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Santa Cruz SkyTran™ Consortium

Response to City of Santa Cruz Personal System Request for Qualifications

Santa Cruz SkyTran Consortium Partners

Jenkins/Gales & Martinez, Unimodal Systems, LLC ITNL Enso Rail Systems Inc. (JGM) Ltd. (IERS)

5933 West Century Blvd. 179 Via Colinas 2nd Floor, Mahindra Towers, Suite 1000, Los Angeles Westlake Village, 2A, Bhikaji Cama Place, CA 90045 CA 91362 New 110 066 USA USA India

December 4, 2008 Contact: Christopher Perkins CEO, Unimodal Systems Email: [email protected] Phone: 1-805-374-8454

SkyTran is a trademark of Unimodal Systems 1

Table of Content

Introduction 3 Santa Cruz SkyTran Consortium Partners 4 PRT System Requirements 6 Technology & Level of Development 6 Regulatory Issues 10 Financial Plan and Capabilities 10 Energy Use & Environmental Impact 14 Design & Operational Considerations 16 Roles and Relationship between the Consortium and the City 18 Construction, Maintenance, Operation & Safety 19 Quality Assurance/Quality Control 19 Project Management 20 Development, Implementation & Operation 20 Estimated Operating and Maintenance Cost 21 Summary 22 Appendix 1 Santa Cruz SkyTran Consortium Memorandum of Understanding 23 Appendix 2: Organization Chart 24 Appendix 3 References 25 Appendix 4: Resumes 26 Appendix 5: NASA Ames Research Center Letter 27 Appendix 6: Circulation Studies 28 Appendix 6: Perspectives 29

SkyTran is a trademark of Unimodal Systems 2

Introduction This submittal by the Santa Cruz SkyTran Consortium is in response to the Request for Qualifications issued by City of Santa Cruz, dated October 5, 2008, for a system. The Santa Cruz SkyTran Consortium is interested in working with the City of Santa Cruz to deploy a personal rapid transit using Unimodal System’s SkyTran personal rapid transit (PRT) technology to improve links between the University of , areas of housing, employment, and entertainment. This submittal outlines the Consortium’s approach to creating an environmentally sustainable transportation system that reduces traffic congestion, mitigates the worst impacts of climate change and promotes energy independence. The Consortium is proposing a roadmap that has the potential to: • Significantly reduce congestion and improve access to the downtown, Boardwalk and UC Santa Cruz campus. • Employ renewable energy to power a personal rapid transit system. • Significantly reduce per capita transportation energy consumption. • Reduce carbon footprint and help Santa Cruz comply with AB 32 and SB 375. • Create SkyTran-related jobs and, indirectly, jobs in the renewable energy industry. • Enable development of conference center to attract top level academic and business events. This document outlines the Consortium’s proposed concept, the pilot phases, scope of the system and technology utilized. Estimates of cost related to construction, operations and maintenance are detailed along with financing options. In addition, the roles of the following Consortium members and Strategic Partners are described.

SkyTran Consortium • Jenkins/Gales & Martinez (JGM) • Unimodal Systems, LLC • ITNL Enso Rail Systems Ltd. (IERS) Strategic Partners • United States Department of Transportation • NASA Ames Research Center • NASA National Center for Advanced Manufacturing • University of California • McCamant & Durrett Architects By submitting this document to the City of Santa Cruz, the Consortium states and confirms its intention to build, own, operate, and maintain a personal rapid transit system in the City of Santa Cruz.

SkyTran is a trademark of Unimodal Systems 3

Santa Cruz SkyTran Consortium Partners The Consortium comprises three leading companies in their industries and expertise. Jenkins/ Gales & Martinez is a leading infrastructure construction project management company with skills and experience in public transit and projects. Unimodal Systems is the developer of the innovative SkyTran PRT technology. ITNL Enso Rail Systems (IERS) is a leading infrastructure financier of transit systems with additional expertise in financial structuring, ridership analysis, network planning and design (see Appendix 1 MOU). The three Consortium partners possess complementary strengths that will ensure a gold standard personal rapid transit system (see Appendix 2 Organization Chart).

Jenkins/Gales & Martinez

Jenkins/Gales & Martinez is based in Los Angeles, CA and is led by Earl Gales, Jr., chairman, and Mark Colopy, president. JGM has developed a core specialization in the public transit and transportation sector of the Architecture/Engineering/Construction (A/E/C) vertical market. JGM projects are among the largest infrastructure projects in the United States.

JGM provided project management for the Los Angeles County Metropolitan Transit Authority’s Metro Red Line project. The Los Angeles Metro Rail subway is widely recognized among the largest, most complex and challenging construction projects in the United States. Daily construction management entailed coordinating the efforts of hundreds of companies in Los Angeles, across the nation and around the world. Other projects included program management, conceptual development and engineering services for the Alameda Corridor . The Alameda Corridor is a consolidated railroad link connecting the of Los Angeles and Long Beach to the central rail yards in Los Angeles. The $2.2 billion project was designated by Congress as a project of national significance.

Airport projects include the Los Angeles World Main Passenger Terminals at Ontario International Airport, a second potential hub for air into the Los Angeles Region. JGM provided construction administration and architectural services for the two new passenger terminals, valued at $130 million. The terminals were put in service four months ahead of schedule and $26 million dollars under budget.

Recently, JGM completed master planning and analysis of circulation impacts and open public space in Beijing’s Dongzhimen Transit Hub, an 800,000 square meter multi-use project above the largest transit center in China. JGM will be responsible for project management, civil engineering and installation in this project. www.jgminc.com

Unimodal Systems

Unimodal Systems is based in Southern California and is led by Christopher Perkins, CEO and John Cole, COO. The technology team at Unimodal Systems have several decades of experience in cutting edge technology in the defense and medical device industry. The principal inventor, Douglas Malewicki has worked as a technology contractor to DARPA (Defense Advanced Research Project Agency in U.S. Dept. of Defense). His other projects include work on the Apollo moon landing project, B2 stealth bomber, and the development of

SkyTran is a trademark of Unimodal Systems 4

morphing wing Unmanned Aero Vehicles (UAV). Mr. Malewicki has held the Guinness world record for the most fuel-efficient . He received his Master in Aeronautics and Aerospace engineering from Stanford University. Unimodal’s SkyTran system is arguably the most advanced PRT technology in the world. The company currently has a grant from the United States Department of Transportation administered through the Alternative Energy Program at the University of Montana. Unimodal has built two successful prototypes demonstrating its proprietary magnetic , linear synchronous motor and manufacturing methods. Unimodal is also working with the University of California in the development of SkyTran network simulations. Unimodal has entered into collaborations with the NASA Ames Research Center at Mountain View, California to build a SkyTran demonstration system at Moffett Field. NASA will assist in developing protocols for testing SkyTran PRT implementations and will provide technical expertise in manufacturing technologies through its National Center of Advanced Manufacturing (NCAM) in New Orleans, Louisiana. Unimodal has assembled a group of vendors that it can rely on for supplying components and expertise. Unimodal will make available its SkyTran PRT technology and all related technical inputs for this project. www.unimodal.com

ITNL Enso Rail Systems Ltd.

ITNL Enso Rail Systems (IERS) is based in New Delhi, India and is led by Ramchand Karunakaran, chairman, and Sanjiv Rai, president & CEO. A joint venture of IL&FS Transportation Networks Limited (ITNL) and Enso Group, the firm was formed to develop and finance transit and rail systems worldwide with an emphasis on operating and maintaining systems on a long-term basis. IERS has transportation projects in India and Mexico. Recently, an IL&FS Consortium won the $2.87 billion Hyderabad Metro Rail project and will develop the 71km metro network on a build, operate and transfer basis with a concession period of 30 years. The elevated metro rail project will have three routes— Miyapur to LB Nagar, Jubilee Station to Falknuma and Osmania University to Shilparamam in the city. On completion, the project is expected to around 1.7 million passengers every day.

IERS is backed by one of India's leading infrastructure development and finance companies, Infrastructure Leasing & Financial Services Limited (IL&FS). IL&FS provides a full range of financial services including leasing, investment banking, corporate finance, project finance, advisory services and distribution.

IERS will be responsible for financing, merchant banking, structuring of all commercial aspects, and financial and PPP structuring for this project. http://www.ilfsindia.com http://www.ensogroup.com

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PRT System Requirements Technology & Level of Development SkyTran is an automated guideway system that provides transit service using the principles of Personal Rapid Transit architecture. PRT can be described as a dedicated electric guideway network on which unscheduled, on-demand, driverless take passengers directly to their destinations without intermediate stops.

To succeed, a PRT system should be a friendly and unobtrusive neighbor that is accepted and embraced by the community. In this respect, SkyTran has unique technical characteristics among PRT systems that make it ideal for getting people out of their and achieving the goals of smart growth and transit-oriented development. SkyTran’s aerodynamic and light- weight design translates into slender guideways with a minimal footprint in the community.

A key feature of SkyTran is its use of magnetically levitated (), aerodynamic vehicles propelled by energy-efficient electric linear synchronous motors (LSM). Unimodal’s proprietary EDS maglev has been successfully demonstrated as part of its U.S. Department of Transportation program. A variant system using permanent that equals the levitation performance of the EDS system has also been successfully demonstrated. Maglev in combination with LSMs have a number of important consequences on PRT performance: 1. Maglev eliminates the need for . This dramatically lowers maintenance costs and improves safety and reliability. 2. Maglev produces no mechanical noise, further reducing environmental impacts in neighborhoods. 3. Unlike wheeled systems, there is no limitation on speed. Maglev- LSM propelled vehicles are capable of achieving the practical speeds necessary for transporting people across neighborhoods, cities and regions. 4. SkyTran’s modular maglev-LSM components can be mass- produced in factories at decreasing cost, allowing for the rapid deployment of economically feasible, scalable networks. SkyTran’s advanced maglev design recognizes the need to build systems today that can be upgraded and won’t be obsolete as networks inevitably expand in the future. The eventual goal is no less than the creation of a physical internet that moves people and goods around on an automated, packet-switched guideway network powered by the sun.

The following discussion provides other key technical details of the SkyTran system. & Power Electronics System: SkyTran uses an advanced electric linear synchronous motors (LSM) design as part of its modular propulsion system. Unimodal’s proprietary LSM has been successfully demonstrated as part of its U.S. Department of Transportation program. The program has also successfully demonstrated LSM operation

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using wind, solar and hydrogen fuel cells. Further development using state of the art power electronics developed at CalTech and commercialized by. of Irvine, CA leverage the LSMs regenerative braking capability by providing 96% energy efficiency in bi- directional power transfer on and off the grid. As a consequence, the guideway power bus can act as a Universal Infrastructure Backbone™ that receives power from photovoltaic and wind systems and delivers power to other users, like electric vehicles charging at stations while commuters travel the One Cycle Control power electronics personal rapid transit. Guideways: SkyTran guideway networks are elevated and supported on steel poles. Vehicles hang from the guideway and are physically captured so they cannot derail. Three guideway sections of varying lengths up to 48-feet have been built as part of Unimodal’s U.S. Department of Transportation program.

SkyTran Prototype Guideway Section

Vehicles: SkyTran vehicles are aerodynamically designed to reduce and increase energy efficiency. Vehicle configurations include, 1) two single-passenger seats in tandem, 2) face- to-face and face-forward, four-passenger seating, 3) ADA compliant arrangements, 4) cargo carriers, and 5) stand-up for airport service.

< Two passenger commuter vehicle

Four passenger family vehicle currently under construction at ADM >

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Advanced Digital Manufacturing, Inc. (ADM) of Santa Ana, CA has begun design and manufacture of a four-seat family vehicle prototype. The vehicle will be used to study ergometric issues of passenger vehicles. NASA will conduct safety and further ergonomic analysis, test the vehicle in the Vehicle Motion Simulator and initiate the Human Occupancy Review process. Representatives of the City of Santa Cruz will be invited to NASA to review and provide input on vehicle design.

Above grade portals will be equipped with service to Stand-up with fold down seats for group rapid transit allow movement of goods, baggage and wheelchairs. The system service. Provides at-grade entry for easy transfer of baggage, will meet ADA requirements. roll-ons and wheelchairs. Ideal for high volume locations.

User Experience: Passengers board vehicles at an offline station, much like a freeway on- ramp. The station is not on the main guideway line, but on a secondary guideway line that switches from the main line, passes through the station and merges back into the main guideway line. Vehicles are typically dedicated for a passenger’s private travel but can be shared. To initiate a trip, the passenger enters the destination identifier (voice activated or touch screen) into the system and sits in the vehicle. The vehicle is then automatically routed over the network non-stop without requiring any vehicle changes before reaching the destination station. Since the and unboarding stations are offline, the stopping vehicles at the stations do not cause vehicles behind them to stop. Users will be able to access on-board internet connectivity to obtain real-time information on other transit connections or for personal laptop use. Bike-Friendly: Vehicles are designed to be bike friendly so that users can bring their bicycle inside the vehicle. Reduction of traffic on roads will encourage increased bicycle use in town. Automated Control & Simulation: Unimodal and the NASA Autonomous Systems group is developing the automated control system. This process will incorporate NASA mission planning and scheduling tools to develop a robust and sophisticated software package to

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manage traffic and provide seamless network scaling as the network expands beyond the demonstration phase. Low-level control software has been developed by Unimodal. High- level control is being developed with a suite of tools developed for spaceflight by NASA. This is the same software and design methodology NASA uses for the Mars Rovers. A discrete event simulator will be created to validate control software in a virtual environment. The jointly developed UC Santa Cruz/Unimodal traffic simulator will be used to estimate VMT reductions as a result of PRT use. The simulator will be used to understand system behavior and calculate the number of vehicle needed under various demand scenarios. Consultation with regulatory authorities from multiple U.S. and international transit jurisdictions will be initiated to review automated control system protocols and procedures.

Technology Benefits SkyTran shares with competitive systems the benefits of PRT architecture – convenient, non- stop, point-to-point, on-demand seated service. Key benefits that set SkyTran apart from its competitors include: 1. Faster speeds: Most PRTs have a top speed of 30-45 miles per hour. SkyTran, too, will run at low speeds initially. However, SkyTran is designed to run at high speed -- 45 miles per hour within cities and up to 100 miles per hour along intercity and routes. 2. Lower maintenance & higher reliability: Unlike its competitors, SkyTran has no wheels. Since there are no rotary parts that wear, there are minimal chances of malfunctions or accidents. Maintenance requirements and costs are very low. 3. Lower capital cost: All SkyTran components are modular and mass produced in factories, helping reduce costs. 4. Lower operational costs: The operational costs are low due to low maintenance, low and an optimized aerodynamic vehicle profile. Careful consideration of vehicle fleet aerodynamic design is important as wind drag has extremely negative impacts on energy use and costs. Additional energy efficiency is obtained by the use of regenerative braking. When compared with the energy efficiency of automobiles and , SkyTran gets the equivalent of over 500 miles per gallon at 35mph and 200 mpg at 100 mph, regardless of the number of passengers. 5. Optimizes renewable energy: Since SkyTran is extremely frugal in energy use, renewable energy can be optimized. The electrical system backbone (Universal Infrastructure Backbone – UIB) embedded in the guideways is designed to take power from a variety of power sources with different profiles, including solar energy (low voltage and steady but not always available), wind energy (highly fluctuating voltage), grid power (regular profile), generators, etc. The UIB allows the SkyTran network to be also used as electricity distribution infrastructure for the city. 6. Huge Capacity: Initially the system will run at five-second headways. Once testing is completed, vehicle headways will be reduced to one-second and operated at low speed. SkyTran is designed to run reliably and safely at headways of ½ second. Reductions in headways result in more efficient utilization of system capacity. For example, ½-second headways would allow a maximum capacity of 28,800 people per hour per direction assuming the four-passenger vehicles are fully loaded. (In actual practice, most vehicles will have fewer than four passengers). 7. Tighter radius of curvature: SkyTran PRT has tighter radii of curvatures for the same speeds compared to other PRT systems. This is due to the fact that the vehicles hang from the guideway with dampened hinges in SkyTran; at turns they bank at the

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correct angle without letting the passengers feel sideway . PRT vehicles that ride on the top of guideways must negotiate turns at lower speeds. These types of systems require tight tolerances and have higher lateral forces making the resulting infrstructure, larger and higher in cost. 8. Miminal footprint: SkyTran guideways, poles and vehicles have the smallest footprint among all PRT systems. As a result, the system requires less right of way and can easily pass through space-constrained areas. Due to its slim guideway profile and aerodynamically shaped vehicles, the resulting network is more pleasant in appearance with a smaller visual footprint. Regulatory Issues Unimodal will initially deploy a relatively simple automated control system for the Santa Cruz Personal Rapid Transit System. The safety and reliability of the control system components have been demonstrated in numerous applications more demanding than the requirements of the Santa Cruz PRT System. These applications include robotics, automated manufacturing and aerospace. To ensure safety in all phases of PRT operation, Unimodal and the NASA Human Factors group will adopt protocols and procedures based upon the Boeing Company specifications developed for the Morgantown, West Virginia PRT system (M-PRT). The M-PRT system was built in the 1970s by the United States Department of Transportation and remains in operation. The system has transported over 65 million passengers with no resulting fatalities or serious injuries in over 30 years of continuous service. As capacity increases and the network scales up, the Santa Cruz Personal Rapid Transit System will require the development of sophisticated automated control systems that no PRT vendor has currently demonstrated in a large network. The effort to develop such a system will require world-class software and systems engineering teams to ensure safe and reliable operation. Unimodal is partnering with the NASA Autonomous Systems and Human Factors groups to accomplish this task. The human occupancy and safety approval process will follow the same rigorous procedures used by NASA for manned space travel. We invite the relevant city, county, state and federal authorities to participate in the process and develop standards and regulations. Unimodal intends to engage international regulatory agencies, including the Swedish Rail Authority (SRA). SRA is a pioneer in developing PRT regulatory protocols and standards. PRT hardware function and reliability needs to be confirmed. Unimodal has successfully demonstrated its linear synchronous motor and system under its United States Department of Transportation grant. Currently, a four-passenger vehicle is under construction to assess ergometric and mechanical issues. The next step is integrating components into a demonstration system at the NASA Ames Research Center in two phases. Assessment of phases one and two will occur before system deployment in Santa Cruz. Financial Plan and Capabilities Creating a financially viable model is perhaps the largest challenge facing the deployment of a personal rapid transit system in Santa Cruz. With IERS as its member, the Consortium has the ability to raise and invest private funds necessary to finance a SkyTran network rollout in the City. However, a commitment by the City to advocate for supplementary public funding (subsidies, grants, etc.) from local, regional, state and federal sources is an important component. In addition, the Consortium looks forward to cooperation from the University of California at Santa Cruz on financing, planning and implementation issues. The Consortium will work with the City to structure a public-private partnership. We expect that the bulk of

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the financing will come from private investment and only minimal financial support will be required from the City. Pro Forma Financial Projections The system is projected to generate sufficient revenue to pay the Consortium back for its initial capital investment. The figures below show capital expenditures and revenues over 18 years assuming the system does not expand any further than envisioned in this RFQ. The underlying demographic assumptions, mileage plans and revenue sources are also discussed. Capital Expenditures Capital expenditures occur in 2011 and 2012 to build the initial downtown-boardwalk-campus system, including all guideway, vehicles and portals. In 2013, the system undergoes a five- mile expansion south along Soquel Avenue to Cabrillo College. This extension will include park-and-ride lots to enable people PRT access to Santa Cruz and avoid the Highway 1 congestion zone. Figure 1

Capital expenditures 100000000 90000000 80000000 70000000

60000000 Governmanent 50000000

Dollars 40000000 Private sector 30000000 20000000 10000000 0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 Years Demographic Assumptions Santa Cruz has three demographic groups that behave quite differently with regard to transportation. Local residents would use a PRT system for and local shopping, UCSC students primarily to and from campus, and the visitors that flood the city every summer would use it to get to and from the boardwalk and downtown. Service and pricing schemes should take these differences into account. Mileage Plans In order to create a steady and predictable revenue stream, the trips will be priced based on the demographic groups and provide customers with pricing option that best suit their needs. A mileage plan scheme is preferable to a simple price per mile or per trip for everyone, to simplify collection and use existing business models. We assume three options: • No plan (per mile pricing) • Basic plan (fixed monthly fee for limited number of miles) • Premium plan Non-Plan People who are not on a mileage plan may use the system on a per-mile fare basis. The rate is 50 cents per mile, comparable to the cost of driving a car. Rate Plan Subscriptions The University currently requires students to pay a $40/month transit fee. Under the proposed plan, UCSC students will be required to purchase, as part of their tuition, an annual bus/PRT

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pass. Students may purchase a basic pass, which will cost $50.00 per month. Non-student residents may purchase basic passes for $60.00 per month. Basic pass holders will have up to 500 miles of travel per month anywhere in the system. Each mile exceeding the basic plan will cost 25 cents. UCSC students may opt to purchase a premium bus/PRT pass instead of the basic pass for $75.00 per month. Residents may purchase premium passes for $85.00 per month. Basic pass holders will have up to 1000 miles of travel per month anywhere in the system. Each mile exceeding the basic plan will cost 20 cents. The Consortium’s business model makes the following assumptions regarding rate plans: • 75% of students will initially opt to purchase basic passes, and 25% of students will opt to purchase premium passes. These percentages will remain constant over time. • One percent of residents will use PRT initially; this percentage will climb to 5% over the next five years. Of the residents that do opt for a mileage plan, 75% will initially opt for the basic plan and 25% will opt for the premium plan. These percentages will shift to 50-50 within a few years. Tourist Passes In order to relieve congestion from tourists it is envisioned that the city will want to build a parking structure near the intersection of highways 1 and 17 and make parking closer to town prohibitively expensive for non-residents. The Consortium’s business model assumes that because the City will be able to use market forces to encourage tourists to use the PRT system, 15% of tourists will use PRT initially; this percentage will climb to 75% within a few years. Tourists will park in the remote parking garage and purchase a group day pass. Group day passes allow visitors unlimited travel anywhere in the system for 24 hours. Passes will cost $10.00 initially; the price will climb to $15.00 in five years. Revenue Sources The consortium built a model consisting of the following six sources of revenue: Figure 2 Revenues

35000000 30000000 25000000 Governmanent subsidy Fares 20000000 Fees paid by hotels Subscriptions. Dollars 15000000 Concessions 10000000 Tourist passes 5000000 0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 Years • Mileage plan fees: Monthly fees paid by mileage plan members represent the largest and most reliable source of revenue. This group included all UCSC students and some local residents. • Subsidies: Currently bus ridership is subsidized at $1 per ride for UCSC students. We extend that subsidy to $1 for each ride students take anywhere in the PRT system. This subsidy, shown by the yellow bar in the chart below, covers operational costs and represents the second largest source of revenue. It should be noted, however, that overall costs can be substantially reduced should public financing become available. • Visitor day passes: The third largest source of revenue is visitor day passes. Since visitors come mostly in summer, this source of revenue varies seasonally.

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• Fares: Fare revenue, about equal to visitor day pass revenue, comes from mileage plan members that exceed the number of miles in their plan and from non-plan users. In our model we set the number of miles available in each plan so that very few users would go over their mileage limit. • Hotel and destination connection fees: We did not include this source of revenue in our financial model; however, it is anticipated that at some point destinations that greatly benefit from being connected to the network would be charged a connection fee if they have dedicated portals or stations. • Concessions and advertising: Although we did not include concession revenue, it is provided for in our financial model. At some point it is expected that concession stands would operate at certain portals and some rental or revenue sharing scheme would be put in place. Also, businesses could advertise on in-vehicle screens to visitors. Figure 3

Potential Proposed Fare Structure

Figure 4 illustrates tourist, student and resident revenue in Year 2016 and beyond. The analysis shows seasonal visitor use stabilizes. Students and visitors are a mirror image in revenue contribution between seasons, creating a steady revenue stream for meeting fixed operating costs. Figure 4 Tourist, Student & Resident Revenue

Tourist revenue Student revenue Resident revenue

$4,500,000

$4,000,000

$3,500,000

$3,000,000

$2,500,000

$2,000,000

$1,500,000

$1,000,000

$500,000

$0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

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Energy Use & Environmental Impact SkyTran addresses the need to create a viable alternative to automobile use by reducing energy consumption, congestion, and environmental degradation at lower costs than any other means. SkyTran uses only 100 watt-hours per mile. This is 16x less energy than a conventional car and 4x less energy than a plug-in hybrid. SkyTran technology allows Santa Cruz to help meet AB 32 goals in the near term as it results in a significant reduction of per capita energy consumption. Senate Bill 375, the recently passed transportation and land-use planning law, will use carrots (permit expediting, special funding) and sticks (withholding federal transit funding) to make sure local government and developers build closer to existing or planned transit and take into account how much people will have to drive as a result of proposed projects. Planned Skytran alignments would enable developers to pursue in-fill development and qualify for special funding. Figure 5

The California Energy Commission contracted TIAX to provide analysis of policy and new technologies. Tiax’s Michael Jackson conducted an analysis that examined impacts of policy and technology on meeting the goal of 80% reduction of CO2 emissions in transportation. Jackson found that no combination of current regulation, alternate fuel vehicles and efficiency are able to meet the target. This analysis highlights the call for radical new approaches to transportation. Implementing a PRT system would place Santa Cruz in the vanguard of cities responding to the imminent challenges of climate change, oil price shocks and increasing congestion. The Association of Bay Area Government’s (ABAG) recent analysis of emission targets for transportation (see Figure 6) has identified two smart-growth scenarios, “Focused Future” and “Scattered Success.” The study concluded that smart growth alone cannot reduce VMT fast enough. Even the most aggressive plan, which is barely politically feasible, falls short of the goals set out in AB 32. New innovative technologies for transportation combined with zoning that encourages smart growth are needed to meet AB 32 goals.

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Figure 6 ABAG Transportation Scenarios

According to the American Public Transit Association (APTA), the total amount of CO2 emission reductions from all of the public transit in the US is 6.9m tons. As Figure 7 illustrates, SkyTran PRT along California freeways and arterials would have a significant impact on CO2 emission reductions. Santa Cruz’s 10-mile system would be a pioneering step in beginning this process. We can assume higher ridership than traditional transit service due to of the following factors: 1) Non-stop, high speed service 2) No schedule, resulting in short waiting times 3) Lower cost 4) Privacy inside vehicle (like a car) 5) Many small stations, allowing ease of parking NEVs and bikes. 6) Short distance to stations

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Figure 7

CO2 Reductions from Combined Skytran/Electric Vehicle Plan AADT CO2 Miles Total Solution Reduction (Average Annual Daily emissions Of Roadway Emissions (with 50% Traffic) (tons per mile per covered (tons CO2) adoption) year)

Over 100,000 2,000 tons 20 (freeways) 400,000 Skytran 200,000

50,000-100,000 1,400 7 (arterials) 100,000 Skytran 50,000

25,000-50,000 7,000 20 140,000 EV or Skytran 70,000

10,000-25,000 3,000 50 150,000 EV 75,000

Below 10,000 150 130 200,000 EV/Bike/Walk 200,000

Total 227 990,000 595,000

NEV – Neighborhood Electric Vehicle Design & Operational Considerations The Santa Cruz River/Front & Lower Pacific Design Guidelines & Development Incentives Opportunities, Issues, and Strategies Report by WRT Solomon issued in July 2008 highlights the circulation challenge in Santa Cruz that could be addressed by personal rapid transit.

Santa Cruz survey results performed in May 2006 by Evans/McDonough Company (EMC 06- 3494) showed that transportation is the number one resident issue, and that the vast majority agree that Santa Cruz should reduce reliance on cars while planning for the ongoing use of cars. Among those who believe the city should plan for parking and decongested roadways, two-thirds (66%) also agree that we need to drastically reduce our reliance on cars. Almost two-thirds think improvement of public transit is important. 85% favor or strongly favor creating tourist transit or shuttle service to discourage tourists from using their cars. In this context, Santa Cruz appears to be a city ready to consider personal rapid transit. However, an economically viable PRT system is but one part of a multi-dimensional solution that includes expanding existing public transit options, reconsidering parking strategies, and encouraging incentives that reduce vehicle miles traveled. One such strategy to reduce local vehicle traffic is to develop parking structures at the outskirts of the City in conjunction with PRT access. This approach involves the use of parking cost incentives to encourage PRT use. For example, by increasing all-day parking rates within the downtown and Boardwalk areas, tourists and visitors will have greater incentive to park outside of town and use PRT. Likewise, this will open up parking in the city where low, short-term parking rates encourage residents to shop and conduct daily errands. Decongestion A SkyTran PRT system is complementary to the Santa Cruz bus system (see Appendix 6 Circulation Studies). Figure 11 illustrates the substantial capacity a SkyTran PRT network would add to the City’s public transit system. This capability would significantly improve the overall desirability of public transit and reduce automobile use.

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Figure 8

The figure above shows that by 2013 SkyTran will have the capacity to support approximately 151,000 vehicle-miles per hour during the peak hour. This is the capacity of the saturated SkyTran network; the realized capacity will be slightly lower during peak hours. With the assumption that the realized capacity will be 60% of saturated capacity and an average trip length of six miles, the network will have a realistic capacity to support 15,100 vehicle trips per hour. Also note that we plan to gradually ramp up the speed of the vehicles during the year 2012 to approximately 37.6 miles per hour average speed. If the average trip length is 6 miles, it would take less than 10 minutes to cover that distance. User experience will be significantly better than any other . With a combination of a rapid speed and high capacity, SkyTran will go a long way to relieve congestion and significantly improve Santa Cruz’s transportation system. Maintaining the viability of existing public transit by carefully integrating SkyTran connections with transit hubs and bus stops is a top priority. The Consortium will draw on JGM’s expertise in transit planning in adapting SkyTran to Santa Cruz’s transit infrastructure. The goal is to decrease vehicle miles travelled by integrating PRT and bus service into a more attractive and lower cost alternative. PRT service to the University of California will play an important role in reducing private and public vehicle congestion that plagues access to the campus. SkyTran’s maglev PRT system is particularly well suited to deliver service on this corridor as the steep hillside grade makes access by wheeled systems problematic. Design issues will be key to community acceptance. SkyTran has the lowest noise, lightest system footprint, sleekest guideway, and best overall aesthetics. SkyTran’s four-passenger family vehicle is capable of meeting all residents needs. McCamant & Durrett Architects is a Consortium strategic partner that will consult on design issues, manage community outreach and public approval process. The integration of a personal rapid transit system into the existing city infrastructure calls for a gold-standard engineering team. Site-specific engineering issues and managing construction in Santa Cruz’s urban environment requires JGM’s depth of experience in transit system deployments. The Santa Cruz SkyTran Consortium is located close by at the NASA Ames Research Center. In order to make sure that the project meets the needs of Santa Cruz, having the engineering

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team in close proximity will ensure good communication between the City implementation team and the Consortium. Senate Bill 375, the recently passed transportation and land-use planning law, will use carrots (permit expediting, special funding) and sticks (withholding federal transit funding) to make sure local government and developers build closer to existing or planned transit and take into account how much people will have to drive as a result of proposed projects. Skytran stations should be sited to enable developers to pursue in-fill development and qualify for special funding provided by SB 375. SkyTran’s technical capabilities allow the Santa Cruz PRT network to interconnect with other cities in the region. The City of San Jose has indicated interest in developing intercity service.

Roles and Relationship between the Consortium and the City At a minimum the following items are expected from the City in terms of non-financial contribution. Please refer to the financing section for a discussion on financial contribution expected from the City. 1. The right of way (ROW) for the elevated guideways and the vehicle sweep with safe and adequate clearances along the proposed alignments. The ROW will also include space for planting the support poles and space for setting up stations and approach paths to the stations. 2. At least a certain degree of legal sanction and empowerment for shifting/relocating or clearing of minor obstacles that may interfere with optimal ROW. It may include asking other private or public property owners to provide a clear way to PRT whose structures may interfere with the proposed path for the PRT. 3. Legal protection for the patrons’ and employees’ safety and PRT property against vandalism, theft, terrorism or other criminal damages. This will include clear and enforceable legal provisions for policing, adjudication, punishments, fines, etc. 4. Legal framework for dealing with situations of accidents, natural disasters, and other disruptions. 5. Making available city traffic data and socio-economic data, potential ridership estimation, city geographic data such as weather patterns, soil types, gradients, satellite imagery/aerial views, etc. that may be relevant for the design and implementation of the PRT. 6. During the time of construction, diverting and managing general traffic at the installation site, providing temporary spaces for holding equipment and inventory, provisioning of water, electricity, special equipment transportation permits, etc. 7. Participating in safety testing and certification processes with NASA for acceptance and clearance of PRT operations in advance. If the SkyTran passes these pre- specified testing criteria, then the system will be considered safe for public use and the Consortium will have only restricted liabilities at most as long as the system parameters remain within such standard criteria. We recommend that such standards be evolved through a process of mutual consultation and consensus1.

1 Through its association with NASA, Unimodal can assist the City in developing safe, reliable and practical system testing protocols.

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The Consortium will work towards developing specifications, construction and implementa- tion of the project, starting up, testing and operations of the system. Construction, Maintenance, Operation & Safety The Santa Cruz SkyTran system will be constructed after the technology is first demonstrated at the NASA Ames Research Center. The technology demonstration would be completed by mid-2010.

Quality Assurance/Quality Control

The Contractor Quality Control Plan (CQCP) defines the rigid quality control processes underlying the organization, procedures and plans necessary to design and develop PRT system compliant with the design and performance criteria. The Project Quality Control Plan (PQCP) covers all design and construction operations, at NASA Ames, JGM, Unimodal, and fabricators as well as the on-site construction. The PQCP is keyed to the proposed design and construction activity schedule for all definable features of work. A definable feature of work is a distinct task that is separate from other tasks and has project quality control requirements unique to that task. There are six phases of the project work: 1) Preliminary system design: - Propulsion system development - Inductive power transfer system - Equipment/components associated with each of the above systems 2) Software: - Control software - Simulation system software 3) Vehicle Design/Fabrication 4) Guideway System Shell design/fabrication 5) Construction of each system 6) Performance testing of each system Each of these six phases of Design, Performance Testing, and Construction has its own NTP and Punchlist procedure for Phase Closeout. For each phase of the design, the design build team has subdivided each phase into two distinct Steps of Control: 1) Verification that design criteria is applicable to the PRT; 2) Systematic review of design documents (plans and specifications) including calculations. For each Phase of construction, the Design Build Team has subdivided each phase into three distinct Steps of Control: 1) Preparatory (Pre-construction). 2) Initial (Start-up) 3) Follow-up (Production) For each phase of performance testing, the Design Build Team has subdivided each phase into two distinct Steps of Control:

SkyTran is a trademark of Unimodal Systems 19

1) Establishment of performance level; 2) Audit of performance testing results for compliance with performance levels. The goal, depending on duration and complexity of scope, is to have one cycle of the distinct steps per each phase of the work. The results of the Steps of Control will be monitored daily via the PQCP Managers Daily Summary Report which will be available to the City. Once each week the PQCP Manager will review the reports of the past week, as well as previous reports to determine quality trends in design, construction and performance testing and issue a report. This weekly Summary and Trending Report will be issued to both the City of Santa Cruz and the Design Build Team Executive. Project Management Key to successfully meeting the schedule will be assigning staff to discrete and critical tasks to assure their timely completion. This assignment will be not only to perform development and fabrication but also to monitor the progress of those activities against schedule. JGM Staff on the ground in the City of Santa Cruz will monitor progress and identify potential schedule slippage, applying corrective measures to ensure timely completion of tasks. Constant communication and verification is required to meet the Personal rapid transit Demonstration Project schedule.

Development, Implementation & Operation Timeline Assuming the Consortium is awarded the project in early 2009, and assuming 18 months for EIR’s and approvals, installation of support poles could begin in mid 2010; guideway installation could begin in early 2011; and the system could be ready for testing by early 2012. After one year of testing, the system could be ready for operation by the beginning of 2013.

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Figure 9 Project Plan

Phase I: The first of two technology demonstration phases to be conducted at the NASA Ames Research Center. In phase I, a circular guideway, 400 feet in circumference, will be constructed with two vehicles. This guideway will not include switching and offline guideways. This phase will start on 1/1/09 and be completed in mid 2009. Phase II: The 400-ft. loop constructed in phase I will be expanded to 1000 ft with two switches, three vehicles and one offline guideway. This phase will demonstrate all the major hardware and software components, as well as safety and reliability needed for the system to be built at airport. This phase will start in mid 2009 and be completed in mid 2010. Phase III: Build Santa Cruz system. Operations and Maintenance Costs The blue bar in the chart below shows operating expenses excluding salaried and hourly labor, maintenance and energy costs. Depreciation makes up most of this cost. We call this other operating expenses. The light cream colored bar shows the energy cost. The maroon bar shows the maintenance cost. We assumed a vehicle maintenance cost of five cents per vehicle-mile, a fixed vehicle maintenance cost of fifty dollars per month, and a variable

SkyTran is a trademark of Unimodal Systems 21

system maintenance cost of five cents per vehicle-mile. The light blue bar shows salaried and hourly labor costs. The dark bar shows operating contingency. We factored into our model a contingency equal to 20 percent of all labor and other operating expenses. Beginning in 2020, with greater experience running the system, we begin ramping up the contingency to five percent by 2026. Figure 10

Operations & maintenance costs

$16,000,000 $14,000,000

$12,000,000 Labor $10,000,000 Other Op. Exp $8,000,000 Maintenance Energy

Dollars $6,000,000 Operating contingency $4,000,000 $2,000,000 $0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 Years

Summary In summary, Sky Tran offers Santa Cruz a revolutionary smart-growth solution to the imminent challenges of climate change, oil price shocks and increasing traffic congestion.

• SkyTran is arguably the most advanced PRT technology and provides Santa Cruz with the best opportunity to become the leading green city in the world.

• SkyTran PRT is a highly scalable, reliable and robust technology with minimum maintenance requirements and safety. • SkyTran PRT provides the best speed advantage. Substantially improving the average speed of travel is the key to attract passengers from their cars and is necessary for decongesting the city. A high speed, non-stop system will enable the users from any part of the city to reach other destinations in less time than travelling on congested highway corridors. • SkyTran provides the capacity of up to 28,000 passengers per hour, exceeding freeways and most mass transit at one-tenth the cost. • SkyTran Consortium includes a company that has advanced and proven project management and civil engineering capabilities with strong experience in California and United States. • With a large infrastructure financier as a partner, the Santa Cruz SkyTran Consortium has the capability to finance the project’s implementation with minimal financial obligations on the City. • The Consortium benefits from NASA’s technical expertise and engineering culture in managing safety AND high reliability requirements.

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Appendix 1 Santa Cruz SkyTran Consortium Memorandum of Understanding

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Appendix 2 Organization Chart

SkyTran is a trademark of Unimodal Systems 24 Santa Cruz SkyTran Consortium

Earl Gales Sanjiv Rai Christopher Perkins Principal in Charge Principal in Charge Principal in Charge JGM IERS Unimodal

Mark Colopy Program Director JGM

John Cole Technical Director Unimodal

Ankur Bhatnagar Financing Director Unimodal

DESIGN FABRICATION CONSTRUCTION QUALITY CONTROL & SAFETY PROJECT CONTROLS

Clark Foster Clark Foster Michael Neilson Joanne Kulachok Raymond Saavedra (Unimodal) (Unimodal) (JGM) (JGM) (JGM)

Javier Valvidieso Javier Valvidieso Clark Foster Robert Baertsch (ADM) (ADM) (Unimodal) (Unimodal)

NASA Intelligent Systems Group NASA Intelligent Systems Group TBD TBD

Kal Benuska Structural Engineer (John A. Martin & Associates)

Efrain Sanchez (JGM)

Appendix 3 References

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Jenkins/Gales & Martinez

Eastside Transit Project Dennis Mori, Project Manager Los Angeles County Metropolitan Transit Authority One Gateway Plaza Los Angeles, CA 90012 (213) 922-7238

Eastside Corridor Re-evaluation/Major Investment Study Steven Byre, Project Manager Los Angeles County Metropolitan Transit Authority One Gateway Plaza Los Angeles, CA 90012 (213) 922-3078

Alameda Corridor Project Tim Buresh, Director of Construction and Engineering Alameda Corridor Transportation Authority One Civic Plaza, Suite 650 Carson, CA 90745 (310) 847-4319 Now with Tutor Saliba ((818) 362-8391)

Alameda Corridor & SR 47 Projects John Doherty, P.E. Executive Director Alameda Corridor Transportation Authority One Civic Plaza, Suite 350 Carson, CA 90745 (310) 816-0460

LAX Security Assessment Program W. Rick Wells, Chief of Airport Planning Los Angeles World Airports #1 World Way Los Angeles, CA 90045 310/417-6408

LAX Security Assessment Program (includes NW & SW Perimeter) & Ontario International Airport New Terminals Kim Day Former Executive Director of Project and Facilities Los Angeles World Airports #1 World Way Los Angeles, CA 90045 310/646-7393

California State University Northridge Colin Donahue - Director Facilities Planning, Design & Construcition 18111 Nordhoff Street Northridge, CA. 91330-8219 (818) 677-2561

Corona City Hall John Licata – Project Manager for Owner (951) 830-0059 James Guerrero – Harris Assoc. CM project manager (714) 742-4430

Khalid Bazni – Principal Civil Engineer (951) 739-4823 Amad Qattan – Director of Utilities (951) 739 4823

Unimodal Systems LLC

R. Paul Williamson Alternative Energy Program Principal Investigator U.S. Department of Transportation Grant (406) 370-6601 [email protected]

ITNL Enso Rail Systems Ltd. (IERS)

Jason Brown Goldman Sachs Strategic Investments Pvt. Ltd. Contact information provided upon request

Appendix 4 Resumes

SkyTran is a trademark of Unimodal Systems 26 Jenkins Gales & Martinez (JGM)

Earl Gales, Jr., AICP – Chairman & CEO Mr. Gales has more than 30 years of experience in Urban Design, Architecture, Planning and Construction Management. For the past twenty years he has been responsible for project management and overall operations of the firm. His responsibilities include new business development, architectural design, contract negotiations, staffing, client liaison, subcontract administrations and other administrative duties. He has been published widely on the delivery of planning and design services to public sector clients. Mr. Gales has extensive experience in large urban and regional development that incorporates major medical, large transit, industrial, municipal and a variety of renovation projects having designed and participated in over 30 major projects in California and Arizona. His graduate thesis at UCLA (An Integrated Rail Network for Metropolitan Los Angeles, c. 1978) formed one of the critical documents in the Federal funding package for the Los Angeles Metro Rail System. Other projects have included four major industrial warehouse facilities, two water plant projects for the State of California, and ten major industrial operation facilities.

Mark Colopy, RA – President Mr. Colopy has more than 18 years of experience in the field of architecture and Construction/ Project Management on major municipal and commercial facilities throughout the United States. As a principal architect, he is responsible for project management, construction administration from Schematic Design through construction completion. Mr. Colopy is adept at managing complex projects requiring the leadership necessary for achieving a well-orchestrated balance of monitoring, accountability, and communication. He is well versed in current project and data control procedures, applying them to multi-phased, multi-task projects to achieve schedule and budgetary goals. His responsibilities include developing and maintaining client/owner and designer relationships; supervising and directing contractors and subcontractors; establishing and executing change orders and claims resolution means; providing contract procurement, administration and monthly progress reporting; as well as cost control and budget/schedule updates. He has a Bachelor of Architecture from Kent State University.

Kal Benuska, SE - Structural Project Manager Mr. Benuska, of John A. Martin & Associates, will serve as Structural Project Manager for the design team. He will be responsible for structural analysis and design, specifications, project coordination, and team management. A member of the John A. Martin & Associates, Inc. staff since 1986, and consultant to JGM, Mr. Benuska’s experience in structural engineering design and project management encompasses a diverse array of project types including laboratories, sport facilities, convention centers, theatres, educational facilities, residential, parking structures, and office ; as well as renovations and seismic evaluations. Mr. Benuska is also adept in the field of computer applications in engineering analysis, utilizing our in-house research and development computing capabilities. Mr. Benuska has MS in Structural Engineering / Civil Engineering from Stanford University and a BS in Architectural Engineering from California State Polytechnic University.

Unimodal Systems

Douglas J. Malewicki, Inventor & Chief Scientist During his distinguished 40-year career as an aeronautics engineer and product designer in the defense and transportation industry, Mr. Malewicki has invented and built specialty vehicles that have broken world speed and energy efficiency records. Early in his career he worked on the Apollo moon project for North American . Later, he made important contributions to the development of Northrop’s B-2 Stealth aircraft as senior composite specialist. Mr. Malewicki’s company, Aerovisions, Inc. is a certified DARPA contractor. Recent work for DARPA involved the design of morphing wing for unmanned aerial vehicles. His transportation engineering achievements include the design and manufacture of the California Commuter that set a world record for highest energy efficiency of a street legal vehicle at freeway speeds (157 MPG). He also designed and built the world’s fastest , the White Lightning, clocked at 248 mph. Mr. Malewicki has a Masters in aerospace and aeronautics engineering from Stanford University.

Christopher H. Perkins, Co-founder & Chief Executive Officer Mr. Perkins has over 30 years of entrepreneurial experience in R&D, engineering, and product development. Drawing on his diverse contacts in government, industry and academia, he brings a broad range of experience to the development of SkyTran. His responsibilities include new business development, contract negotiations, staffing, client liaison, subcontract administrations and other administrative duties. Formerly, he was the founder and president of Advanced Ride Technology Systems, Inc. a firm involved in the research and development of high-speed ride systems. Mr. Perkins invented and developed cutting edge optical technology and manufacturing systems for various new consumer products. Clients included Universal Studios, Six Flags, NBC- TV and the J. Paul Getty Museum. Mr. Perkins attended the University of California, Santa Cruz and the University of Southern California.

John V. Cole, Co-founder & Chief Operating Officer Mr. Cole guides business and product development with his extensive experience in project management and engineering development. Mr. Cole received a BS degree in Chemistry graduated from the United States Military Academy at West Point. He later earned his Masters in Systems Management from the University of Southern California. He held a top-secret clearance during his 6 years service as a U.S. Army intelligence officer. In industry, Mr. Cole has developed control programs for a number of automated production lines. He participated in the development of several leading edge medical devices and also the development of missile guidance systems for Loral, a major defense contractor. Mr. Cole’s most recent achievement is the development of systems for manufacturing and analyzing DNA microarrays at Affymetrix, a top Silicon Valley biotechnology company.

INTL Enso Rail Systems (IERS)

Sanjiv Rai - President & CEO Mr. Rai has over 20 years experience in infrastructure development in rail, power and communications having held key positions in Bombardier, Motorola and ABB.

Suresh C Mittal - Vice President (Civil Construction) Mr. Mittal has 25 years of experience of working with Indian Railways (including overseas railway projects) in construction and maintenance of railway tracks. Key projects include – Dedicated Freight Corridor for Indian Railways and Rawang Ipoh project for Malaysian Railways.

Pritam Kumar – Vice President (Projects) Mr. Kumar has over 22 years of experience of working on various rail projects in India and Europe / US. He has held senior management positions in Alstom and General Electric. Key projects include – and Sub-urban (with Alstom Transport), Blue Tiger and QTR, China (with GE Transportation) and Indian Railway’s – 3-phase locomotive project (with Bombardier).

Jagdish Aggarwal – Vice President (Finance) Mr. Aggarwal has more than 25 years diversified experience in finance and accounting in international companies. Mr. Aggarwal’s titles include CPA(US), CGA(Canada) and CA (India) and is a member of various national and international accounting institutions. His recent assignments include the Noida Toll bridge in Delhi and Vinci in Canada.

Appendix 5 NASA Ames Research Center Letter

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Appendix 6 Circulation Studies

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Appendix 7 Perspectives

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