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Strategic Plan for 2005-2008 prepared for Transform (previously Transportation & Land Use Coalition).
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GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANS-PORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COM-MUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COM-MUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTA-TION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTA-TION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTA-TION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTA-TION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTA-TION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTA-TION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTA-TION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTATION EQUITY AND COMMUNITY HEALTH • GREAT COMMUNITIES • WORLD CLASS TRANSPORTATION • TRANSPORTA-
TRANSPORTATION AND LAND USE COALITION
Strategic Plan: 2005-2008
Board of Directors
Juliet EllisUrban Habitat
Debbie HubsmithBay Area Bicycle Coalition
Jeremy MadsenGreenbelt Alliance
Jeremy NelsonTransportation for a Livable City
Margaret OkuzumiBayRail Alliance
Geeta RaoNon-Profit Housing Assoc. of Northern CA
Anita ReesLIFETIME
Roxanne SanchezSEIU, Local 790, BART Chapter
Dick SchneiderSierra Club
Rev. Andre ShumakeRichmond Improvement Association
Jess WendoverUrban Ecology
Stuart CohenExecutive Director
Contact Information405 14th Street, Suite 605Oakland, CA [email protected]
The Transportation and Land Use Coalition (TALC) is a partnership of over 90 environ-mental, social justice, and community groups
working for a sustainable and socially just Bay Area. The 2005-2008 Strategic Plan describes TALC’s vi-sion for the region, strategies and actions to realize that vision, and indicators to measure success.
The plan revolves around three broad initiatives, each one encompassing specific campaigns TALC will lead, or play a supporting role in, over the next three years. The Are We Succeeding? section includes a chart describing how success in each campaign can combine to improve the Bay Area’s quality of life, protect our natural environment, and build a strong, equitable economy.
TABLE OF CONTENTS
TALC’s Vision ................................................................1
Great Communities Initiative ........................................3Planning Great Communities...5
Changing the Framework for Growth...6
World Class Transportation Initiative ............................7Revitalizing Urban Transit Campaign...8
Regional Rail Campaign...9
Safe Routes to Schools and Transit Campaign...10
Funding World Class Transportation Campaign...11
Promoting Healthy, Sustainable Travel Campaign...12
Transportation Equity and Community Health Initiative..13Lifeline Transportation Campaign...14
Access to Health Campaign...15
Training Sessions and Capacity Building...16
Are We Succeeding? Tracking Regional Benefits...........17
Organizational Structure ..............................................19
Organizational Development .......................................20
Member and Affiliate Groups.......................................21
printed june 2005
Mission StatementTALC is a partnership of over 90 groups working for a sustainable and socially just Bay Area. We envision a region with healthy, walkable com-munities that provide all residents with transportation choices and affordable housing. TALC analyzes county and regional policies, works with com-munity groups to develop alternatives, and coordinates grassroots campaigns.
TALC’S VISION
Acentury ago, Bay Area communities were oriented around downtowns and transit corridors. Today, many of the region’s
most desirable places to live – from San Francisco’s neighborhoods to Palo Alto and Petaluma – are communities that were originally planned with pedestrian-friendly streets and flexible designs that accommodate a diverse mix of homes, shops and offices, parks and open space.
But planning and development began to change in the 1950s when the region – like the rest of the na-tion – shifted towards low-density development that turned our hillsides and farmland into endless subdi-visions and strip malls. Today, the impacts of poorly-planned growth surround us. We sit in traffic jams on billion-dollar highways while we have less public transit service because of state budget cuts. We see bulldozers carving up the foothills of Mount Diablo. Our youth have lost the opportunity to walk and bike safely and suffer from record levels of asthma. And we witness widening health and income dis-parities between communities, in part because low-income families don’t share the same level of access to jobs, education, and health services.
The member and affiliate groups of the Transporta-tion and Land Use Coalition (TALC) believe that these trends do not need to be our destiny. Instead, we envision a Bay Area with vibrant neighborhoods, a healthy environment, and a strong economy that benefits all communities. We believe that effective regional government and engaged residents will support development where it makes the most sense: in compact, walkable neighborhoods near high-quality transit.
Improving the way we grow and invest public funds can have substantial benefits for all of us.
TALC’S VISION 1
By 2030, better planning will allow all Bay Area workers to live in the region – rather than endur-ing grinding long-distance commutes – and will protect our remaining open space and farms. As a region, we will be healthier by walking and bicy-cling twice as much as we do now. We will double our use of transit, ensuring that our highways do not turn into virtual parking lots as is currently predicted. Great public transit and town centers rich with services will ensure that all residents can easily reach job centers, schools, health care, child care, parks, and grocery stores. This will restore and maintain mobility for many youth, seniors, persons with disabilities, very low-income residents, and others who may not have access to a car. The $1.8 billion per year that residents save by reducing their transportation costs can instead be used for home ownership, higher education, and other purposes. (The specific outcomes we anticipate, based on models by regional agencies, are described on pages 17 and 18.)
Members of the coalition strongly believe that if Bay Area residents are effectively engaged in shap-ing their communities, then they will create great places to live, work, and play; places that meet our needs and help create a sustainable region for our children and grandchildren.
Fulfilling TALC’s vision will require a fundamental shift in public policies and investments, but we be-lieve that shift has already begun.
TALC’s EffectivenessIn 1997, groups from throughout the Bay Area realized that only by working together could they overcome the powerful forces and institutional in-ertia that prevent effective regional planning. They
formed the Transportation and Land Use Coalition, which has grown to include over 90 environmental, social justice, and community groups.
TALC members work together to analyze county and regional policies and investments, and de-velop effective, implementable alternatives. These alternatives form the primary recommendations in TALC’s highly-regarded reports. For example, the 120-page World Class Transit for the Bay Area, developed after a year of analysis and consultation with coalition members, offers a bold new approach to fixing our transportation system. The report identified $12 billion of projects that can create a fast, convenient, and affordable transit system by maximizing the potential of our existing road and rail network. World Class Transit and other TALC reports generate headlines, raise public awareness, and lay the groundwork for the coalition’s long-term initiatives.
TALC has won substantial victories by uniting di-verse constituencies behind policies that promote both environmental sustainability and social eq-uity, and by coordinating community outreach and strategic media campaigns. From 2000 to 2004, voters in the Bay Area approved 11 transportation initiatives that collectively allocate $12 billion, or three-quarters of their funding, for public transit expansion and operations. These measures also con-tain over $800 million for other programs initially proposed in the coalition’s platform, such as safe transportation for children, incentives to build af-fordable homes near transit, and funding to connect low-income communities with jobs and services. TALC played a central role in developing and build-ing support for a number of these initiatives, includ-ing four county sales tax renewals and Regional Measure 2, the one-dollar bridge toll increase to fund public transit.
TALC is now recognized nationally as one of the most effective regional coalitions working on trans-portation and growth issues. The coalition’s success has garnered awards from the Bay Area Air Quality Management District, Senator Barbara Boxer, the National Neighborhood Coalition, and the Cali-fornia Association of Nonprofits, among others.
Creating a Sustainable FutureTALC’s 2005-2008 Strategic Plan was developed with our coalition partners over the course of a year. It identifies new opportunities and proposes specific goals and objectives on two of our long-standing initiatives: Transportation Equity and Community Health (TEACH) and World Class Transportation.
This plan also launches the new Great Communities Initiative, an unprecedented partnership of leading regional nonprofits. This initiative seeks to capital-ize on the window of opportunity that will open as the region begins planning for over 100 new transit stations.
These new transit investments, combined with the financial viability of developing near the 305 exist-ing stations and transit corridors, offers the Bay Area a unique opportunity to grow smarter. The Great Communities Initiative will provide residents with tools to engage in planning for neighborhoods near transit, so that development improves the quality of life for existing residents while providing great places for our children to live. The initiative will also meet head-on the challenge posed by potential displacement of existing residents and prioritize the development of homes that are affordable to people of all incomes.
Working together over the past eight years, TALC and its members helped to fundamentally shift regional transportation priorities – but creating a framework for growth that focuses on long-term sustainability is an even greater challenge.
To meet it we will need to develop and communicate a vision of great communities as the fundamental component of a sustainable region. Of course it will take more than a vision; to overcome long-standing obstacles it will take well-developed strategies that unite instead of divide us and it will require giving residents and community leaders the tools to effec-tively engage in local and regional decisions.
We invite you to read on, to contact TALC’s staff and Board of Directors with questions or sug-gestions, and to join us in our efforts to create a healthy, accessible, environmentally sustainable, and socially just Bay Area.
2 TALC’S VISION
Piecemeal and poorly planned growth continues to plague the Bay Area, whether bulldozing farms and
hillsides for tract housing or building large strip malls near transit. Unless we change
current growth patterns: over the next 25 years fewer than one in four new homes will be built near transit; over 200,000 additional
residents will have to live outside the region and endure a grinding daily commute to work here; and lower-
priced housing will tend to be located at the edge of the re-gion, far from jobs and in com-
munities that require families to have a car for every driver. Where driving a car is the only option, people walk less, weigh more, and fare worse on a variety of
health outcomes.
It doesn’t have to be this way.
Over the next five years the Bay Area will have a once-in-a-generation opportunity to stop poorly planned growth and make better decisions about what, where, and how to build next. Areas within a half-mile radius of transit stations, called station areas, represent the Bay Area’s best hope to provide safe, affordable homes in walkable neighborhoods.
The opportunity is there. In addition to the region’s existing 300 rapid transit stations and transit corri-dors, new mass transit investments will add another 100 new stations. This infusion of investment will spur over 75 new community plans and hundreds of new proposed developments in neighborhoods near transit. Living in these neighborhoods, resi-dents can have easy walking and transit access to jobs, child care, shopping, health care, education, and the Bay Area’s beautiful open spaces. People
Great Communities Initiativewho live close to transit stations are five times more likely to use transit than others living in the same city. A recent study showed that by 2025 there will be consumer demand for an additional 550,000 homes near transit.
This demand is being stalled by an array of forces, such as outdated zoning codes that prohibit tradi-tional main streets and state fiscal policies that push cities to chase sales tax revenues instead of provid-ing homes. Most importantly, few citizens are ac-tively engaged in planning their communities, and they often oppose new construction that appears to be thrust upon them without providing benefits to the community.
TALC’s Great Communities Initiative will bring together leading regional organizations to shift toward more sustainable and equitable planning for our common future. Only with a major new initiative will we be able to provide residents with the tools and information they need to participate effectively in planning their own communities. We need to ensure that planning identifies the assets residents value as well as areas where communities can be improved. When planning involves strong community participation and leads to new services, such as child care and health care, that directly ben-efit neighborhoods, local residents will feel a sense of ownership and support these plans.
This Great Communities Initiative has two pri-mary efforts:
The goal of the Planning Great Communities effort is to vastly increase the quality of com-munity participation in planning near station areas.
In Changing the Framework for Growth, TALC will work with our partners to ensure regional and state agencies reward good planning and prioritize established communities for infra-structure funding.
GREAT COMMUNITIES INITIATIVE 3
GREAT COMMUNITIES INITIATIVEExisting Transit and Planned Expansions
4 GREAT COMMUNITIES INITIATIVE
Building a traditional town – with homes, shops, and businesses near transit – faces a host of obstacles.
In fact, many popular neighborhoods in the Bay Area would be illegal to build today because of outdated zoning codes. Environmental reviews often focus on local traffic but fail to discuss the health or trans-portation benefits of transit-oriented devel-opment. Planners are not required to assess community needs for childcare or health facilities, parks, libraries, or healthy food. Most importantly, current development patterns will not meet the growing demand for homes that all people can afford.
Desired OutcomeHalf of new homes by 2030 are in walk-able communities near transit and include homes affordable to people of all incomes.
Opportunities An unprecedented number of new rail
stations and bus rapid transit corridors will open over the next 15 years.
The Metropolitan Transportation Com-mission plans to fund local station area planning and require the inclusion of minimum housing levels near transit.
Putting new homes in existing devel-oped areas has become more econom-ically viable, and growing numbers of retirees, singles, and young couples are seeking walkable communities with better transportation options.
Coalition Strategies In station area planning processes, alert residents to plans
underway, hold public workshops and training sessions for community groups and local elected officials, and help resi-dents compare plans to best practices.
Foster local “Friends of the Transit Village” groups to sup-port the vision of high-quality station area plans.
As individual developments are proposed, provide ana-lytical tools for community groups (such as trip generation models) and criteria for judging individual developments.
For communities at all stages of the development process, develop a “best practices” resource guide, publish a regu-lar newsletter, and track station area development plans to regularly update member groups about upcoming meet-ings and events.
Measurable Objectives Assist residents and groups to influence at least 6 sta-
tion area plans or major individual developments.
Complete at least 30 workshops and training sessions, and provide technical assistance in more than 25 com-munities.
Persuade at least 15 cities to adopt model ordinances that encourage walkable communities and significant housing development near transit stations.
Seventy-five new transit station area plans will have been adopted.
More than 50% of all new housing approved between 2010 and 2015 is located within a half-mile walk of frequent transit.
Because the city of Campbell reduced the amount of mandated parking, the developer of this building was able to put in a restaurant.
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Strategic Partners Greenbelt Alliance
Urban Habitat
Non-Profit Housing Association of Northern California
Local Government Commission
Community foundations of the Bay Area
Key Allies Neighborhood associations
Local businesses and Chambers of Commerce
Faith based groups
Local environmental and social equity organizations
PLANNING GREAT COMMUNITIES
GREAT COMMUNITIES INITIATIVE 5
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Strategic Partners Greenbelt Alliance
Key Allies Regional environmental and
social equity groups
Labor unions
Business groups
Regional and state fiscal policies and structures lead cities to woo auto dealers and big-box retail stores rather than provide safe and affordable places for
people to live. Tight budgets limit cities’ ability to plan for the future and involve all residents in making better decisions about where and how the community will grow.
Desired OutcomeNew regional and state policies facilitate rather than hinder smart growth and help achieve the goal that half of all new homes built by 2030 will be near transit.
Opportunities TALC is urging the Metropolitan Transportation Com-
mission (MTC) to require cities to plan for significant housing near future transit stations before MTC funds such projects.
Senator Don Perata, Senator Tom Torlakson (who chairs the Housing and Transportation Committee), and some of the Governor’s appointees support smart growth practices.
Coalition Strategies Lead a regional campaign for MTC, Contra Costa
County, and one other county to condition transit sta-tion funding on smart growth principles and to provide dedicated funding for cities to create plans for the areas around transit stations. Ensure that these jurisdictions follow through with vigorous implementation.
Support member groups advocating for state legislation that promotes smart growth and reinvestment in urban areas.
Measurable Objectives MTC adopts a strong policy to make funding for
new transit projects contingent on plans for walkable communities, with significant numbers of new homes developed within a half-mile of transit stations.
MTC, Contra Costa County, and at least one other county successfully implement policies to condition transit funding on planning for enough places for people to live.
State and regional sources provide sustained funding for planning for the areas around transit stations.
Transit station areas become centers for new homes in the Bay Area, providing 300,000 new places for people of all income levels to live. New health care, senior, and youth facilities, branch libraries, and other services transform these areas into community focal points.
Good planning can turn auto-oriented cor-ridors into great places to live and shop.
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CHANGING THE FRAMEWORK FOR GROWTH
6 GREAT COMMUNITIES INITIATIVE
TALC’s seminal report, World Class Transit for the Bay Area, offers a vision and bold approach for fix-ing our regional transportation system. It identifies
ways to vastly improve the use of our existing transporta-tion infrastructure, including nearly 18,000 miles of roads and 600 miles of train tracks, with cost-effective projects that would provide faster, more convenient, and more af-fordable transit service.
Since World Class Transit for the Bay Area was published in January 2000, TALC has led several broad-based efforts to fund the projects detailed in it. Voters throughout the Bay Area have supported many of these projects by approving transportation sales tax measures and a bridge toll increase
that will raise over $12 billion for public transit and $500 million for bicycle and pedestrian safety. The
recession and state budget crisis, however, have left many projects under-funded.
TALC’s World Class Transportation Initiative contin-ues, updates, and expands on TALC’s previous proposals, with a focus on five objectives:
Revitalize basic transit service in existing urban and suburban areas in the region’s core.
Help develop a plan to expand and integrate the region-al rail system and secure full funding for key regional projects.
Obtain full funding for regional bicycle and pedestrian safety projects.
Develop new, equitable and stable revenue sources to fund these programs.
Increase the percentage of walking, bicycling, transit, and carpooling trips through a “one-on-one” personal-
ized marketing program.
World Class Transportation Initiative
WORLD CLASS TRANSPORTATION INITIATIVE 7
8 WORLD CLASS TRANSPORTATION INITIATIVE
Cuts in state and federal funding, combined with volatile revenues from local sales taxes, have led
Bay Area transit agencies to raise fares, reduce service, and cut back on mainte-nance. These changes have hurt ridership, which depresses farebox revenues even further, and contributes to even deeper cuts in service.
Desired Outcomes Ridership is doubled on the Bay Area’s
bus and light rail systems between 2005 and 2030.
Break the cycle of fare hikes and ser-vice cuts caused by transit agencies’ budgetary shortfalls, which dispro-portionately hurt low-income riders.
Opportunities Bus Rapid Transit (BRT) – using
proven new technologies and dedi-cated lanes where feasible – has the potential to greatly improve bus ser-vice and attract new riders, but pilot projects remain under-funded.
Three BRT projects are in the plan-ning stages: two in San Francisco (Geary Boulevard and Van Ness Av-enue), and one that runs through Oakland, Berkeley, and San Leandro (along Telegraph Avenue/Interna-tional Boulevard/East 14th).
Regional Measure 2 (RM2) funded two innovative transit projects: all-night bus service along BART routes (NightBART) and the TransLink uni-versal transit fare “smart card,” which will make it easier for passengers to ride and transfer between several Bay Area transit systems.
Coalition Strategies Lead and support regional and lo-
cal efforts to secure stable operating funds for transit agencies and mini-mize service cuts and fare hikes.
Help local communities learn about and get involved in the planning processes for Bus Rapid Transit and other bus improvement projects.
Measurable Objectives AC Transit’s BRT project has gained sufficient com-
munity support and funding to proceed with the first phase of implementation.
The NightBART and TransLink programs are fully operational.
Stable funding for transit operations allows the agen-cies to restore and expand core service.
First stage of the Oakland/Berkeley/San Leandro BRT project is opened.
TALC and member groups, working with transit agen-cies, prioritize which BRT and other bus improvement projects should be built first.
BRT lines with dedicated bus lanes are opened on at least three of TALC’s prioritized routes.
Funding is secured for all BRT projects recommended in TALC’s updated plan.
Strategic Partners TransitWorks
Transportation Justice Working Group
Key Allies San Francisco advocacy groups: Transportation for
a Livable City and Rescue MUNI
A photo simulation of the proposed San Francisco Bus Rapid Tran-sit line on Van Ness Avenue.
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REVITALIZING URBAN TRANSIT CAMPAIGN
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The Bay Area has a fragmented passenger rail network, with poor connections between systems and
little agency interest in cooperation. Fur-thermore, past extensions have often been chosen based on political popularity in-stead of careful and objective planning to serve the most riders at the lowest cost.
Desired Outcomes An integrated rail transit network
throughout the Bay Area provides 1.4 million daily trips by 2030: double today’s ridership levels.
An effective high-speed rail connec-tion links the Bay Area directly with Southern California and Sacramento.
Opportunities Many rail expansion projects were
partially funded by recent transporta-tion measures.
The Bay Area Regional Rail Plan study, aimed at improving the inte-gration of our rail systems and funded by the recent bridge toll increase, will help to: expand and integrate existing train service; integrate rail with bus and ferry systems; and connect high-speed rail to Bay Area transit.
Coalition Strategies Co-lead a regional campaign to se-
cure full funding for the extension of Caltrain to a new Transbay Terminal, the Sonoma-Marin Area Rail Transit (SMART) commuter project, and other rail priorities in TALC’s World Class Transit proposal.
Foster effective public participation in the Bay Area Regional Rail Plan study, and alert member groups to meetings and key milestones.
Advocate for TALC’s World Class Transit vision of significantly upgrad-ed and expanded commuter rail ser-vice utilizing existing freight tracks.
Work with local groups to determine and advocate for the most cost-effective transit links between Fremont and San Jose.
Measurable Objectives The Regional Rail Plan study considers all of the strat-
egies set forth in World Class Transit.
The recommendations in the Regional Rail Plan are based on comprehensive analysis – not polls or politi-cal influence. The study gains TALC’s support by iden-tifying cost-effective measures to expand rail service.
The new Transbay Terminal, SMART, and other prior-ity projects are fully funded.
High-speed rail service terminates at the new Transbay Terminal in downtown San Francisco, and integrates with a seamless regional transit network.
Strategic Partners BayRail Alliance
Key Allies Rail advocates
Business organizations
Social equity groups
Environmental organizations
Expanding commuter rail service on existing freight lines offers a cost-effective way to broaden train service.
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REGIONAL RAIL CAMPAIGN
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Coalition Strategies Oversee implementation of the new $20 million Safe
Routes to Transit (SR2T) program, which TALC spon-sored as part of Regional Measure 2.
Help develop proposals for an effective regional Safe Routes to Schools (SR2S) program.
Co-lead regional advocacy efforts to obtain full funding for bicycle and pedestrian programs.
Co-lead efforts to fund a bicycle/pedestrian/maintenance path on the western span of the San Francisco-Oakland Bay Bridge that connects with the path planned for the new eastern span.
Measurable Objectives The regional SR2T program has been designed and
initial funding is allocated. New legislation gives MTC the flexibility to fund the
Bay Bridge western span pathway.
Funding for the regional bicycle and pedestrian pro-gram increases by 150% to $500 million.
The western span pathway on the Bay Bridge is fully funded.
The regional SR2S program has been initiated.
Regional and county bicycle and pedestrian plans are fully funded.
Over 6,000 people are walking or bicycling on the Bay Bridge every day.
Our streets have been designed for fast cars at the expense of the safety of pedestrians and bicy-
clists. In 2001 and 2002, 21% of auto-re-lated fatalities involved bicyclists and pe-destrians, yet only 4.8% of federal safety funding for California benefited bicyclists and pedestrians. Unsafe street conditions mean that fewer people choose to bicycle or walk. Reduced levels of physical activ-ity lead to higher rates of obesity and other physical ailments. Unsafe streets, especially near key destinations like tran-sit hubs, schools, and shopping centers, result in more car trips – further adding to stressful traffic congestion and unhealthy environmental pollution.
Desired OutcomeBicycling and walking are so safe and convenient, and the health benefits so widely understood, that the share of trips by these two modes doubles from 11% to 22% by 2020.
Opportunities Scientific evidence of the tremendous
health benefits of regular physical ac-tivity is growing.
The nine Bay Area counties and the Metropolitan Transportation Com-mission (MTC) each have partially funded bicycle plans, and some cities are creating pedestrian plans.
The Marin Safe Routes to Schools program is already a great model for the Bay Area and the nation: after the first two years of the pilot program (2000-2002), the number of children walking and bicycling to participating public schools increased from 21% to 38%. During the 2003-2004 school year, the percentage of children ar-riving in single occupancy vehicles decreased from 55% to only 42%.
TALC and the Bay Area Bicycle Coalition will campaign to make it safe for our children to walk and bike to school.
By
2006
By
2008
By
2015
Strategic Partners Bay Area Bicycle Coalition (BABC)
Key Allies Local bicycle and pedestrian advocacy organizations
Senior, youth, and public health groups
Local businesses organizations
dan burden – pedbikeimages.org
SAFE ROUTES TO SCHOOLS AND TRANSIT CAMPAIGN
10 WORLD CLASS TRANSPORTATION INITIATIVE
At least $10 billion must be raised over the next 25 years to maintain our existing transit system and fund some strategic, cost-effective expansions. Continuing
state and federal budget deficits, plus the volatility of local sales tax revenues, dictate that the Bay Area needs to raise ad-ditional revenues on its own and in new ways.
Desired OutcomeNew regional revenue sources, which are more stable and equitable than sales and property taxes, provide sufficient funding to implement TALC’s proposals.
Opportunities The Metropolitan Transportation Commission (MTC)
has the authority to place a regional gas tax on the bal-lot and is pursuing legislation to instead place a gasoline “user fee” before voters that would only require a simple majority instead of a two-thirds vote.
Other potential funding sources include reinstating a por-tion of the vehicle license fee (VLF) that was cut in 2003, and sales tax proposals in Napa and Solano counties.
Coalition Strategies Create a coalition-based proposal for allocating a regional
gasoline user fee, and work with MTC to obtain approval by the Legislature.
If the effort to create a user fee fails, advocate for TALC’s transportation funding priorities to be included in any new revenue sources, as well as the 2008 Regional Trans-portation Plan.
Measurable Objectives State legislation changing the gas tax to a user fee
passes.
Voters approve new regional transportation funding. At least $3 billion in new spending is allocated to
transportation projects recommended by TALC.
TALC has helped to secure at least $5 billion of new revenue for World Class Transportation projects and programs in the Bay Area.
TALC will lead efforts to raise new revenues for Caltrain (top), Bus Rapid Transit (bot-tom), basic transit operating expenses, and other Coalition priorities.
LAN
E C
OU
NTY
TRA
NSI
T D
ISTR
ICT
DA
VID
VA
SQU
EZ –
PU
BLI
C V
ISIO
N R
ESEA
RCH
Strategic Partners All coalition member groups
Key Allies Business groups
Labor groups
WORLD CLASS TRANSPORTATION INITIATIVE 11
FUNDING WORLD CLASS TRANSPORTATION CAMPAIGN
By 2
008
By 2
015
2006
Strategic Partners AC Transit
BART
Alameda County Congestion Management Agency
Key Allies Schools and universities
Community organizations
Most people continue to use automobiles for every trip, whether they go five blocks for a quart of milk or ten miles to work. Mass marketing efforts
to increase transit use, walking, bicycling, and carpooling have only been modestly effective and many of these focus solely on trips to work. Personalized marketing programs, which use a one-to-one approach to teach people how to use travel alternatives, are now operating successfully in England, Australia, and Portland, Oregon. They have consistently in-creased transit use by 20% and walking and bicycling up to 100%. These programs are successful because they identify people interested in alternatives to driving, and provide them with information about travel options to any destination.
Desired Outcomes Region-wide implementation of personalized transit mar-
keting programs reaches 60% of the Bay Area’s popula-tion by 2015.
Those receiving personalized transit marketing increase their walking, bicycling, and transit use by at least 20% and reduce their solo driving trips by at least 10%.
Opportunities Transit agencies are eager to fill their vehicles to bolster
revenues, and thereby avoid having to cut service.
Many new transit services will begin over the next four years, creating a particularly opportune time to have fo-cused marketing to potential customers.
Coalition StrategiesTALC will bring agencies together to initiate a pilot mar-keting program in the East Bay, then urge other agencies to adopt similar programs across the region.
Measurable Objectives Personalized transportation marketing pilot project
receives funding.
First pilot marketing project is completed. Other programs are started to spread personalized mar-
keting throughout the region.
Personalized transit marketing is offered to 60% of the Bay Area’s population.
TALC wants to undertake a personalized marketing effort to get more people walking, biking, using transit, and other alternatives to driving alone.
JOSH
APT
E –
TALC
PROMOTING HEALTHY, SUSTAINABLE TRAVEL CAMPAIGN
12 WORLD CLASS TRANSPORTATION INITIATIVE
By 2
008
2015
2006
Jobs out of reach, missed health care appointments, and students unable to get to classes or after-school activities are all problems with a common cause: trans-
portation barriers. Throughout the Bay Area, hundreds of thousands of residents live in households where there is no access to a car; over one million others in the region
share one car among several adults.
Low-income family members are most in need of increased transportation choices. For them, public transit, walking and bicycling are critical lifelines. But transportation funding
has too often focused on relieving congestion for rush-hour auto commuters, at the expense
of providing basic mobility for those who depend primarily on transit.
The fundamental goal of the transportation equity move-ment is to ensure that transportation is no longer an obstacle to self-sufficiency and a better life. TALC’s Transportation Equity and Community Health (TEACH) Initiative consists of three key efforts to win transportation justice:
The Lifeline Transportation campaign will advocate for dependable access to jobs, services, and educational op-portunities for residents of low-income communities.
The Access to Health campaign will continue TALC’s pilot project to improve transportation access to health care facilities for low-income residents of Contra Costa County and replicate it in other counties.
A Training and Technical Assistance program will help local community organizations advocate more ef-
fectively for local and regional transporta-tion solutions.
Transportation Equity and Community Health (TEACH)Initiative
TRANSPORTATION EQUITY AND COMMUNITY HEALTH INITIATIVE 13
14 TRANSPORTATION EQUITY AND COMMUNITY HEALTH INITIATIVE
The Metropolitan Transporta-tion Commission’s (MTC) 2001 report, Lifeline Transportation
Network, identified key gaps in transit ser-vice that keep low-income families from reaching jobs, schools, child care facilities, and fresh-food markets. Providing a trans-portation “lifeline” by filling in these gaps with new transit service would cost an ad-ditional $100 million per year. In addition to this new transit service, these communi-ties also need bus shelters, discount passes, child care shuttles, and related services.
Desired OutcomeLow-income families have access to many more jobs and essential services. By 2025, these families will be able to reach 80% more jobs with a 30-minute transit trip.
Opportunities MTC recently committed $9 million
per year to lifeline transportation pro-grams, and admits that more invest-ment is needed to achieve transporta-tion equity.
MTC has committed to completing Community-Based Transportation Plans (CBTPs) in 25 low-income neighborhoods.
Through the Transportation Justice Working Group (TJWG), social justice groups are becoming more organized and have identified lifeline transporta-tion as a high priority.
Coalition Strategies TALC will continue to facilitate TJWG
efforts to advocate for better analysis of transportation needs and additional lifeline transportation funding.
In communities conducting CBTPs, TALC will organize training sessions to help local groups participate effectively in the process, ensure that the plans re-flect neighborhood needs, and advocate for these solutions to be implemented.
Measurable Objectives Assist at least seven community groups that are partici-
pating in CBTPs. Convince MTC, county congestion management
agencies, and transit agencies to develop more accurate costs of the Lifeline Transportation Network.
Assist community groups that are participating in 20 different CBTPs.
Through new funding sources, or by shifting existing funding, MTC and other agencies devote an addi-tional $20 million per year to lifeline transportation services.
Transportation agencies commit $50 million per year to lifeline transportation services.
Key recommendations of the original CBTPs are implemented.
Strategic Partners Transportation Justice Working Group members
Urban Habitat
Key Allies TransitWorks
Community groups in CBTP neighborhoods
Immigrant, social service, and health groups
Many low-income families depend on public transit service to ac-cess educational and employment opportunities.
JOSH
APT
E –
TALC
LIFELINE TRANSPORTATION CAMPAIGN
By
2006
By
2008
By
2015
For many low-income residents without cars, poor pedestrian and transit access to health care facili-
ties can lead to missed medical appoint-ments, and many individuals simply stop scheduling appointments for treatment of chronic illnesses. In 2002, TALC and two social justice groups released Road-blocks to Health, a groundbreaking study of transit access to medical facilities in 15 low-income communities. Of the three counties studied, the worst situation was in Contra Costa County, where only 33% of residents had convenient transit or pedestrian access to a health clinic.
Desired Outcomes By 2015, 65% of the low-income
residents of Contra Costa County will have convenient access to health care – 150,000 more people than today.
TALC’s work in Contra Costa County will serve as a model for the improved coordination of transpor-tation and health services through-out the Bay Area.
Opportunities TALC’s Access to Health pilot project in Contra Costa
County is bringing together local residents, health care providers, and transit officials, to both improve transpor-tation access to medical care and locate future health care facilities in currently underserved neighborhoods.
TALC’s mapping and analysis work for Roadblocks to Health created new tools for defining and measuring ac-cess to medical facilities.
Coalition Strategies Coordinate meetings in three low-income communities
so that community leaders, health care providers and transit officials can design and implement improved ac-cess to health care.
Offer leadership development, training, and advocacy support to at least 25 community and health care leaders, to help them better understand and influence local trans-portation decisions.
Measurable Objectives Initiate or expand at least five programs to improve
access to health care facilities in targeted Contra Costa County communities.
Health care and transportation agencies in Contra Costa County institutionalize coordinated planning for health care access.
Initiate Access to Health efforts in at least one other Bay Area county.
Three or more projects similar to Access to Health are begun in California, based on TALC’s success in Con-tra Costa County.
Good pedestrian and transit access to health care facili-ties is regularly considered as an important objective in siting medical facilities and in planning transit service.
Key Allies Local health providers
Community groups
Contra Costa County Health Services
Pedestrian and transit access to health ser-vices is limited, or non-existent, in suburban counties.
TALC
TRANSPORTATION EQUITY AND COMMUNITY HEALTH INITIATIVE 15
ACCESS TO HEALTH CAMPAIGN
By
2006
By
2008
By 2
015
16 TRANSPORTATION EQUITY AND COMMUNITY HEALTH INITIATIVE
Nearly $4 billion per year is spent on Bay Area transportation, but complex decision-making
processes, dozens of transportation agen-cies, and long project lead times deter community involvement in transporta-tion decisions. By providing easy-to-use materials and training sessions tailored to a group’s needs, TALC will help low-income and people-of-color communities break through these barriers.
Desired Outcomes Low-income communities win in-
vestments that improve local transit access, economic equity, and commu-nity health.
Through these victories, histori-cally disadvantaged communities gain greater political power and capacity to influence transportation and land use decisions.
Opportunities Most low-income communities in the
Bay Area will complete Community-Based Transportation Plans (CBTPs) by 2006, identifying priorities for lo-cal action in the process.
TransitWorks, the collaboration of Bay Area transit unions advocating for transportation improvements, demonstrates how local groups can join forces and work effectively for social and economic justice.
Coalition Strategies Distribute TALC’s Access Now! guide
and tools, and conduct training sessions and other technical assistance, to help community groups have greater influ-ence over transportation decisions.
Develop intensive campaign partner-ships with local social justice groups, and foster collaborative efforts (such as TransitWorks) among underrepre-sented populations (such as youth, seniors, and immigrants).
Measurable Objectives Provide at least 40 community groups with training
sessions and technical assistance. Work with the Association of Community Organi-
zations for Reform Now (ACORN) and other local groups to help identify community transportation needs and support efforts to meet those key needs eq-uitably; help groups in at least five communities to win transportation improvements.
Provide at least 60 community groups with training sessions and technical assistance, including at least one in every neighborhood where a CBTP is undertaken.
TransitWorks and other new collaboratives become a strong voice for sustainable regional transportation.
At least 15 underserved CBTP communities achieve specific, needed, and locally requested transportation improvements.
Social justice groups wield increasing influence over regional and statewide advocacy and transportation planning efforts, and their representatives sit on many transportation agency boards.
Strategic Partners Urban Habitat and ACORN
TransitWorks
Key Allies Local community groups throughout the region
TALC trainings help give community groups a stronger voice in transportation decisions.
TALC
TRAINING SESSIONS AND CAPACITY BUILDING
By
2006
By
2008
By
2015
ARE WE SUCCEEDING? TRACKING REGIONAL BENEFITS
The policies and decisions that deter-mine how the Bay Area grows will have a dramatic impact on environmental quality,
public health, economic competitiveness, and, of course, access to opportunities for all residents. TALC has developed projections for the likely benefits of reaching the objectives outlined in this
Strategic Plan, based on alternative growth sce-narios modeled by the Metropolitan Trans-
portation Commission and other regional agencies.
As indicated on the chart on the following page, some of the beneficial outcomes, such as cutting bicycle and pedestrian injuries by 50%, are di-rectly attributable to meeting some of the
campaign objectives (e.g., fully funding bicycle and pedestrian plans. The predicted
cumulative benefits of reaching all of the objectives, such as the reduction of 8,000,000
miles per day in driving on Bay Area roads, are noted on the bottom row.
TALC has developed a process for tracking or estimating the 2005 Strategic Plan’s measurable ob-jectives, projected benefits, and long-term desired outcomes, and will include updates in our annual report to TALC’s member groups and supporters.
Some campaign outcomes and regional benefits will be tracked using data that is released annually, while other data is available less frequently, (e.g., the triennial transportation plans). Unfortunately, there is no method in place for tracking a few objectives, such as quantifying the amount of housing devel-oped within a half-mile of transit stations. In these instances, we are working with regional agencies and other partners to develop a method for tracking or estimating progress.
Tracking progress toward our objectives is criti-cal for knowing when we have succeeded, when we are failing to meet our goals, and when we must reevaluate our strategies. To find out more about the methods used for determining and measuring progress toward particular objectives, refer to the Strategic Plan section of the website or contact TALC staff.
REGIONAL BENEFITS 17
REG
ION
AL
BEN
EFIT
S C
HA
RT
Envi
ron
men
tal P
rese
rvat
ion
Stro
ng
, Eq
uit
able
Eco
no
my
Hea
lth
y C
om
mu
nit
ies
Bene
fits o
fAc
hiev
ing
Outc
omes
Ove
r 110
,000
acr
es o
f exi
stin
g op
en sp
ace
save
d fr
om b
eing
bul
ldoz
ed fo
r dev
elop
men
t.
Less
spr
awl s
aves
the
regi
on 1
8 bi
llion
gal
-lo
ns o
f wat
er y
earl
y by
202
0.
Bet
ter
tran
sit a
cces
s to
jobs
and
mor
e ho
usin
g op
-ti
ons
for
empl
oyee
s al
low
the
Bay
Are
a to
rem
ain
econ
omic
ally
com
peti
tive
.
Dea
ths a
nd in
jurie
s fro
m p
edes
trian
and
bicy
cle co
llisio
ns
with
cars
are c
ut 5
0% b
y 20
30, s
avin
g $1
40 m
illio
n.
Red
uced
tran
spor
tatio
n pr
oble
ms r
esul
t in
75%
fe
wer
mis
sed
med
ical
app
oint
men
ts in
targ
eted
lo
w-in
com
e co
mm
uniti
es.
Ast
hma
hosp
italiz
atio
ns a
re c
ut in
hal
f, du
e to
cl
eane
r ai
r.
Cum
ulat
ive
Impa
ct o
f M
eetin
g Al
l Obj
ectiv
es
8 m
illio
n fe
wer
mile
s of d
rivi
ng p
er d
ay
impr
oves
air
qua
lity,
cut
s gre
enho
use
gas
emiss
ions
by
400,
000
poun
ds d
aily
, and
re
duce
s dep
ende
nce
on fo
reig
n oi
l.
Bay
Are
a re
side
nts s
ave
over
$1.
8 bi
llion
in a
nnua
l
tran
spor
tatio
n co
sts –
$60
0 pe
r fa
mily
.
By
2030
, tw
ice
as m
any
jobs
as t
oday
, 240
,000
, are
w
ithin
a 4
5-m
inut
e tr
ansit
ride
.
Incr
ease
d ph
ysic
al a
ctiv
ity c
uts a
nnua
l hea
lth c
are
cost
s by
$350
mill
ion
and
obes
ity c
ases
by
15,0
00.
Sign
ifica
nt h
ealth
impr
ovem
ents
from
cle
aner
air
and
redu
ced
part
icul
ate
emiss
ions
.
Gre
at C
om
mu
nit
ies
Init
iati
veW
orl
d C
lass
Tr
ansp
ort
atio
n In
itia
tive
Tran
spo
rtat
ion
Eq
uit
y an
d
Co
mm
un
ity
Hea
lth
Init
iati
ve
Mea
sura
ble
Obje
ctiv
es
Reg
iona
l pol
icie
s su
ppor
t hou
sing
nea
r tr
ansi
t sta
tion
s. S
igni
fican
t fun
ding
ded
i-ca
ted
to c
reat
e co
mm
unit
y pl
ans.
Ext
ensiv
e sm
art g
row
th tr
aini
ng g
iven
to
elec
ted
offic
ials
and
com
mun
ity g
roup
s.
Cor
e bu
s and
rai
l sys
tem
s sta
biliz
ed, e
xpan
ded.
Reg
iona
l ped
estr
ian
and
bike
pro
gram
s ful
ly fu
nded
.
Pers
onal
ized
tran
sit m
arke
ting
off
ered
to 6
0% o
f th
e B
ay A
rea’s
pop
ulat
ion.
$50
mill
ion
per
year
spe
nt o
n lif
elin
e tr
ans-
port
atio
n se
rvic
es.
Pede
stri
an a
nd tr
ansi
t acc
ess
to c
linic
s is
an
impo
rtan
t obj
ecti
ve in
sit
ing
med
ical
faci
litie
s an
d in
tran
sit p
lann
ing.
Desi
red
Outc
omes
By
2025
, suf
ficie
nt h
ousi
ng a
llow
s al
l ne
w B
ay A
rea
wor
kers
to
find
hom
es in
th
e re
gion
.
By 2
020,
suffi
cien
t new
hou
sing
allo
ws a
ll B
ay
Are
a w
orke
rs to
find
hou
sing
in th
e re
gion
.
Dou
ble
tran
sit u
se in
the
Bay
Are
a to
2.4
mill
ion
daily
trip
s by
203
0.
5.9
mill
ion
daily
trip
s on
foot
and
by
bicy
cle
– 21
% o
f all
trip
s.
150,
000
low
-inc
ome
Con
tra
Cos
ta r
esid
ents
(6
5%)
have
tran
sit o
r w
alki
ng a
cces
s to
hea
lth
care
by
2015
.
Low
-inco
me
fam
ilies
can
reac
h ov
er 8
0% m
ore
jobs
with
in a
30
min
ute
tran
sit tr
ip.
18 REGIONAL BENEFITS
ORGANIZATIONAL STRUCTURE
TALC Members and BoardsTALC is a coalition of Member and Affiliate Groups, as well as numerous individual activists. Our long-term success is predicated on uniting environmental, social justice, and key community groups behind common policies and campaigns.
Member Groups endorse TALC’s platform, pay annual dues, actively participate in campaigns, and determine TALC’s policies and leadership. Only Member Group representatives are eligible to serve on and vote for the Board of Directors.
Affiliate Groups are organizations that support TALC’s mission but are generally less involved. Af-filiates do not pay dues and do not vote for or serve on the Board of Directors.
We hold bimonthly regional meetings in San Fran-cisco, open for all to attend. Working groups bring together advocates to develop specific policy recom-mendations. TALC also convenes working groups to work on county issues when there is a critical need.
Board of DirectorsTALC is governed by a Board of Directors, made up of representatives of Member Groups. The Board is ultimately responsible for leading TALC on policy,
program, and organizational issues. The Board’s 12 members are elected by the Member Group Rep-resentatives to three-year terms, staggered so that one-third of the Board is up for election every year. Votes on major policy decisions require a three-quarters majority.
TALC StaffTALC staff have a rich background in transporta-tion and land use policy, community organizing, media and communication. TALC staff coordinate coalition meetings, working groups, and provide leadership on research and campaigns. The specific positions that are currently staffed are shown in bold on the organizational chart below. The posi-tions that are not in bold represent the additional staff positions that the TALC Board of Directors believes are necessary to implement the Strategic Plan. The 2005-2008 Strategic Plan also envisions initiation of a TALC Advisory Board in 2005.
Stuart Cohen is TALC’s co-founder and Executive Director. He has helped lead a number of TALC’s policy initiatives, including the recent success in developing a one-dollar bridge toll increase to fund public transit, which was approved by Bay Area voters in 2004.
Executive Director
Planning Great Communities
Organizer
AdvisoryBoard
TEACH Program
Coordinator
Planning Great Communities
Program Coordinator
World ClassTransit
Organizer
Access to Health
Coordinator
Board of Directors
Communications & Development
Coordinator
Promoting Healthy Sustainable Travel
Director of Administration
World ClassTransit Program
Director
South Bay Organizer
PolicyDirector
elect
Existing Positions
ProposedPositions
Member Groups
ORGANIZATIONAL STRUCTURE 19
ORGANIZATIONAL DEVELOPMENT
TALC’s Board of Directors has adopted a development plan to support program expansion and the realization of the 2005-
2008 Strategic Plan. For the past eight years, TALC has relied primarily on foundations and other insti-tutional support. As can be seen in the charts below, in 2004 87% of TALC’s funding was institutional support, of which 75% came from foundations and 12% from government grants.
The development plan will guide implementation of new fund-raising approaches to diversify TALC’s rev-enue base. The new areas of emphasis will include:
Individual supporters and major donors: TALC has never had a sustained individual supporter pro-gram. In 2004, $7,000 was raised from individu-als. In March 2005, TALC asked some of its core supporters to make donations to help launch the 2005-2008 Strategic Plan and $13,000 was quickly raised. The development plan has a goal of increas-
ing individual support so that it accounts for 12% of funding by 2008.
Fee-for-service: TALC staff have significant and often unique policy and organizing experience. Increasingly, other nonprofits, transit agencies and consultants have sought our services. In 2004 this accounted for about 10% of TALC’s total revenue, with projects that included leading community pro-cesses to prioritize bicycle and pedestrian safety proj-ects in a low-income community of East San Jose, and leading the grassroots advocacy effort to pass Re-gional Measure 2 (the bridge toll increase for public transit). The goal for 2008 is to have fee-for-service work account for about 17% of TALC revenues.
Events: TALC’s primary event at this point is our annual summit. But as our membership base con-tinues to grow, it is likely that we will start having at least one or two events per year that have a strong fund-raising component.
68%Foundations and
Government Grants
12% Individuals and Member Groups 17% Fee for Service 3% Events/Other
87%Foundations and
Government Grants
2% Individuals and Member Groups 10% Fee for Service 1% Events/Other
2004:Actual Revenue Sources – $415, 000
2008:Proposed Revenue Sources – $715, 000
20 ORGANIZATIONAL DEVELOPMENT
MEMBER AND AFFILIATE GROUPS
Regional and National GroupsBay Area Bicycle Coalition*BayPeds*Bluewater NetworkCenter for Third World OrganizingCity CarShareCommunity Design and
ArchitectureCongress for the New UrbanismEnvironmental Defense*Greenbelt Alliance*International Council for Local
Environmental InitiativesLatino Issues ForumLeague of Women Voters of the Bay
Area*LIFETIME: Low Income Families’
Empowerment Through Education*
National Trust for Historic Preservation
Non-Profit Housing Association of Northern California*
Planning and Conservation League*Rail Passengers Association of
California*Rails-to-Trails Conservancy*Redefining Progress*Regional Alliance for Transit (RAFT)Save the BaySEIU 790*Sierra Club*Surface Transportation Policy
Project*The Next Generation*Train Riders Association of
California*TRANSDEF*Union of Concerned ScientistsUrban Ecology*Urban Habitat*World Institute on Disability
South BayActerraAffordable Housing Network of
Santa Clara County*Amalgamated Transit Union, Local
265*
BayRail Alliance*Buspool.orgCampus Community Association*Cities21.orgCommunity Homeless Alliance
MinistryCouncil of Churches of Santa Clara
CountyDowntown Residents Association of
San JoseEast Palo Alto Historical &
Agricultural SocietyPeninsula Bicycle & Pedestrian
Coalition*Silicon Valley Bicycle Coalition*Sustainable San Mateo County*Urban Planning Coalition, San Jose
State UniversityWalk San Jose*Working Partnerships USA
East BayAlameda County Central Labor
Council - AFL-CIO*Alameda Transit AdvocatesAlbany/El Cerrito Access*Alliance for an Open City
GovernmentAmalgamated Transit Union, Local
192*Building Opportunities for Self-
SufficiencyCitizens for Alternative
Transportation SolutionsCoalition for West Oakland
RevitalizationContra Costa Central Labor
Council, AFL-CIO*East Bay Asian Local Development
CorporationEast Bay Bicycle Coalition*Ecocity BuildersEnvironmental Science InstituteFriends of Alhambra CreekFriends of the Albany FerryGray Panthers of BerkeleyGray Panthers - Southern Alameda
CountyGray Panthers - West Contra Costa Green Party of Alameda County*
Hayward Area Planning AssociationHayward Demos Democratic Club*HOMES (Housing Opportunities
Make Economic Sense)Improve Alternative Transportation
(IAT) Berkeley*Pat Piras ConsultingRichmond Improvement
Association*Rockridge Community Planning
CouncilSan Pablo Avenue Rail CoalitionStudio L’Image The People on the Bus*Transit Plaza*United Seniors of Oakland &
Alameda CountyUrban Creeks CouncilWellstone Democratic Renewal
Club*
San FranciscoGray Panthers - San FranciscoHayes Valley Neighborhood
Association*Mission Housing Development
CorporationRescue MUNISan Francisco Bicycle CoalitionSan Francisco Green Party*San Francisco Housing Action
CoalitionSan Francisco Planning and Urban
Research (SPUR)*San Francisco TomorrowSynergy Business SolutionsTenderloin Neighborhood
Development CorporationTransportation for a Livable City*Urban SolutionsWalk San Francisco
North BayFisher & Hall, Urban DesignMarin Center for Independent
Living*Marin County Bicycle Coalition*Sonoma County Transportation
Land Use Coalition*
Member Groups are indicated by an asterisk (*), other groups are Affiliates.
MEMBER AND AFFILIATE GROUPS 21
Transportation and Land Use Coalition405 14th Street, Suite 605
Oakland, CA 94612510.740.3150
www.transcoalition.org
AcknowledgementsThis Strategic Plan was developed with our coalition partners over
the course of the year in order to address some of the region’s tough-est challenges. Tremendous thanks to the many coalition members who volunteered their time in workgroups and meetings. Particular thanks are given to the two members of TALC’s Board of Directors
who led the strategic planning process: Margaret Okuzumi and Dick Schneider. David Schechter and Brian Stanke, two strategic plan-ning assistants, did invaluable work in collecting data, organizing workgroups, and focusing the plan. Seth Schneider did the layout and design. Editing and proofreading assistance was provided by
John Spangler, Linda Hudson Writing, and Dalya Massachi.