California’s San Mateo County Transit District (SamTrans) adopted a new Capital Improvement Plan (CIP) and 10-Year Capital Program to guide the agency’s infrastructure and fleet investments through 2035. 

The newly approved “4-Year Capital Improvement Plan, FY26–29 Including 10-Year Capital Program” will serve as a long-range planning document, establishing a framework for maintaining assets in a state of good repair, advancing zero-emission goals, and improving the customer experience across the SamTrans service area. 

The board took action at its July 2025 meeting following a June presentation from staff outlining the CIP development process and its alignment with SamTrans’s new strategic plan, Moving San Mateo County, adopted in November 2024. 

“SamTrans is building a smarter, more responsive system that centers the needs of our riders,” said SamTrans GM/CEO April Chan. “This plan positions the District to secure funding and deliver the projects that matter most to our community.” 

SamTrans’s New CIP

The approved FY26–29 CIP recommends $479 million in capital projects based on available District and external funding. 

The companion 10-Year Capital Program identifies an unconstrained list of longer-term capital needs totaling nearly $2 billion through fiscal year 2035. While adoption of the plan does not commit funds to individual projects, it provides a roadmap for how the District will prioritize and pursue capital investments. 

Projects were evaluated and ranked through a structured process, emphasizing factors such as operational effectiveness, customer experience, and safety. The resulting program is organized around six key investment areas: 

• State of Good Repair.

• Zero Emission Bus Transition. 

• Improving Customer Experience.

• Investing in the Organization.

• Enhancing Service.

• Striving for Innovation. 

Frequent Updates Planned

SamTrans will update the CIP every two years, in tandem with the agency’s budget cycle, to reflect shifting financial conditions, emerging priorities, and evolving community needs. 

This is the District’s first comprehensive CIP in several years and reflects robust collaboration across departments and leadership teams. 

A forthcoming capital reserve strategy will complement the CIP and enhance the District’s ability to fulfill its capital commitments.