starting from scratch),and one order of magnitude higher than the biennial updates(which in comparison to the decennial update constitutes a fine tuning of the model). Calibrating the model for the decennial update requires a significant data collection effort to establish a new,year 2000 baseline. Data collection involves peak hour traffic counting at intersections,24-hour counts on arterials and freeway ramps,and some data collection on the mainline freeways. The cost of this effort alone is estimated to be in the$100,000 to$140,000 range,and is considered part of the decennial.update. In September 1998,the Authority retained Cambridge Systematics to prepare a Modeling Evaluation Study(MES)which is currently underway. With oversight provided by the Authority's Technical Coordinating Committee,Phase 1 of that study is now 50%completed,and should be finished by Summer 1999. Phase 1 will determine how the Authority should proceed with a comprehensive model update. The update could entail consolidation of the four subarea models into one big model,changing software from EMNM to a new,more efficient software called TP+,or adding Geographic Information Systems(GIS)capabilities. Cambridge's contract for Phase 1 is$75,000,and the bulk of that is being expended in FY 1998-99. VihUe Phase 1 of the MFS focuses on identifying the best modeling approach,Phase 2 involves establishing the specifications,policies,and procedures needed to implement the preferred strategy so that it meets both local.(GMP)and regional(CMP)requirements for detail and consistency. Phase 2 includes preparing a focused technical scope of work for the model update,updating the Authority's Technical Procedures to reflect the new strategy,and providing some technical management expertise in the oversight of strategy implementation. The cost of Phase 2 is estimated at$40,1)00,and is included in the proposed FY" 1999-00 budget:. How modeling costs are assigned among GMP and CMP significantly impacts the local contribution needed to support the CMP function(©rg 9592). To address this issue,staff has drafted a policy which separates the modeling effort into several distinct categories,and assigns costs accordingly. The draft FY 1999-00-budget reflects implementation of the draft policy set forth below. l CCTA Planning Committee March 3, 1999 Proposed Policy for Assigning Costs for Travel Demand Forecasting Model Development and Upkeep Historically,the cast of initial model development was assigned 1.00%to Growth Management(Org 9591). With the advent of the CMP legislation in June 1990,and subsequent designation of the Authority as the CMA for Contra Costa,costs of maintaining and updating the models have been split 50-50 between the GMP and the CMP. In the last adopted budget,the cost of the Modeling Evaluation Study was also split 50-50. The proposed policy for addressing ongoing modeling costs and the decennial update is as follows: 1. The cost of evaluation studies to determine the feasibility of modeling strategies,selecting a preferred strategy,and establishing the specifications,policies and procedures to implement the preferred strategy shall be split 50-50 between GMP and CMP. This is essentially the one-time cost associated with planning out the decennial update of the model. 2. On-going maintenance and operations,including biennial land-use and network updates,fine- tuning, and minor policy updates would also be split 50-50,GMP-CW. This is the biennial cost of maintaining consistency with the MTC's model as required under the CMP legislation. 3. The decennial model update,which involve expenses such as year 2000 data collection, restructuring the models,recalibrating the models,or adding possibly adding new capabilities such as GIS,would be considered part of our on-going planning activities. As such,these costs would be charged 100%to GMP(Org 9591). It will be infrequent,fits within the original scope of work envisioned in the Planning element of Measure C,and would limit the charges to local jurisdictions. Budget Highlights Below are the highlights of the FY 1999-2000 CMA budget. Line items are shown for each Budget Organization Unit(Org)in Attachment H: • The budget includes consultant support for the development of the 2000 Update to the Countywide Comprehensive Transportation Platt.This budget would be used to produce the draft update, perform the required CEQA analysis for environmental clearance,and issue the Final 2000 Update.It is assigned 100%to GMP(Org 959 1)and resides under the following three line items: — GMT Support&CCTP[Dyett CT#43]:This line item of$189,000 assumes continued retention of our Growth Management consultant Dyett Bhatia.$140,000 is assumed for focused corridor studies relative to the CCTP. The remaining$89,000 includes preparing the Draft and Final CCTP,and ongoing growth management services. Modeling for the CCTP will be done using the 1999 CMP model,which will be available in Summer 1999. 1 "3,2 CCTA—Planning Committee March 3,1999 -- CCTP-EIR:The full cost of the Environmental Impact Report for the Countywide Pian is expected to be incurred during FY 1999-2000. Based upon similar effortscurrently underway in the Bay Area,we have estimated the cost of the CCT?EIR at $90,000. The consultant selection process for this effort will be undertaken in the Summer of 1999. Modeling for the CCT?EIR will be accomplished using the 1999 CMP model,which will be available in Summer 1999. – Legal Counsel- CCTP Related&EIR-We have assumed$25,000 will be needed in legal support from Nossaman,Guthner, Knox and Elliot,which has provided these services in the past. ® In FY 1999-2000,the final 1999 CMP Update will need to be prepared(the"circulation draft"is scheduled for release in June 1999).The 1999 Update will likely focus primarily on revising the required seven-year capital improvement program(CIP),and to a lesser extent on reflecting changes in travel demand and legislation,and improving the connection of the CHIP to other Authority activities. As with the 1997 CMP,the majority of work will be done ire.-house and performed by Authority staff. Consultants will still be needed to update the C: viP model,assist with production of the document including the preparation of graphics,and to conduct a partial monitoring of the CWT Network. The cost of this effort is estimated at$32,000 and is shown in the line item CMP Support &Modeling[Dyett CT#43]under Congestion Management(Org 9592). • One of the key components of the decennial model update will be new traffic counts on arterials and freeways.These counts must include both 24-hour and peak period counts.The 24-hour counts will establish traffic volumes at county cordon lines and screenlines,while the -period counts will establish turning movement counts at intersections on arterials included in the model network.The budget includes$140,000 under Planning and Growth Management (Org 959 1)to conduct the counting program in Spring 2000. For the purposes of establishing the budget,this represents a"not to exceed"f gure for data.collection. Costs could be lower,depending upon the accessability of TOS freeway data from.Caltrans, and the extent to which local jurisdictions have up-to-crate data available. (See Tic Data Collection line item). ® The budget includes$70,000 for the Modeling Evaluation Study and subsequent follow-up work to implement a preferred modeling strategy. We have assumed that for FY 1999-00,$30,000 will be required to complete Phase 1 under the existing contract with Cambridge Systematics,and an additional$40,000 will be needed for Phase 2. In accordance with the above-mentioned policy,the cost is split 50-50 between GMP and CMP.(See Model Update Specifications,Procedures,and Policies[CAMM CT#89]). • The flims.budget includes$200,000 in consultant costs to conduct the decennial update of the Authority models,should that be necessary following completion of the Modeling Evaluation Study (see Model Update& GIS Efforts,Org 9591). The Authority's four subarea models could be combined into one model,if that option proves feasible and cost effective. We may also shift to a new software,and possibly add GIS capabilities. The cost of this effort is assigned 100%to Growth Management. qy-33 CCTA Planning Committee March 3,1999 • Efforts to assist local jurisdictions with preparation of applications for State and federal funding for Transportation projects and developing scoring and evaluation criteria have been reduced from $40,000 in the previous year,to$20,000 in the FY 1999--2000 budget(see Funding ProcessJISTEA Monitoring[Nolte],Org 9592) This task,which is performed through Nolte Associates,involves providing assistance to local jurisdictions relative to State and federal funding requirements.The CMA budgeted amount reflects one-half of the activity level for this item;per Authority direction, one-half the costs are covered under project management.The cost reduction is due to the hiring of a new Sr.Transportation Engineer to cant'out more of this function in-house. Local Contribution to Support the CMA Function The JPA that established the Authority as Contra Costa's CMA.requires that in April of each year,the Authority prepare a Fiscal Year budget for the CMA,and notify local jurisdictions of the proposed local contributions prior to Authority adoption of the budget in June. Attachment G shows the actual local contributions that were needed to support the CMA.function since FY 1993-94. The local contributions budgeted for FY 1998-99 is$113,2.05 after the mid-year budget adopted by the Authority in February 1999. The FY 1999-2000 CMP budget proposes a local contribution of$101,839. This represents a decrease of approximately$11,366 over the previous year's budget. Use of Measure C Growth Management Planning Funds to Offset TFCA program management costs In FY 1997-98,Measure C funds were,for the first time,used to offset TFCA program management costs in excess of the five percent cap for administration. Total estimated TFCA administrative costs for FY 1998-99 were approximately$97,709. The estimated cost to Measure C is$37,334,which will be funded with Regional planning and Growth Management Program(GMP)Measure C funds. Given that the TFCA program objectives are consistent with the Measure C GMP and its trip reduction element:,the Authority views this as an allowable Measure C expense. It is anticipated that this arrangement will need to be continued for the FY 1999-2000 budget. Accordingly,of the total program management cost—estimated at$55,235 is expected to be offset by Measure C planning funds. Next Steps The draft FY 1999-2000 CMA budget will be circulated for review by the Public Managers Association. The CMA budget will be included in the overall Authority FY 1999-2000 budget,which is scheduled APC review on June 3, 1999 and for Authority approval on June 16, 1999. 9-,34 - CCT`-Planning Committee March 3,1999 Attachment 8 PROGRAM DESCRIPTIONS Contra Costa Congestion Management Agency 1.0 GROWT11 MANAGEMENT PROGRAM 1.1 Computerized Travel Demand Models. The Authority maintains four computerized travel demand models,each of which focuses on one of the four subareas of the county.To maintain these models, Authority staff evaluates and updates policies and procedures governing the use of computerized transportation simulation models for both the Growth Management and Congestion Management programs,and implements and updates the models themselves.As part of this effort,staff maintains the land use data base(including data sets for alternative fixture year analysis),network description, other necessary data,and software,and verifies consistency with MTC and adjacent counties,based on State law.The sub-area models are used in a variety of contexts,and staff must coordinate these different uses of the subarea models,including preparing Model Use Agreements for private sector consultants to use the models for specific project and planning purposes,in accordance with established Technical Procedures,The models are also used to analyze alternative Action Plan and Deficiency Plan scenarios.The models are to be updated every two years. During FY 1999-2000,the Authority will begin a decennial model update,which will involve recalibration of the models based upon year 2000 traffic counts and Census data.The results of the Modeling.Evaluation Study will be available in Summer 1999.Based upon the recommendations of that study,work could begin on restructuring the models to consolidate the four subarea models into one model,and possibly changing the model software.Also,if cost-effective,a geographic information system(GIS)to support travel demand modeling and project analysis may be developed. 1.2 Implement and Maintain Action Plans. The Action Plans for Routes of Regional Significance are one of the key tools for carrying out the,Growth Management Program. To support these Action Plans,the CMA will 1)work with local jurisdictions and regional committees to carry out the action's,outlined in the Actions Pians,to achieve adopted Traffic Service Objectives and implement other actions,measures,and procedures established in the Action Plans,and 2)work with the regional committees and their staffs to identify and resolve corridor and other issues facing the Action Plans. Traffic Service Objectives may on occasion be monitored to determine whether or not they are being achieved. 1,3 Update Countywide Plan. Measure C calls for the Countywide Plan to be updated every two years, The Authority has agreed to make the 2000 Update the first major update to the Countywide Comprehensive Transportation Plan since its adoption in 1995. To prepare the update,the CMA will undertake the following tasks: 1 q- 35 CCTA—Planning Committee March 3, 1999 1) Update the projects included in the Comprehensive Transportation Project List,including their sponsors,costs, status(PSR,environmental,design,etc.),and anticipated funding.Develop a database of this project information for use in the Countywide Plan and other CMA activities. 2) Analyze issues raised,but not fully addressed,by the 1995 Countywide Plan as well as other issues that have arisen from changes in legislation,funding sources,travel behavior and transportation technology. These issues could cover corridor issues that could involve more than one regional committee,monitoring of the performance of the transportation system,alternative travel modes and the land use-transportation connection,goods movement,linking the Countywide Plan to other CMA and Authority activities,and operational improvements. 2) Redefine and clarify the vision for the Contra Costa and regional transportation system. 3) Issue the Draft Plan,prepare the necessary environmental clearance document,and adopt the Final Plan. 1.4 Monitor Compliance. Measure C requires ongoing participation of local jurisdictions in the Growth Management Program. Compliance is verified through a checklist,submitted annually by the jurisdictions to the Authority. Policies,procedures and processes for compliance are detailed in the Growth Management Implementation Documents and Technical Procedures. The Authority is responsible for: 1)reviewing and updating policies,procedures and processes;2)assessing compliance;3)allocating 18 percent funds;and 4)auditing as appropriate both jurisdictional compliance and use of sales tax funds. Other tasks include development and implementation of standardized reporting for the use of such funds. In January 1999,an updated Compliance Checklist for the Measure C Growth Management Program was adopted and distributed to local jurisdictions. During FY 1999-2000,Authority staff will work with local jurisdictions to help them through the compliance review process. 1.5 Implement Transportation Demand Management(TDM)/Transportation Systems Management(TSM)Strategies. Authority policy requires each Contra Costa jurisdiction to develop and implement a trip reduction and travel demand ordinance based on a model approved by the Authority.Through the end of 1995,the model ordinance(and the ordinances adopted by the jurisdictions)focused on employer-based trip reduction mandates. However,as of October, 1995, State law precluded such mandates.To accommodate this change,the Authority revised its model Transportation Systems Management(TSM)Ordinance to focus on cooperative inter jurisdictional trip reduction and related air quality efforts and the implementation of projects aimed at achieving the TSM goals set forth in the subarea Action Plans,the Countywide Comprehensive Transportation Plan,the Measure C Strategic Plan,the Congestion Management Program,and the Bay Area Clean Air Plan.All local jurisdictions have now amended their TSM Ordinances to comply with the Authority's revised model. To assist local jurisdictions in implementing their TSM Ordinance requirements,the Authority provides Measure C Carpool funding to four TSM programs,one in each of the subareas.In addition, CCTA Planning Committee March 3,1999 the Authority allocates Transportation Fund for Clean Air(TFCA)funds to these programs on an annual basis to implement transportation control measures which reduce motor vehicle emissions. Authority staff oversees the expenditure of the approximately$1.2 annual TFCAIMeasure C Carpool budget,ensuring that funds are spent in accordance with current taw and Authority policy.Authority staff serve as liaison between the BAAQMD and the TDM Program Managers to ensure that all conditions of funding are adhered to. 1.6 Regional Transportation Mitigation Program(RTMP). The Authority's RTMP is now fully adopted and implemented.East County has implemented a program that is expected to generate over $200 million by the year 2010.The SWAT jurisdictions of Danville,San Raman,and Contra Costa County have entered into a subregional fee program and have expanded that program throughout the Tri-Valley area..West County has also established a fee program to help fund the completion of SR 4 West and transit facilities at the Richmond and El Cerrito Plana BART stations.Central County has established a project-specific program of development mitigation measures.The La orinda jurisdictions adopted their fee program in 1998.Now that the RTMP is up and running,Authority staff will need to work with the regional committees to integrate their programs into the Year 2000 Countywide Plan Update. 2.0 CONGESTION MANAGEMENT PROGRAM 2.1 Update Congestion Management Program(CMP). Current statutes require CMAs to adopt an updated CMP every other year.The Contra Costa CMP was last updated in 1997 and will need to be updated in calendar year 1999.The 1999 CMP Update must be submitted to MTC in October 1999. 2.1.1 Refine 1999 CMP CIP. During FY 1998-1999,Authority staff,with help and input from State,local and regional staff,will update the list of projects in the 1997 CMP CIP,by deleting completed projects,adding new projects,and updating the remaining projects as necessary.The revised CIP will be included in the Draft 1999 CMP Update to be published in Tune 1999.During FY 1999-2000,staff will further.refine the C lYfP Cly'based on comments from local and agency staff,elected officials and the public. 2.1.2 Update the CMP Model. In this task,the Authority will update the CMP model and the land use projections to maintain consistency with the guidelines for regional modeling established by MTC.The budget for this task reflects the level of effort required to maintain consistency with new MTC guidelines. 2.1.3 Prepare and Adopt Final CMP. During FY 1999-2000,the Authority will send the Draft 1999 CMP Update to the RTPCs,local and regional agencies,and other interested parties. Based on the response to the draft,Authority staff will prepare a Proposal for Adoption 1999 CMP Update that will reflect comments from commentors. Adoption by the Authority must occur in October 1999 to ensure that the CMP can be submitted to MTC by their end-of- October deadline. OCTA--Planning Committee March 3,1999 2.2 Compliance and Monitoring. State CMP legislation requires the Authority to monitor the performance of the CMP network,and to assess the compliance of local jurisdictions with CMP traffic level of service(LOS)standards and other requirements,every other year. 2.2.1 Monitor Levels of Service on CMP Network As the CMA,the Authority must monitor the performance of the regional transportation system. This monitoring must address 1)levels of service on the CMP network to ensure that the LOS standards established in the CMP are being met,and 2)the overall performance of the regional transportation system to ensure that the multimodal performance measures established in the CMP are being achieved. The Contra Costa CMP calls for the monitoring of all CMP intersections and freeway sections(a "full monitoring")every other year,and an annual monitoring of those locations that were LOS E or LOS F in the previous monitoring report. The Authority conducted a full monitoring in Fall 1998(FY 1998-1999),and will need to conduct only a partial monitoring report in Fall 1999(FY 1999-2000);that is,it will monitor Only the segments and intersections that were found to be over LOS E in the full monitoring report prepared in FY 1998-99.The monitoring of the multimodal performance measures in the CMP will be monitored using the updated travel demand model. This task also includes budget for exclusion studies needed to determine whether local jurisdictions will need to prepare a Deficiency Pian for intersections or freeway segments that exceed established LOS standards. 2.2.2 Monitor Local Compliance with the CMP. The Authority will monitor local jurisdiction compliance of the CMP through a checklist issued to the jurisdictions and regional committees biennially. This task includes distribution,review,and compilation of the checklists. 2.3 State and Federal Funding Programs Process. As the Congestion Management Agency(CMA), the Authority is responsible for submitting project priorities for State and federal funds to MTC and the California Transportation Commission(CTC)for two primary programming efforts: (1)the Regional Transportation Improvement Program(RTIP),and(2)the State Transportation Improvement Program(STIP)submittals,which are normally due every two years. However,during FY 1998-99,two submittals were made,and another submittal is anticipated in FY 1999700. The CMA is also involved in the preparation of scoring criteria and applications for projects to be funded through TEA-21,which is included in MTC's federal Transportation Improvement Program("TIP'). Projects to be funded through either process should ultimately flow directly from the Action Plan and CMP process. This effort includes processing project applications,updating policies and procedures for prioritizing projects,and advocating Contra Costa projects at MTC and the CTC. Ideally,project prioritization could be integrated with the Authority's Strategic Plan for sales tax projects,to maximize project implementation in Contra Costa. In addition,it is the responsibility of the Authority,as the CMA,to track the status of federally funded and STIP projects in Contra Costa County. The Authority q-3F ........................................................ ......... ......... .................................................................... . ............................... . .................. _ __ OCTA—Planning Committee March 3,1999 participates in a collaborative effort with MTC and the other CMAs to ensure that if projects cannot be delivered,funds are reprogrammed to other projects to ensure the funding remains in the region. 2.3.1 Rune Criteria for STIPI IP Funding. In this task,the Authority will work with MTC and the other CMAs in the Bay Area to develop and establish eligibility and evaluation criteria for the funding of projects to receive funds under the TEA-21. Staff assists MTC in the development of the kriteria used to select projects for funding. 2.3.2 Assist in Local Applications for ST IPITIP Funding. Authority staff will work with local jurisdiction staff to inform them of the scoring criteria and program requirements,and to help with the preparation of project applications for funding under these programs. 2.3.3 Monitor Projects with Federal or State Funds. Ivl`I'C requires CMAs to review,project applications for State and federal funding,evaluate them against the scaring criteria,and make recommendations to MTC. This task also includes monitoring of projects funded with TEA-21 and STIP funds.'Under SB 45,which became effective last year,the monitoring of project development has become a critical item. Projects which do not adhere to certain deadlines may lose STIP funding. 2.4 The Bay Area Partnership and CMA Association Issues and Studies. Authority staff represents the interests of Contra Costa and the region through a number of regional forums,the most significant of which are the Bay Area Partnership and the CMA Association. Authority staff serves on the Partnership Board and its three standing committees:Projects and Programs;Legislation;and Planning&Operations. Staff also serves on various subcommittees to the standing committees, Staff participates in the CMA Association's regular meetings,and supports other CMA Association functions by serving on various task forces and Ad-Hoe committees. One important standing sub- committee that Authority staff is involved in is the regional Model Coordination Working Group, which plays a significant role in the shape of the guidelines MTC prepares for regional model consistency. 2.5 Governmental and.Community Affairs. Participation in the development of Legislation strengthens the Authority's ability to meet its policy goals as Contra Costa's CIAA. This task includes serving on statewide and regional committees in connection with implementing such legislation,and conveying the Authority's position to the legislature on specific issues. Staff works as Liaison with the press,community organizations,and the public to inform there.of CMP issues, policies and activities addressed by the Authority,as the CMA. Because of the Authority's expanded role as CMA in transportation planning and programming,the Authority also has an expanded interest in monitoring legislation. As the CMA,the Authority also has expanded responsibilities to communicate with local jurisdictions,the business community and the public concerning state and federal funding issues,air quality issues,and other issues affecting transportation in Contra Costa. gf39 CCTA Planning Committee March 3,1999 3.4 TDM PROGRAM&TRANSPORTATION FUND FOR CLEAN AIR(TFCA)PROGRAM MANAGEMENT 3.1 TDM(and AB434)Program Management. As the Congestion Management Agency(CMA)for Contra Costa,the Authority has been designated as the county's Program Manager for TFCA funds allocated by the Bay Area Air Quality Management District. As such,the Authority is responsible for the allocation and oversight of the portion of TFCA funds subvened to this county,consistent with applicable legislation and BAAQMD policy. The allocation process involves an annual public discussion and approval of allocation criteria, as required by State law;approval of allocation process and timeline;development and review of proposed project applications to ensure consistency with state law,current Authority policy and transportation demand management goals;and BAAQMD policy. Sponsors are required to provide annual status reports on funded projects,indicating their effectiveness in terms of reducing motor vehicle emissions. The annual reports are approved by the Authority prior to submission to the BAAQMD. q -qo c cs c= v ci e5 , ; c cm c+ + ca c+ cs ca eye "i A R Cl Sao „ o E pn 4= CR5t Lr I, R 54 1CR 01,11 - CSI c; o o 4::; 4= cs c o a C= cz a �; C o CR CZ! wl rigU% o 0 e�9 cis c; CDs o Ln c C3 o c u1 C� erg cs es C7 cs s+ e` ars C E J see o 4= uti ry o C.3 CR C] ,�, C7 _ Cv o fr , � es c C o C7 Cl o t= a c � +� o C� C:; ; ci C3 C3 � ce t� Lei Cb Cb ; dz' - � c o co ci o C3 r, CS C3 an Gr Lm 4=1 C=k o m � � yry •' g C� °h. cV f� tri t= an 4 C= o Cf c5 CS I"- trW CV te'1 t•.iu rte. .42' a to Wry u't ar$ Ln C=; ci cc3 ea y Cr c7 cr Cs C3 Ca M cr 0, a e C:; ci ci O c7 ci o cy m r C,t tas 02% �. tx cm c 40 = u. = m E c s'' . o c c -L 19 u�.. Yii C d m c J x - c ...,- i.t ux as cx 4� c o v o ca. m -acs :Et a 2 '� a a.a vo m ii o?S =, G V e—i a iCis cto � c .av. '*Z Aj C3. L5 air EZEt v a[ m N c* .•- cwt �-- Cv, a.a '� � «� i`i 04 Ci vi aYi *q: Lei O , C-4 C e C14 C-4 tai CA NI 04 C e C-i i s cz d m � o 40� Cl %n 00 W1 M � CO v1 .-• N L`� N N M 00 CT tV O P+� N [f 0\ 0 *4t W W1 IT I'D W M ".4 ba rn y O H � w � U rJ] tJ on p H v yy d 03 rn rn �s0 ., a Cd � Frs d 0 0 0ON %n Q z p rn U H ri ri ri ri cy ri ri ri cr C4 a q-42 tfATTACM1ENT E" FY 1999-00 CONGESTION MANAGEMENT AGENCY BUDGET (Preliminary with $ 239,500 in STP funding) Planning& Congestion SOURCES AND USES OF FUNDS Growth Mgmt Management TDXTFCA 959E 9592 9593 TOTAL, SOURCES OF FUNDS Federal Surface Transp. Program(MTC)-CMP 239,584 239,506 Proposed Uncal Contribution(CMA Members)-CME.' 101,839 101,839 Measure C 859,215 55,235 914,458 TFCA(Air Quality Fund)-Special Revenue 1,174,400 1,179,888 Air Quality Fund-Fund Balance 688,8018 688,560 TOTAL SOURCES OF FUNDS 859,215 341,339 1,913,735 3,114.,289 USES OF FUNDS Salaries and Benefits 115,215 219,339 87,735 422,289 Supplies and Services 714AN 122,408 26,440 862,064 Contributions to Other Agencies 25,4(}8 1,8481448 1,825,864 Freed Assets 5;448 5,868 TOTAL USES OF FUNDS 859,215 341,339 1,913,735 3,114,289 9-6-4,71-q3 40% N N N N N N N M N N M N N tY �. F- N m e" tri 8 aD to ld7 [4 -W O 4j dN M C t7 N r N C7 Ci ttf (V 'C N w N N N N N N N NNN N N N N N p. k 4n 47 47 46O d CS t�R td+i tmp C4 OT i'N7hN. i`r7 !" VOtA N CO 40 4D Pi m l�'S K Ci W F. O r G1 Y7 W r goo Q N N N N N NNN i# N N N ap Yj fes•. m d ¢) W C r N �!' t'! �Y �" r C1 a' d yN' M CNV y N M1 Vf H N N N M M M N M N N j ® c9 d I�f1 h. +t txi N P9 et) t•. Y w 0 4d7 m r r om. at 47 Y[ in Ny N N M NN N N N N M N N LL { p� Q w $r w EL U Or r► Y a a 4 CCT`-Planning CommWee March 3,1999 /attachment C Milestone Schedule and Deliverables for FY 1999-2000 CONT1 A COSTA CONGESTION MANAGEMENT AGENCY Date Milestone a NO Summer 99 Continue review of CCi'P Issue Papers##2-6 Sumner 99 Analyze the potential benefits--and drawbacks—of operational improvements such as ramp metering and TOS (issue Paper#7) Summer 99 Work with RTPCs to make amendments to Exhibits A-E of the Countywide Comprehensive Transportation Plan,as necessary Summer 99 Analyze alternative strategies for the 2000 CCFP Update Summer 99 Complete Modeling Evaluation Study Fall 99 Prepare draft 2000 CCTP Update Fall 99--Winter 00 Conduct CEQA analysis for the draft 2000 CCI'P Update Fall 99 Begin work on the decennial model update Spring 00 Authority reviews and adopts 2000 Update to the Countywide Comprehensive Transportation Plan Spring 00 Conduct comprehensive traffic counting program for decennial model update Ongoing Incorporate computer model refinements Work with Regional Committees to monitor Action Plan implementation Attend RTPC and RTPC TAC meetings Incorporate Regional Transportation Mitigation Program into Countywide Pian Update Comp GEST4 ,lune 99 Publish Draft CMP Update September 99 Complete Update of CMP Madel October 99 Finalize CMP Update 4 -4s CCTA Planning Committee March 3, 1999 Nfilestone Schedule and Deliverables for FY 1999-2000 CONTRA COSTA CONGESTION MANAGEMENT AGENCY Date Milestone Fall 99 Conduct"partial"monitoring of CMP network Ongoing Work with jurisdictions to prepare Exclusions Studies and, if required, Deficiency Plans Represent CCTA at the Partnership Board,Committee and Subcommittee meetings and at the CMA Association T � ;1� G. Cita► 4r.: 59:- F Summer—Fall 99 Authority defines priorities for 2000 STIP September 99 Authority staff works with MTC to refine 25% and 75%funding program January 00 APC recommends projects for STIP and Authority submits priorities to MTC February 00 MTC holds hearing on Draft R.TIP Winter-Spring 00 Authority updates Corridor Management Plans and submits list of high-priority projects to MTC for funding through 25%Program April 00 CTC adopts 2000 STIP Summer 00 Sponsors of high-priority projects submit applications for 25%Program; sponsors of recommended rehabilitation projects submit applications for 75% Program September 00 MTC adopts Final 25%and 75%n Proms July 98 Authority approves allocation policy for allocation of Measure C Carpool, Vanpool and Park-and-Ride Lot funds Sept 99 Authority approves allocation criteria for FY 1999-00 TFCA Program Manager funds November 98 Authority approves the Annual Report for the FY 1997-98 TFCA program February 99 Authority approves competitive and guaranteed TFCA applications for circulation to the RTPCs April 99 Authority approves complete FY 1999-00 Expenditure Plan for submittal to BAAQMD May-June 99 APC=M Managers Committee debriefs on TFCA application process and begins formulation of recommendations for FY 2000-01 allocation policy -f-:6=28' OCTA—Planning Committee March 3,1999 1V.Cilestone Schedule and Deliverables for FY 1999-2000 CONTRA COSTA CONGESTION MANAGEMENT AGENCY Date Milestone June 99 BAAQMD's Mobile Source Committee reviews applications July 99 BAAQMD approves TFCA Expenditure plan September 99 Authority approves allocation criteria for FY 2000-01 November 99 Annual Report for FY 1998-99 TFCA program due to BAAQMI3 Ongoing Refine administrative procedures associated with this program.;coordinate quarterly and annual reporting processes;develop policy recommendations concerning the allocation and management of the program q-q-7 "ATTACHMENT H" FY 1999-00 CONGESTION MANAGEMENT AGENCY BUDGET (Preliminary) CMA: PLANNING AND FY 1999 Budget FY 2004 Budget GROWM MANAGEMENT(9591) (February 19") (Prelitrminary) Change SALARIES AND BENEFITS S:laries(1011) 83,587 88,220 4,633 Perauvwxzt Overtime(10 14) 240 210 10 Vaoatiou/Skk I ftv+e(1025) 5,057 5,634 573 FICA(1042) 1,212 1,280 68 Rdkmcd E)qxw(1044) 14,834 11,435 641 Enployce Group Uwasnoe(1060) 6,344 7,475. 735 Uncavloyment Russ mce(1063) 100 210 114 Wwkcers Cor�on(1070) 1,104 1,155 55 OTAL SALARIES AND BENEFITS(1000':) 108,430 115,215 6,785 SUPPLIES AND SERVICES Office E (2100) 500 2,000 1,500 Pubtkati=crud LAO Notices(2140) 11040 1,040 0 C4-puw S4dvvsre(2251) 4,250 5,400 750 Auto Mileage(2301) 200 500 340 Transp-tatiou[Business Tmvcl1303) 200 1,000 840 GMP Support&CCIT[Dy%:d CT#431(2310) 80,000 189,000 109,000 On-call Modcliag support[DKK CT#05,BAR.CT#041(2310) 5,004 5,000 0 Model Update Specifications,ftwed&Policies(CAMB Cr#891(2310) 32,500 35,000 2,500 TSO Monitoring Study[CCS CT#911(2310) 45"0 8,000 (37,444) CCTP-EM(2310) 0 90,000 90,440 Traffic Data Collectim(2310) 0 140,000 140,400 Model Update&GtS Efforts(23 10) 0 240,400 200,000 Legal t;ounset-CCTP Rglatel do E1R(2313) 51000 25,000 20,400 T arf NSP(2314) 2,544 2,500 0 Spocia' (2473) 7,540 10,000 2,500 0 TOTAL SUPPLIES AND SERVICES(20001s) 183,6511 714,000 530,350 CONTRIBUTIONS TO OTHER AGENCIES Vasco Road PSR.(3580) 0 0 0 A Plan Updd"(3580) 10,000 0 (10,000) 1.680 Alameda County CMA Corridor Study(3580) 8,140 0 (8.100) Contra co"F,c Qmw Partnership 0 0 0 SR24rCaldeoatt Tumcll Corridor Study 4 25,000 25,400 TOTAL CONTRIBUTIONS(30001s) 18,100 25,000 +6,940 FDCED ASSETS(over$1,400) Office Equipme d and Furniture(495 1) 1.SU0 5,000 3,544 OTAL FIXED ASSETS(40001s) 1,500 5,400 3,5H GRAND TOTAL 311,"0 859,215 547,535 "ATTACHMENT " FY 1999-00 CONGESTION MANAGEMENT AGENCY BUDGET (Preliminary) CMAs TDMCA(formerly AB 434)(9593) FY 1999 Budget FY 2000 Budget (February 1999) (Preliminary) Change SALARIES ANIS BENEFITS Salaries(1011) 54,082 65,745 11,663 Vacation/Sick Ixave(1025) 4,959 6,250 1,291 FICA(1042) 784 955. 171 R iranent Expense(1044) 7,010 8,525 1,515 Employee Group Insurance(1060 4,181 5,400 1,219 "Workers Compensation(1070) 693 860 .167 OTAL SALARIES AND BENEFITS(1000's) 71,709 87,735 16,026 SUPPLIES AND SERVICES TDM Program Mwagen=t(2310)-Frog=Evaluation&A 26,000 26,000 0 OTAL SUPPLIES AND SERVICES(2000'S) 26,000 26,000 0 CONTRIBUTIONS TO OTHER AGENCIES TFCA TDM Program Funding(3580) 1,800,000 1,800,000 0 OTAI.CONTRIBUTIONS(3000's) 1,800,000 1,800,000 0 GRAND TOTAL 1,897,709 1,913,735 16,026 -BXi-24 t t ATTAC11MENT H' FY 1999-00 CONGESTION MANAGEMENT AGENCY BUDGET (Preliminary) FMANAGEMENT CONGESTION FY 1999 Budget FY 2000 Budget. (9592) (February 1999) (Preliminary) Change SALARIES AND BENEFITS salaries{tort} 160,720 168,995 8,275 9,720 10,716 996 Vecatiort/Sick L. (1025) 2,975 3,245 230 FICA(1042) 19,4$5 20,335 850 Retirement Expense(1044) 13,314 13,663 353 Employee Group Insurance(1060) 310 663 75 unemployment Insurance(1063) 2,050 ° 54 workers C7 peasetioa(1070) 208,'510 219,339 10,829 C3TAL SALARIES AND$ENEFTI'S(1000'0) SUPPLIES AND SERVICES 500 2,000 1,500 office Expenses(2 100) 500 1,000 500 Publications and Lesa1 Notices(7 190) 4,250 5,000 750 Computer Software(225 1) 1,004 500 (500) Auto Wmge(2301) 1,000 1,000 0 Business Travel(2303) 65,E 32,000 (33,x) CMP Support&Modeling[Dyett CT#43](23 10) 5,000 5,004 0 On-call Modeling Support[DKS CT#05.BAR CT#041(2310) 32,500 35,000 2,500 Model Update Specifc oar,Procell&PoL'cres{LAMB CT#891(23 10) $,044 (37, ring 000} T 45' SO MonitoStudy{CCS CT#911 1~u ProceaASTEA Monitocisr8{Nolta)t'2310) 40,000 24,004 {21,00 1,004 2,504 1,5400 I,Cgd Counsel_CMP (2313) 7,500 10,000 2,500 Specialized Pxintin (2473) 0 0 TOTAL SUPPLIES AND SERVICES(2000'S) 203,250 122,000 (81,x) FMD ASSETS(over S1,000) 0 0 0 office Equip+meaxt unci Furniture(495 1) 0 0 .0 LGRANDTOTAL TAL FIXED ASSETS(40aa's) 411,760 341,339 (70,421) Note: The State&Federal Funding Process/ISTEA Monitoring budget is split SO/So between.Project Management (Org 7857) and Congestion Management(Org 9592). CCTA Planning Committee March 3, 1999 AffachtI enf ! LIST OF ACRONYMS ABAG Association of Bay Area.Governments APCC Action Plan Coordinating Committee BAAQMD Bay Area Air Quality Management District OCTA Contra Costa Transportation Authority CCTP Countywide Comprehensive Transportation Pian CEQA California Environmental Quality Act +CIP Capital Improvement Plan CMA Congestion Management Agency CMP Congestion Management Plan CTC California Transportation Corranission EIR Environmental Impact Report GMP Growth Management Program ISTEA Intermodal Surface Transportation and Efficiency Act TPA Joint Powers Agreement LOS (Traffic)Level of Service MISS Modeling Evaluation Study MTC Metropolitan Transportation Commission RTIP Regional.Transportation Improvement Program RTPC Regional Transportation Planning Committee RTPC-TAC Regional Transportation Planning Committee-Technical Advisory Committee STI" (Federal)Surface Transportation Program(Funds) STIP State Transportation Improvement Program S'tjt'A.T South West Area.Transportation TDM Transportation Demand Management TEA-21 Transportation Equity Act for the 211 Century TFCA Transportation-Fund for Clean Air TIP Transportation Improvement Program. TOS (Caltrans)Trak Operations System TSM Transportation Systems Management TSO Traffic Service Objective