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Stanford University Sustainable Cities Winter 2015

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Winter 2015 -‐ Project Descriptions Stanford University

U R B A N S T 1 6 4 . S T A N F O R D . E D U

URBANST164 | EARTHSYS160: SUSTAINABLE CITIES


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Project Title: Women and Bikes Initiative Toolkit for San Francisco Project Contact: Janice Li, Community Organizer

San Francisco Bicycle Coalition 833 Market Street, 10th Floor, San Francisco CA 94103 Phone: 415-‐431-‐BIKE (2453) Ext. 302 E-‐mail: [email protected]

Organization Mission For over forty years, the San Francisco Bicycle Coalition has been transforming San Francisco streets and neighborhoods into more livable and safe places by promoting the bicycle for everyday transportation. Through our day-‐to-‐day advocacy, education, and working partnerships with government and community agencies, the San Francisco Bicycle Coalition is creating safer streets and more livable communities for all San Franciscans. With 12,000 members, we are one of the largest and most effective bicycle advocacy groups in the country. Project Description As the mode share for biking continues to grow in San Francisco, women comprise of only 33% of bike commuters in the city. Nationally, the number is even lower at only 24%. This is in stark contrast to other countries, such as the Netherlands, where 27% of all transportation trips nationwide occur by bicycle, and women account for a majority, or 55% of all bike commuters.1 The San Francisco Bicycle Coalition recently launched a Women and Bikes Initiative with the goal of increasing bike ridership among women. The purpose of this project is to create a toolkit of resources that both our organization and community members can use to achieve this goal. In particular, we are eager to reach out to diverse communities, especially women who are “bike-‐curious” and may be interested in biking but have concerns, such as convenience, safety, and maintenance. At the core of this project, this initiative aims to be women-‐positive and seeks to encourage all women, transgender, and femme people to get riding on their bikes. While there are some initiatives getting off the ground in the Bay Area, no such toolkit exists for San Francisco. The toolkit could consist of a set of activities, ideas, and how-‐to information that will encourage more women to bike and could be produced physically and/or digitally. The toolkit should be tailored specifically for the San Francisco context (topography, routes, demographics, etc.) and will be informed by feedback from San Francisco Bicycle Coalition membership as well as best practices from similar initiatives around the world. As an organization, the SF Bicycle Coalition will add to these resources in order to increase awareness around women about biking and achieve higher bike ridership amongst women. Project Tasks Roles and tasks will include, but should not be limited to:

• Participate in a walking and biking tour with San Francisco Bicycle Coalition staff to experience existing bicycling conditions in San Francisco.

• Attend at least one public event hosted by the San Francisco Bicycle Coalition. • Research existing toolkits that address strategies for increasing bike ridership amongst women

and summarize how these lessons are applicable to San Francisco. • Review, organize, and compile a summary of existing feedback from SFBC membership.

1 “Women on a Roll”. League of American Bicyclists. (2013). http://bikeleague.org/content/new-‐report-‐women-‐roll


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• Interview SF Bicycle Coalition members and other community groups to understand challenges and opportunities for increasing women bike ridership.

• Design and complete the toolkit, which includes choosing the best format (e.g., website, published report, online forum, a phone app, etc.) and choosing relevant content.

Project Deliverables

• Literature review of existing similar toolkits produced in other cities. • Compilation of existing feedback from San Francisco Bicycle Coalition members and new survey

information in a visually exciting and compelling way. • Design and create a toolkit in either digital and/or print format that San Francisco Bicycle

Coalition can share and circulate amongst their membership. Working with staff, students should need to determine the most effective format based on initial member feedback. The baseline deliverable will be a written report with the toolkit resources.

Note: An initial idea is to foster regular meet-‐ups and bike rides for women who either already bike regularly or have an interest in biking more regularly. An additional deliverable may include designing an interactive map, smart phone or web-‐based application for women to see and sign up for regular commute rides or events. We prefer to use a simple and intuitive system, such as Google Maps Engine.

Desired Skills Graphic design and website development skills Student Learning Outcomes and Skills

• Understand barriers and opportunities of increasing bicycle ridership amongst women. • Learn to design survey methods and interview a variety of stakeholders. • Engage in field data collection and observations. • Ability to design and conduct in-‐person interviews and/or online surveys. • Basic proficiency in mapping, data visualization, and website development. • Develop effective oral, written and visual communication skills.

Readings “Women on a Roll,” League of American Bicyclists: http://bikeleague.org/content/new-‐report-‐women-‐roll Women & Bicycles Workbook and Toolkit, Washington Area Bicyclist Association: http://www.waba.org/programs/women-‐bicycles/ Article from The Guardian’s Bike blog: http://www.theguardian.com/environment/bike-‐blog/2014/oct/03/the-‐reason-‐fewer-‐us-‐women-‐cycle-‐than-‐the-‐dutch-‐is-‐not-‐what-‐you-‐think-‐it-‐is Article from Los Angeles Times: http://articles.latimes.com/2013/sep/22/local/la-‐me-‐psyco-‐riders-‐20130923


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Project Title: Household Hazardous Waste Program Public Engagement Strategy Project Contact: Lauren Romanazzi, Residential Services Specialist, City of San José

200 E. Santa Clara Street, 10th Floor, San José, CA 90113 Phone: 408-‐975-‐2609 E-‐mail: [email protected]

Organization Mission The mission of the City of San José Environmental Services Department (ESD) is to deliver world-‐class utility services and programs to improve our health, environment, and economy. ESD has established a national reputation for environmental leadership and innovation with award-‐winning recycling, water conservation, water quality protection, and wastewater treatment programs. With over 450 employees, ESD is one of the City's largest and most visible departments. Its major initiatives include: healthy streams, rivers, marshlands and bay waters; reliable water, garbage, and recycling services; clean and green air, land and energy policy development; and community education aimed at environmental sustainability. The Integrated Waste Management Division (IWM) is an operating division in ESD, which develops and administers various programs to achieve the City of San José’s Green Vision and Zero Waste goals, and manages waste collection, processing, and disposal contracts for the City. The following are recent IWM achievements:

• 2014 League of California Cities Helen Putnam Award for Excellence in Planning & Environmental Quality – Bring Your Own Bag Ordinance

• 2013 Governor’s Energy Environmental Leadership Award – Commercial Waste Management System

• 2013 Solid Waste Association of North America’s Recycling System Gold Excellence Award – Commercial Waste Management System

• 2012 Waste and Recycling News’ Green City Award – Residential Recycling Program • 2011 Save the Bay Community Bay Steward Award – Bring your Own Bag Ordinance • 2009 Governor’s Energy Environmental Leadership Award – Special Event Zero Waste Program • 2009 Solid Waste Association of North America’s Recycling System Gold Excellence Award – 80%

Waste Diversion from Multi-‐Family Dwellings Project Description The City of San José is the third largest city in California with about one million residents generating various types of solid waste including household hazardous waste (HHW). Examples of HHW include: paint, household cleaners, pesticides, electronic waste, compact fluorescent bulbs, batteries, medical sharps, and pharmaceuticals. Placing these unprocessed items into the waste stream threatens our environment by polluting the soil, groundwater, and waterways. San José participates in the Santa Clara County HHW program (www.hhw.org), which provides residents with free HHW drop-‐off appointments at three permanent sites: San José, Sunnyvale, and San Martin. San José’s permanent HHW facility opened in September 2014, and is located at the Environmental Innovation Center2 (EIC), which also houses a Habitat for Humanity ReStore, Prospect Silicon Valley clean tech testing laboratory, and serves as a meeting space. The new HHW facility offers a convenient location for San José residents and holds eight monthly collection events for residents, but the program needs improvement in terms of outreach and community engagement. In fiscal year 2013-‐14, approximately 2.7% of San José’s 323,000 single-‐ and multi-‐family

2 SJEIC site map available at http://www.sanjoseca.gov/DocumentCenter/View/31539


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households made an HHW drop-‐off appointment (8,717 appointments). San José has a goal to reach 15,000 HHW appointments by June 30, 2015. The Household Hazardous Waste Program Public Engagement Strategy aims to raise awareness and incentivize San José residents on how to properly dispose of their household hazardous waste materials. San José is a majority-‐minority city with a broad range of community members from diverse cultural and ethnic backgrounds. Proper disposal of HHW at approved locations will target the goals of urban sustainability, environment protection, and social equity. Project Tasks

• Develop a public engagement strategy for the City of San José to expand HHW outreach to various residential audiences – cultural and geographical, age groups, apartment dwellers, etc., such as direct interaction with residents at community meetings, workshops, events; door-‐to-‐ door interactions; and developing outreach collateral such as a flyer or door hanger.

• Provide recommendations for increasing HHW appointments and expanding HHW education in San José, such as current HHW appointment system and existing outreach strategies.

• Recommend ways to use the EIC and HHW facility to enhance community engagement. Project Deliverables

• Written public engagement strategy report analyzing conditions and opportunities. • Develop outreach collateral for diverse audiences (e.g., flyer or door hanger) to increase

awareness of the HHW program and incentivize residents to make an appointment. • Develop and pilot community-‐based social marketing strategies and basic marketing principles to

improve awareness of current HHW program. • Develop strategies for used motor oil & oil filter outreach to multi-‐family households • Provide direct communication to residents about the HHW program. • Participate in community outreach meetings to advertise the HHW program.

Desired Skills Community outreach/engagement, graphic design, Spanish and Vietnamese language skills Student Learning Outcomes and Skills

• Understand issues of waste management at a local scale in the City of San José. • Identify challenges and opportunities for effective educational outreach. • Research and test best management practices, community-‐based social marketing tactics, and

basic marketing principles to apply to household hazardous waste outreach. • Field data collection (bilingual Spanish or Vietnamese speakers a plus) and observations. • Survey design and best practices in gathering feedback from community stakeholders. • Develop oral, written and visual communication skills for culturally diverse audiences.

Readings EIC Fact Sheet http://www.sanjoseca.gov/documentcenter/view/28291 San Jose’s Green Vision Goal #5: Zero Waste (starts on pg. 34) http://www.sanjoseca.gov/documentcenter/view/27914 Santa Clara County Household Hazardous Waste Program: www.HHW.org

CalRecycle’s page on HHW Outreach http://www.calrecycle.ca.gov/HomeHazWaste/Outreach/default.htm


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Project Title: Safer Housing for Oakland: Residential Seismic Retrofit Program Project Contact: Victoria Salinas, Chief Resilience Officer, City of Oakland

Address: 1 Frank Ogawa Plaza, City Hall, 11th floor, Oakland, CA 94612 Phone: 510-‐238-‐3487 E-‐mail: [email protected]

Organization Mission The City of Oakland is participating in the 100 Resilient Cities Initiative spearheaded by the Rockefeller Foundation. A resilient Oakland is one in which all residents can thrive in the face of adversity, including shocks such as earthquakes, wildfires, sea level rise, riots, and infrastructure failure; as well as chronic stressors such as crime and violence, lack of affordable housing, poor air quality, changing demographics, and lack of social cohesion. As part of this initiative, Oakland is addressing challenges to the City’s ability to thrive through programs such as the new seismic retrofit program for apartment buildings at risk of collapse in a major earthquake. Project Description 20% of Oakland residents live in apartment buildings that are at risk of collapse in a major earthquake. The Hayward fault that runs under Oakland is likely to experience a major earthquake in the next 30 years. Consequently, retrofitting buildings such that people survive and avoid displacement is a humanitarian and economic imperative. By early 2015, the City of Oakland seeks to complete the design of a Seismic Retrofit Program that reduces displacement and safety risks posed by wood-‐framed “soft story” apartment buildings. Through this project, Oakland seeks to (1) conduct policy analysis required to finalize the design of the soft story apartment retrofit program, (2) verify the total number of buildings that must comply with the new program, and (3) support the organization and facilitation of public meetings and outreach. Project Tasks 1) Policy Analysis: To finalize the design of the soft story retrofit program, these issues need to be resolved:

a) How should renters and building owners share the cost of retrofits? Presently, renters and owners share the cost of capital improvements with 70 percent of the cost being transferred to tenants amortized over five or more years. In San Francisco, 100% of costs are passed to tenants; in Berkeley, 0% of the cost is passed on to the tenants. What is fair and reasonable for Oakland?

b) To ensure that low-‐income tenants do not experience financial hardship due to the cost share of retrofits to their building, what kind of exemptions should be designed? How should these be implemented to ensure that low-‐income residents are not displaced by potential rent increases due to building owners undertaking retrofitting?

c) How should the use of public funds be prioritized? Intuitively, the prioritization should be based on multiple criteria (e.g., level of earthquake hazard, building vulnerability, number of units, social vulnerability of occupants, ease of retrofit, etc.). What are all possible options, and how do we weigh the pros and cons of each? What should be the prioritization approaches for Oakland?

2) Building Assessments This portion of the project will determine which buildings are actually soft story buildings. During Phase 1 of this program when buildings were screened to see if they were potentially soft story buildings, some property owners filed for exemptions. Such exemptions made it possible for those property owners to avoid undertaking retrofits. As a result, it is now necessary to determine if the criteria for exemptions is reasonable and if previously exempted, whether these buildings should be required to retrofit based on


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building standards that will be required under the new retrofit program. Assessing the buildings that were initially exempt is therefore important to identifying which buildings should be required for retrofit. 3) Public Outreach and Engagement To design the program equitably, the City will conduct an outreach campaign to tenants and building owners. Through surveys, the City expects to collect additional demographic data on building occupants to help design the hardship exemption and other aspects of the program. The community meetings, feedback on resource prioritization, and other potentially controversial issues will be discussed. Support with designing the survey instruments, analyzing survey response data, developing community outreach materials, and facilitating public engagement will be necessary. Project Deliverables (Deliverables will depend on skills and interests of the student team):

• Contribute to the design of a survey instrument that provides information necessary for analyzing various approaches to the retrofit cost share between renters and building owners, hardship exemptions, and other building issues that should be addressed as part of integrated support to building improvements (e.g. apartments with mold, opportunities for energy efficiency retrofits, etc.).

• Assess whether buildings initially exempt from the Soft Story Retrofit Program should remain exempt under the new program.

• Support the development of a retrofit funding prioritization scheme that maximizes the benefits derived from public funds. This will relate to how the City financially contributes to individual retrofits based on set criteria.

• Support and produce materials for community outreach and meetings about the soft-‐story program (at least two meetings will occur during the 10-‐week course).

Desired Skills Risk modeling, policy analysis, engineering, risk modeling, Excel, graphic design (for printed and web materials), Geographic Information Systems (GIS), community engagement/outreach Student Learning Outcomes and Skills

• Understand policy design and implementation on issues of resilience and sustainability. • Conduct policy analysis regarding residential retrofit program in a major Bay Area city. • Strengthen field data collection and data analysis (risk modeling and assessment skills). • Develop mapping and data visualization skills. • Design effective surveys to gather feedback from community stakeholders. • Develop oral, written and visual communication skills.

Readings Oakland Soft Story Informational Memorandum http://www2.oaklandnet.com/oakca1/groups/cityadministrator/documents/report/oak049788.pdf SPUR – The Resilient City (Multiple articles) http://www.spur.org/featured-‐project/resilient-‐city Association of Bay Area Government Regional Resilience Initiative – Policy Agenda for Recovery: http://resilience.abag.ca.gov/wp-‐content/documents/resilience/Regional%20Resilience%20Initiative%20Policy%20Plan_March%202013.pdf 100 Resilient Cities -‐ Oakland http://www.100resilientcities.org/cities/entry/oaklands-‐resilience-‐challenge#/-‐_/


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Project Title: Mapping the Effects of Eviction in Silicon Valley Project Contact: Jason Tarricone, Directing Attorney, Housing Program Community Legal Services in East Palo Alto 1861 Bay Road, East Palo Alto, CA 94303

Phone: 650-‐391-‐0362 E-‐mail: [email protected]

Organization Mission Community Legal Services in East Palo Alto (CLSEPA) provides legal assistance to low-‐income individuals and families in East Palo Alto and the surrounding community. Our practice areas include housing, immigration, general civil litigation, and anti-‐predatory lending. Our mission is to provide transformative legal services that enable diverse communities in East Palo Alto and beyond to achieve a secure and thriving future. There is currently a housing crisis in the Bay Area, and Silicon Valley is one of the primary areas affected. Rents are skyrocketing in San Mateo County, having risen 50% on average over the past four years3, while homelessness rates have risen by 12% since 20114. San Mateo County is now tied with San Francisco and Marin as the top three most expensive counties in the United States for housing. As a result, low-‐wage and middle class workers are being pushed out of the county by rising rents, or choosing increasingly tenuous housing situations in the county, such as living in garages and RVs. CLESPA’s Housing Program works in San Mateo County with a particular focus on preventing homelessness, creating healthy and safe housing, and maintaining affordable housing. We represent tenants facing evictions in order to keep as many low-‐income tenants in their homes as possible, especially in East Palo Alto, where tenants have rent control protections due to citywide law. We negotiate with and litigate against landlords on serious housing problems that affect the health and safety of residents, particularly families with young children. We use all available tools such as policy advocacy, technical assistance to tenant organizers, and impact litigation, to keep housing affordable and prevent the further loss of affordable housing. Project Description Every Thursday housing attorneys and volunteer attorneys from CLSEPA represent tenants at settlement conferences taking place at the courthouse in Redwood City. These tenants are all involved in eviction lawsuits brought by their landlords. We assist tenants to either remain in their homes or, more often, delay their eviction date so that they can avoid becoming homeless. The Mapping the Causes and Effects of Eviction in Silicon Valley project will identify and examine quality of life and sustainability impact on individuals and families after eviction. We aim to survey clients whom we assisted in 2014 to ask the following questions: Do they become homeless? Do they stay in Silicon Valley or do they move? Do they and their families change jobs and schools? How long are their commutes if they had to move away? The project will involve conducting short telephone interviews with about 100 former clients to learn more about what happened after their eviction proceeding and also what led to their eviction. We hope

3 San Mateo County Housing Indicators: http://housing.smcgov.org/sites/housing.smcgov.org/files/September%202014%20Indicators.pdf 4 “County Rents Highest in Nation”, The Daily Journal: http://www.smdailyjournal.com/articles/lnews/2014-‐05-‐01/county-‐rents-‐highest-‐in-‐nation-‐average-‐rent-‐for-‐the-‐first-‐quarter-‐of-‐year-‐was-‐2360/1776425122488.html


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that this information can be used to prevent future evictions and to educate policymakers and business leaders in Silicon Valley about the consequences of the current affordable housing crisis. The expected deliverable will consist of a series of interactive maps to present the data that is collected, for example, showing the migration patterns of low-‐wage workers out of Silicon Valley, or showing where people now live compared to where they work. Project Tasks

• Assist attorneys with drafting survey questions • Make telephone calls to former clients to ask survey questions • Strategize and implement ways to increase response rates to calls • Observe one eviction settlement conference at the Redwood City Courthouse (optional) • Present data in visually-‐appealing ways (such as maps) to convey a coherent public narrative • Analyze trends in causes and impact of eviction on environmental, social, and economic

sustainability

Project Deliverables • 1-‐3 interactive maps describing where evictions occurred and where displaced residents move • Data sets to be used in the future to educate policymakers or answer questions about evictions • A short policy brief describing trends in the data and suggestions for how CLSEPA could better

educate tenants at the settlement conferences, as well as suggestions for how city and county governments could stop evictions before they start (based on lessons learned about the causes of evictions)

Student Learning Outcomes and Skills

• Learn about the current Bay Area housing crisis, and how it affects low-‐wage workers • Learn about poverty law and legal approaches to combating homelessness • Learn to conduct telephone surveys, and learn to communicate with low and very low-‐income

people from diverse backgrounds • If applicable/interested, learn programming skills and graphic design skills for data visualization • Develop effective oral, written and visual communication skills

Readings “In Silicon Valley, a New Investment: Eviction,” Bloomberg Businessweek, John Gittelsohn and Heather Perlberg, available at http://www.businessweek.com/news/2014-‐04-‐07/silicon-‐valley-‐cooks-‐to-‐housekeepers-‐facing-‐home-‐eviction (April 7, 2014) “How Burrowing Owls Lead to Vomiting Anarchists (or SF’s Housing Crisis Explained),” TechCrunch, Kim-‐Mai Cutler, available at http://techcrunch.com/2014/04/14/sf-‐housing/ (April 14, 2014)


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Project Title: Clipper/Go Pass Fare Integration & Equity Analysis Project Contact: Adina Levin, Executive Director

Friends of Caltrain 3921 E. Bayshore Road, Palo Alto, CA 94303 Phone: 650-‐646-‐4344 E-‐mail: [email protected]

Organization Mission Friends of Caltrain is a 501(c)(3) nonprofit organization with a member base of over 3,500 residents on the Peninsula Corridor from San Francisco through San Jose, including over 800 in San Mateo County. Our goals include stable transit funding, a modern, connected transit network, and transit-‐supportive policies on the corridor to increase social and environmental sustainability in our region. We have successfully organized to prevent drastic service cuts to Caltrain service and advocated successfully for projects to improve service (such as wireless internet, planned but not yet implemented), and improve capacity (in the works). Project Description The Bay Area transit fare structure is fraught with issues of fragmentation and equity that are problematic from the perspective of social justice, transit ridership, and environmental sustainability. The region consists of 9 counties and 27 different transit agencies. When a rider’s route takes them on more than one agency, transfers frequently involve paying multiple fares. This is inconvenient for all transit users and poses problems of equity and access for lower-‐income residents. State and regional policy to integrate transportation and land use to reduce greenhouse gas emissions strongly favor increased use of transit, which would be fostered by fare integration. Research shows that fare integration can increase transit ridership, providing congestion relief and environmental benefits. However, there are significant challenges in the Bay Area that have hampered fare integration.

• Clipper is a regional payment system that allows riders to use a single card to pay for transit on multiple agencies. However, the current goal of the Clipper system is seen as primarily serving the needs of individual transit agencies, rather than the needs of customers, whether individual transit users, or institutional customers such as large employers and the Transportation Management Associations (TMAs) of cities.

• Past efforts to achieve Bay Area regional fare integration have foundered based on transit agency concerns that transfer policies will cause some transit agencies to lose revenue (even though ridership, congestion relief, and environmental benefits may increase overall).

• There is a lack of data showing the benefits to social equity, ridership, and environmental sustainability that would be provided through improved fare integration.

• Caltrain issues are particularly problematic, since Caltrain’s deepest fare discounts go to large employers such as Google and Stanford. One consequence is that the average income of Caltrain riders is $117,000, higher than the income of surrounding areas. Meanwhile, the San Jose Metropolitan Area has the highest household car ownership rate in the country, with many low-‐income households carrying the cost of vehicle ownership and maintenance.

The Clipper/Go Pass Fare Integration & Equity Analysis will provide necessary data and analysis at a granular level given this time-‐sensitive moment to address this issue and improve matters.


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• The Metropolitan Transportation Commission (MTC) is planning an upgrade to the Clipper system that will allow more flexibility to implement fare coordination.

• Valley Transportation Authority (VTA) is planning the next phase of the BART Silicon Valley Extension in San Jose to connect BART, VTA bus and light rail, and Caltrain.

• Santa Clara County is planning a ballot measure in 2016 that has the potential to fund fare integration pilot projects for the county.

There are other regions around the world, particularly in Europe, that have similar multi-‐jurisdictional metropolitan areas with a multi-‐agency transit system that have achieved effective regional integration of fares, schedules and marketing, using cross-‐agency bodies called Transport Alliances. The Around the Bay Coalition has formed to organize riders and institutional customers to advocate for improved fare integration in the context and timeframe of the MTC’s Clipper upgrade. Partners include Friends of Caltrain, TransForm, Working Partnerships, Urban Habitat, San Francisco Transit Riders Union, and the San Francisco Bicycle Coalition. Other organizations cooperating in initiatives to foster fare integration include SPUR, the Bay Area Council, and the Silicon Valley Leadership Group. This project will help inform the Coalition’s work and advocacy. Project Tasks

• Conduct literature review of regional fare structures in the Bay Area as well as other regions to identify successful examples of fare coordination in metropolitan areas such as Munich, London and Seattle.

• Survey low-‐income Santa Clara County residents through intercept surveys and rider focus groups to identify needs, assess opportunities to increase transit ridership through better fare integration, and test concepts for integration (with Working Partnerships).

• Interviews with institutional customers, such as San Jose State University, Stanford University, and Palo Alto Transportation Management Association regarding opportunities for fare coordination to increase ridership and mode share.

• Data analysis to forecast increased ridership with fare integration. You may consider using GIS to conduct travel shed analysis, Census data to identify population demographics (income, education, etc.), and business data to understand job access.

• Identify opportunities for pilot projects to provide increased integration. • Recommend policy and program elements that would encourage increased integration. • Consolidate results in a useable format for key stakeholders.

Desired Skills Geographic Information Systems (GIS) skills, Spanish language skills Project Deliverables

• Final report distributed to key stakeholders: MTC, VTA, partner NGOs, and partner cities • Survey data would be displayed visually in a series of maps and data visualizations

Student Learning Outcomes and Skills

• Research fare integration strategies and funding mechanisms to achieve a sustainable and equitable public transportation system in the Bay Area.

• Understand broader issues of transportation and land use patterns in the Bay Area. • Develop mapping and data visualization skills. • Design and implement effective surveys to gather feedback from various stakeholders. • Develop oral, written and visual communication skills.


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Readings Trouble at the Faregates: Understanding barriers to providing seamless regional fare payment in the San Francisco Bay Area http://www.slideshare.net/alevin/trouble-‐at-‐thefaregates Integrated Fare Study, TransLink Consortium (2008) http://apps.mtc.ca.gov/meeting_packet_documents/agenda_1091/7_Integrated_Fare_Study_Draft_Final_Report__6-‐3-‐08_ExecSum.pdf Transit Coordination, Michelle DiRobertis (2014) https://www.spur.org/sites/default/files/events_pdfs/Michelle%20Transit%20Coordination-‐%207-‐16-‐2014.pdf Assessing Equity Implications of HOT Lanes, Asha Agrawal (2004) http://www.academia.edu/2909104/Assessing_the_Equity_Implications_of_HOT_Lanes

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