AGENDA June 27, 2014 – 2:00 PM New Sacramento City Hall Council Chambers 915 I Street Sacramento, CA

This Agenda shall be made available upon request in alternative formats to persons with a disability, as required by the Americans with Disabilities Act of 1990 (42 U.S.C. § 12132) and the Ralph M. Brown Act (California Government Code § 54954.2). Persons requesting a disability related modification or accommodation in order to participate in the meeting should contact San Joaquin Regional Rail Commission staff, at 209-944-6220, during regular business hours, at least twenty-four hours prior to the time of the meeting.

All proceedings before the Authority are conducted in English. Any writings or documents provided to a majority of the Authority regarding any item on this agenda will be made available for public inspection at the offices of the San Joaquin Regional Rail Commission located at 949 E. Channel Street, Stockton, California, 95202 during normal business hours or by calling (209) 944-6220. The Agenda and meeting materials are also available on the San Joaquin Regional Rail Commission Website: http://www.acerail.com/Home/AboutUs/SJJPA.aspx,

1 Call to Order, Pledge of Allegiance, Roll Call Chair Pedrozo

2 Public Comments Persons wishing to address the Authority on any item of interest to the public regarding SJJPA and the San Joaquin Rail Service shall state their names and addresses and make their presentation. Please limit presentations to three minutes. The Authority cannot take action on matters not on the agenda unless the action is authorized by Section 54954.2 of the Government Code.

3 Consent Calendar Chair Pedrozo 3.1 Approve Minutes from March 28, 2014 Board Meeting ACTION 3 3.2 Approve Next SJJPA Board Meeting Location and Time ACTION 14

4 Presentation by the California State Transportation Chad Edison INFORMATION 15 Agency (CalSTA)

5 Presentation by Sacramento Regional Transit Vice Chair Cohn INFORMATION 16 Mike Wiley

6 Summary of Public Meetings, Outreach, Comments Dan Leavitt INFORMATION 17 and Revisions to the Draft Chapters for SJJPA Business Plan

7 Approval of SJJPA Business Plan Dan Leavitt ACTION 58

8 San Joaquin Rolling Stock Update Brian Schmidt ACTION/ 145 INFORMATION

9 California Intercity Passenger Rail Leadership Dan Leavitt INFORMATION 146 Coalition Update

10 Update on Interagency Transfer Agreement and Stacey Mortensen INFORMATION 151 Schedule

11 Administrative Matters or Announcements Stacey Mortensen INFORMATION 152  Correspondence

12 Board Member Comments Chair Pedrozo INFORMATION

13 Adjournment Chair Pedrozo

Page 2 of 156 SAN JOAQUIN JOINT POWERS AUTHORITY June 27, 2014

STAFF REPORT Item 3.1 ACTION March 28, 2014 SJJPA Board Meeting Minutes

The regular meeting of the San Joaquin Joint Powers Authority (SJJPA) was held at 10:00 am, March 28, 2014 at the Madera County Board of Supervisors Board Room.

1. Call to Order, Pledge of Allegiance, Roll Call John Pedrozo, Chairperson of the San Joaquin Joint Powers Authority (SJJPA), called the meeting to order at 10:00 am and had Member Wheeler lead the Pledge of Allegiance.

Board Members Present: Blalock, Johnson, Wheeler, Ishida, Vice-Chair Cohn, Vice- Chair Perea, and Chair Pedrozo

Alternates Present: Curry

On behalf of Madera County, Member Wheeler (Supervisor for District 5 of Madera County) welcomed SJJPA to Madera County and the City of Madera. Member Wheeler called Madera County the “biggest little county in the State of California”. He said Madera County has about 152,000 residents. Member Wheeler said that public safety is probably the number one issue in Madera County and that they have one of the lowest crime rates in the San Joaquin Valley. He noted several new buildings that have been built or are under construction in Madera. He also said that agriculture was the number one industry for Madera County at $1.7 billion and that tourism is probably number two. Member Wheeler thanked the Board for having this meeting in Madera.

2. Public Comment

Ron Jones, Vice President with the Train Riders Association for California (TRAC) updated the Board on the activities of TRAC as they relate to the SJJPA. He raised the issue that there is a possibility that the Merced – Fresno HSR project might not go forward. He said that legally things had not gone well for the HSR project. He said the TRAC wanted the SJJPA to be aware of the possibility of transferring the HSR federal funds to the San Joaquin Corridor. He said that instead of moving forward with current plans for HSR in the San Joaquin Valley, TRAC would like to see the San Joaquin rail service upgraded to 110 mph (which the federal government recognizes as HSR). He further described TRAC’s proposal for an alternative plan for HSR and said that they hoped that the SJJPA could be a partner with them in their efforts.

Nate Knodt from Stockton, said he was thrilled that the SJJPA exists. He said there has been great success with other JPAs like the Capitol Corridor and Caltrain. He said that

Page 3 of 156 Caltrans has done a good job with the San Joaquins, but he is looking forward to more flexibility with the schedules. He is looking forward to mid-corridor starts, more flexible arrival and departure times. He said he is looking forward to more vocal and grassroots advertising. He hopes that the SJJPA can take another look at fare structure, including round-trip discounts. He said that he works for Stockton RTD, although he is not representing them at this meeting. He said he hoped that there would be a great effort to coordinate San Joaquin service with local transit. He disagreed with the previous speaker and said that he firmly believed that HSR should be in the Valley.

Mike Barnbaum, from “Here We Ride” let the Board know of the activities of Here We Ride and their efforts to promote improved transit connectivity in the Sacramento and Lodi area. He thanked Chair Pedrozo and others for their participation in the March 19 Senate Select Committee on Passenger Rail hearing at the State Capitol that was Chaired by Senator Jackson. He said they hoped that Assembly would also create a similar Select Committee. He said that those in Sacramento would be happy to host the next SJJPA board meeting, but since Sacramento has already had a meeting, perhaps the next board meeting should be held in Bakersfield on June 27 (since there had been some letters of interest in a public meeting in Bakersfield).

3. Consent Calendar 3.1 Approve Minutes from January 24, 2014 Board Meeting ACTION 3.2 Approve Next SJJPA Board Meeting Location and Time ACTION

Chair Pedrozo entertained a motion for the approval of the minutes from the January 24, 2014 Board Meeting.

M/S/C (Blalock/Perea) to approve Consent Calendar Item 3.1. Passed and Adopted by the San Joaquin Joint Powers Authority on March 28, 2014, by the following vote to wit:

Ayes: 8 Blalock, Curry, Johnson, Wheeler, Ishida, Vice-Chair Cohn, Vice-Chair Perea, Chair Pedrozo Noes: 0 Abstain: 0 Absent: 2 Tatzin, Chiesa

Ms. Mortensen requested that the vote for Item 3.2 be delayed until later in the meeting.

Chair Pedrozo agree and moved on to agenda item 4.

4. Edits to the SJJPA Bylaws (Election of Officers) and JEPA (SJJPA Board)

Mr. Leavitt stated that at the January 24, 2014 SJJPA Board Meeting, staff was directed by the Board to include an action item on the next board meeting agenda to change the

Page 4 of 156 term for the Chairperson and Vice Chairpersons from one year to two-years. He said that this action requires changes to the SJJPA Bylaws and JEPA.

Mr. Leavitt said that Section 2.1 (Election of Officers) of the SJJPA Bylaws defines the term of office for the Chairperson and Vice-Chairpersons as “one-year”. Based upon the Board request for a “two-year” term, Section 2.1 of the SJJPA Bylaws needed to be amended. Mr. Leavitt read through the proposed language changes for Section 2.1 provided in the Board Members briefing book and that were available on the SJJPA webpage.

Mr. Leavitt highlighted a change from the book item. He read this additional change on the first sentence of Section 2.1 of the Bylaws “nomination and election of a Chairperson and at least one Vice Chairperson shall be held at the first meeting of the board and thereafter at the biennial first meeting”.

Mr. Leavitt said that since this Agenda Item is an administrative matter more appropriate for Board action related to the SJJPA Bylaws, Section 5.8 (SJJPA Board) of the SJJPA JEPA should be amended by simply deleting the two sentences that read: “The terms of office shall be one year. No member may serve more than two consecutive years as chairperson of the Board.”

Mr. Leavitt asked that the board approve the resolution before them which includes the additional change that he presented.

Chair Pedrozo asked for a motion of support.

M/S/C (Wheeler/Blalock) to approve changes to the SJJPA Bylaws and JEPA. Passed and Adopted by the San Joaquin Joint Powers Authority on March 28, 2014, by the following vote to wit:

Ayes: 8 Blalock, Curry, Johnson, Wheeler, Ishida, Vice-Chair Cohn, Vice-Chair Perea, Chair Pedrozo

Noes: 0 Abstain: 0 Absent: 2 Tatzin, Chiesa

5. Presentation from Madera County

Chair Pedrozo noted that this had already been done.

Page 5 of 156 6. SJJPA Draft Business Plan

Mr. Leavitt stated that they were pleased to report that the Draft SJJPA Business Plan chapters had all been completed and submitted on schedule to the SJJPA by the March 2014 Board Meeting.

Mr. Leavitt said that remaining six draft chapters have been reviewed by the SJJPA Ad Hoc Staff Working Group and were included as attachments to this item for the Board’s and public’s review. They are: Executive Summary; 7. Short-term and Long-Term Capital Improvements; 8. Action Plan and Performance Standards; 13. Annual Funding Requirement; 15. Consideration of Other Service Expansions and Enhancements; and 16. Roles and Responsibilities. Mr. Leavitt, presented highlights from these six chapters.

Vice Chair Perea asked for a clarification regarding the status of the 7th daily round trip for the San Joaquin. Mr. Leavitt explained funding for the 7th daily round trip – an additional daily round trip between Oakland and Bakersfield – is fully funded and the improvements are underway. He said that the capital side is taken care of and the state will be in the position to be able to operate a 7th daily round trip by mid-2015 if there are additional operating funds.

Vice Chair Cohn asked for confirmation that at this time there were no other studies for what would be needed to increase service between Stockton and Sacramento, other than the very rough estimate that is in the 2013 State Rail Plan. Mr. Leavitt said that he is correct. Vice Chair Cohn said that improvements to Sacramento were shown as longer term but that it would be good to show at least the planning work for improvement to Sacramento in the near-term. Mr. Leavitt stated that this is in the Draft SJJPA Business Plan – that planning for additional service to Sacramento is to be done in the near-term. Ms. Mortensen noted that SJJPA along with the State, CCJPA, and ACE are working with UPPR on an agreement to get the modeling done in the near- term on that section and that staff would keep the board informed on that process.

Vice Chair Perea asked where Port Chicago was. Mr. Leavitt explained that Port Chicago is just east of Martinez. He said this is a key point since this is where the San Joaquin goes from running on the BNSF to the UPRR, he said the UPRR is used from Oakland to Port Chicago and the BNSF is used from Port-Chicago to Bakersfield.

Vice Chair Perea noted that while it was a longer-term project, he asked where would a new maintenance facility be located? When would that discussion start? Mr. Leavitt clarified that in the business plan short-term is the next couple of years whereas longer- term is beyond that period. He said longer-term projects could potentially be implemented relatively soon. Ms. Mortensen said that the location of a potential new maintenance facility is currently under the jurisdiction of Caltrans, she said that it wouldn’t be until the administration of the service is transferred to the board that they would begin making those types of decisions. At this time the board is in an advisory role to Caltrans. Vice Chair Perea noted that once the administration of the service was

Page 6 of 156 transferred that these types of decisions would be made by the board. Ms. Mortensen agreed and said at that time Caltrans would likely be in an advisory role.

Vice Chair Perea also asked about the additional bi-level trainsets: are these in partnership with California? Mr. Leavitt said that the additional bi-level trainsets would be in addition to the ones already ordered by the state and would be for service increases. Vice Chair Perea asked what is the SJJPA doing to reduce Amtrak costs? Mr. Leavitt said that this is covered in other chapters of the Draft Business Plan, that one of the key goals is to try and work with Amtrak to reduce costs. Mr. Leavitt noted that Chapter 7 is just focused on capital improvements.

Vice Chair Cohn asked if the 7th and 8th daily round trips would include Thruway connecting bus service. Mr. Leavitt replied that “yes” they would.

Member Blalock asked if SJJPA would be considering doing what CCJPA does and offer a bonus for on-time performance and penalties for not being on time. Mr. Leavitt said that “yes” this would be considered and has worked well with the Capitol Corridor.

Member Curry raised Kings County’s concern about the San Joaquin service being eliminated to the Downtown Hanford station. He asked for Mr. Leavitt to explain the part of the Draft Business Plan which discusses that the SJJPA would work with the State on interim use of the HSR initial construction section should that become necessary. Mr. Leavitt noted that what Member Curry was discussing was part of the Executive Summary (and that this language came from another chapter which had been presented at an earlier SJJPA Board Meeting). Mr. Leavitt said that it is the SJJPA’s and CHSRA’s preference that the San Joaquin service never utilize the first construction section of the HSR service. He said that because there is a requirement as part of the grant agreement between the State and the FRA that there is a fall-back. Worst case scenario that if there is a substantial delay in running high-speed trains on the high- speed rail infrastructure, that there has to be some interim use of the infrastructure. Mr. Leavitt said that means there may have to be some interim time where some San Joaquin service would need to run on the initial construction section of the high-speed rail infrastructure. Mr. Leavitt said that the SJJPA would work with the State to figure out an appropriate way to do this that would not harm the San Joaquin service and would continue operations with service to the existing communities that have rail service. Mr. Leavitt also pointed to the “Joint Policy Statement” where the CHSRA has also recognized that the importance of continuing service to the communities that already have rail service. Member Curry thanked Mr. Leavitt and noted that Member Verboon had wanted to have this question asked and on the record.

Member Perea asked long-term when we would be looking potentially at other operators. Ms. Mortensen said that this would be sometime after the transfer agreement is executed by the State. Ms. Mortensen said that in taking over a service that they really would need time to watch how things work out. She said she felt the Board would do well to analyze things after the transfer. She said we first really need to see how the new negotiations would go. Ms. Mortensen said the SJPPA might be able

Page 7 of 156 to achieve efficiencies that they are looking for by working with Amtrak, with the different framework of a JPA.

Member Wheeler asked if the SJJPA should be at the table while Caltrans is negotiating the contract for FY 14-15. Mr. Leavitt responded that we would like to be included and have asked to be a participant. He said that staff is having numerous discussions with Caltrans and that we are working with Amtrak. He said while we have not been invited to be part of the official negotiations, that Caltrans has been providing some information which has been very helpful. For the recent lobbying efforts at the State Capitol, Caltrans provided an estimate of the increase for FY 14-15 for the California Intercity Passenger Rail Program. He said that Caltrans expects that cost, just to maintain the current level of service, to go up by $15 million for FY 14-15. Most of that increase is due to increased equipment costs from equipment the State is using that is owned by Amtrak, there is also some cost escalation. He said we are not involved in the detailed negotiations. Member Wheeler said he thinks there will be cost savings once we take over administration and said it would make a lot of sense for us to be in the room. Ms. Mortensen noted that once the SJJPA takes over the administration of the San Joaquins, that the decisions regarding costs would become a more publicly known ahead of time.

Vice Chair Cohn asked about ridership and revenue projections. He said it looks like the first third of the fiscal year is a bit down for the San Joaquin. He asked if this is a change in reporting or is this an actual drop. Mr. Leavitt responded that it was an actual drop. Vice Chair Cohn asked if they did a change in reporting? Mr. Leavitt said that they did, but that the numbers that have been presented to the Board include the adjustment factored in.

Vice-Chair Perea asked in the perfect scenario when would we see the 7th daily round trip/mid-corridor start be deployed? Mr. Leavitt said it is not in the budget for FY 14-15 to do the 7th daily round trip, so it would be the following year. Vice Chair Perea asked when the mid-corridor start could be done? Mr. Leavitt clarified that they were proposing that the SJJPA consider that they use the 7th daily round trip for mid-corridor starts/ends. That they spilt the 7th daily round trip, so you would have two trains starting at Merced; one heading north to Oakland and one heading south to Bakersfield. He said this would get the early trip to Oakland and to Bakersfield.

Vice-Chair Perea asked if they start at Merced, would it take three hours to get to Oakland with all the stops? Mr. Leavitt confirmed this.

Chair Pedrozo noted that while they were making the rounds at the Capitol that they stressed the need for additional San Joaquin service and that this was well received – particularly the need for more service to Sacramento.

Vice Chair Perea complimented the staff on their work on the Draft Business Plan.

Page 8 of 156 7. San Joaquin Rolling Stock Presentation

Brian Schmidt, Director of Operations, reported that three more Comet Cars had arrived in Oakland leaving one car undelivered. Mr. Schmidt noted there was no estimated time provided by Caltrans for final acceptance of the three cars. Additionally, Mr. Schmidt advised the Board staff has requested Caltrans not deploy the second set of Comet Cars until the performance of the first set in service has been analyzed as to whether the benefits of using Comet Cars outweigh the additional costs associated with operating the Comet Cars.

Mr. Schmidt presented an On-time Performance (OTP) chart comparing the Comet Cars trainsets to the Bi-level trains from October 21, 2013 through March 25, 2014. Mr. Schmidt noted that while the Comet Car trainsets OTP had improved the overall on- time performance was down due to extenuating situations.

8. California Intercity Passenger Rail Leadership Coalition Update

Mr. Leavitt gave an update on the SJJPA’s activities with the CA Intercity Passenger Rail Leadership Coalition. Mr. Leavitt said that there was a Senate Select Committee on Passenger Rail on March 19. He said that they appreciate Senator Jackson Chairing this committee. He also thanked Chair Pedrozo for representing the SJJPA at the hearing. Mr. Leavitt said that the two key issues were securing stable capital and operational funding for the CIPR program and helping to promote, facilitate and expedite the transfer of administrative responsibilities of the services to JPAs.

Mr. Leavitt said a new CIPR promotional brochure was used for the hearing and for the lobbying that the CIPR leadership coalition did in Sacramento. He said that the brochure was included in the SJJPA board members book items. Mr. Leavitt said the brochure would be added to the SJJPA webpage and would be a very useful tool in promoting the CIPR Program. Mr. Leavitt noted that they also provided the Senate Select Committee and member of the Legislature with an updated list of supporters of the CIPR Program. He said the list of supporters is up to almost 100 and he said he was proud to say that about 60 of those we were able to get from the San Joaquin Corridor. He said that he hoped they would have twice as many by next year. He said that they did lobbying at the Capitol with members of the Legislature and their staff on both March 19 and 20. He thanked Chair Pedrozo for his efforts both days. He also thanked Vice Chair Cohn and Perea for their participation and noted that they had so many meetings that they also had Member Johnson participate as well on March 19. Mr. Leavitt thanked Member Johnson for his participation. Mr. Leavitt said the Leadership Coalition is working to get an Assembly Select Committee established and Member Gray will be the Chair of this committee. He said they hope to have this committee established soon. He said Member Gray is a big supporter of the San Joaquin service, the CIPR, and getting the administrative responsibility of the San Joaquin and Pacific Surfliner to the JPAs completed as soon as possible.

Page 9 of 156 Mr. Leavitt noted that the Second Annual Rail Summit is being held the following week on April 3rd in Los Angeles. Mr. Leavitt thanked Vice-Chair Perea for agreeing to represent the SJJPA at this event. He said that Vice-Chair Perea would be on a panel for the CIPR Leadership Coalition. Mr. Leavitt also noted that Stacey Mortensen would be on a panel as well.

Chair Pedrozo reported to the Board that he found there to be a lot of support for the intercity program and for the San Joaquins – both with Democrats and Republicans. He thought that the two days lobbying at the State Capitol were very productive and he said that they were probably one of the most productive lobby days in Sacramento he had participated in. He thanked Ms. Mortensen and Mr. Leavitt for their efforts.

9. Update on the Interagency Transfer Agreement and Schedule

Ms. Mortensen recapped some of the earlier conversation about how the ITA impacts many areas where the Board would like to make swifter progress. She noted the new Deputy Secretary for Rail had been on the job for a few months and had been meeting with all of the rail agencies to understand current rail issues. Mr. Chad Edison comes to CA with experience from the FRA, Amtrak and the consulting industry.

Ms. Mortensen reported on recent meetings with Cal STA and noted progress toward a realistic schedule for the ITA of December 2014. She discussed how the date worked well for the LOSSAN JPA that was proceeding in parallel to the San Joaquin JPA effort, and allowed CalSTA and Caltrans the needed time to define the ongoing state role.

Ms. Mortensen further noted the shift from a June ITA target to a December ITA target allowed for SJJPA staff to spend more time soliciting community and public feedback on the proposed Business Plan for the San Joaquins.

Vice-Chair Perea appreciated the new state perspective to target December, but noted the law allows the state until December 2015 to execute the ITA. He asked how the Board would know for certain that the state would make the commitment for December of 2014. Ms. Mortensen outlined the upcoming meeting between CalSTA, LOSSAN and SJJPA staff to formally agree upon a detailed schedule and assignment of responsibilities to get the required documents ready.

Member Bob Johnson asked what leverage SJJPA has, if the ITA process begins to slip. Ms. Mortensen responded that in the recent IPR meetings, members of the state legislature, particularly from the Central Valley, expressed interest in supporting the JPA’s and the ITA process in whatever way they were needed. Chair Pedrozo reiterated the strong legislative support and interest in keeping the ITA process on track. He suggested those members, and others, could be tapped to support the December deadline.

Page 10 of 156 In light of the new December 2014 schedule for the ITA, Ms. Mortensen asked for concurrence to change the schedule in the Business Plan for the final draft to go to the Board at a June 27th meeting, rather than the regular May meeting.

M/S/C (Perea/Blalock) to approve a new schedule for the Business Plan and change the next SJJPA meeting from May 23rd to June 27th . Passed and Adopted by the San Joaquin Joint Powers Authority on March 28, 2014, by the following vote to wit:

Ayes: 8 Blalock, Curry, Johnson, Wheeler, Ishida, Vice-Chair Cohn, Vice-Chair Perea, Chair Pedrozo Noes: 0 Abstain: 0 Absent: 2 Tatzin, Chiesa

10. Letters of Support for TIGER Grant Applications for Elk Grove Station, Hercules Station, and ACE Stockton Track Extension

Mr. Leavitt reported that the Transportation Investment Generating Economic Recovery, or TIGER Discretionary Grant program, provides the federal Department of Transportation (DOT) the opportunity to invest in road, rail, transit and port projects. Mr. Leavitt said that on January 17th, the President signed the Consolidated Appropriations Act, 2014 which included $600 million authorization for TIGER Discretionary Grants. He said that grant applications are due on April 28, 2014.

Mr. Leavitt said that there are a few grant applications that we know of that are related to the San Joaquin service.

Mr. Leavitt said that the City of Elk Grove is applying for a FY 14 TIGER grant for the proposed San Joaquin station at Elk Grove. The Elk Grove Multimodal Station project would include the construction of a new rail stop along the existing Amtrak San Joaquin route. The construction cost of the station and associated improvements is approximately $21.3 million dollars and the associated rail improvements are $1.5 million dollars for the construction of a siding to serve the station site.

Mr. Leavitt said that the City of Hercules is also applying for a FY 14 TIGER grant for funding for the proposed Hercules Amtrak station project. He said Contra Costa Transportation Authority (CCTA), in partnership with the City of Hercules, intends to nominate the project for TIGER funding.

Mr. Leavitt reported that the third one is from the SJRRC. He said that SJRRC is applying for the Stockton Track Extension Phases 2-3 project for the ACE service. Mr. Leavitt explained that this project completes the construction of a dedicated passenger

Page 11 of 156 track through downtown Stockton between the SJRRC Regional Maintenance Facility (RMF) and the joint Stockton ACE and Amtrak station. He said that while this is an ACE application, this project also benefits the San Joaquin service and enables San Joaquin trains serving Stockton’s Cabral Station (Downtown) to use the new platform extension and fully clear the Weber Street crossing. Currently San Joaquin trains block Weber Street when stopped at this station, and some passengers get on and off in Weber Street.

Mr. Leavitt said that the recommendation is for the Board to approve the three letters of support. He did note that he had provided each member with some suggested changes suggested by the City of Elk Grove. Mr. Leavitt also asked for the Board to authorize staff to draft and submit additional letters of support to the Chair if they find that there are additional grant applications related to the San Joaquin projects.

Member Blalock said he didn’t have any problems with additional letters so long as the board members received copies of these. Member Blalock also identified a typo in the letter of support for the City of Hercules application. Mr. Leavitt said that they would correct the typo.

M/S/C (Perea/Wheeler) to approve letters of support for TIGER Grants. Passed and Adopted by the San Joaquin Joint Powers Authority on March 28, 2014, by the following vote to wit:

Ayes: 8 Blalock, Curry, Johnson, Wheeler, Ishida, Vice-Chair Cohn, Vice-Chair Perea, Chair Pedrozo Noes: 0 Abstain: 0 Absent: 2 Tatzin, Chiesa

11. Administrative Matters or Announcements

Ms. Mortensen noted correspondence was included as part of their book items.

Ms. Mortensen said that they had already discussed negotiations between the state and Amtrak for FY 14-15. She noted that there were a number of letters of support included from organizations and agencies in support of the CIPR Program. She thanked Mr. Leavitt for doing a lot of the legwork to get the letters of support for the program. Ms. Mortensen said that they did get some comments on the Draft Business Plan which are being incorporated. She said that they received a request from a constituent in Bakersfield that we broaden the public meetings from the original cities that we had to include an additional public meeting at Bakersfield. Ms. Mortensen said that we are happy to do that even though they are not a member of the SJJPA. She noted that the Bakersfield area was very important to the San Joaquin service and she said that an

Page 12 of 156 additional meeting would be added in the Business Plan would be amended accordingly.

She reminded Board Members that Form 700s were due at the end of the month. Ms. Mortensen said that she thought that they should continue to move the meetings around, but she apologized that sometimes the seating arrangement for the board members was not always ideal.

12. Board Member Comments

Chair Pedrozo asked for any Member comments.

Member Wheeler thanked the Board for having this meeting at Madera.

Member Blalock said that if they had a SJJPA Board Meeting in Oakland, they might be able to combine this with a visit to the Maintenance Facility in Oakland which is jointly used by the San Joaquin and Capitol Corridor services. Chair Pedrozo said it is an impressive facility.

Chair Pedrozo thanked Ms. Mortensen and Mr. Leavitt again for their efforts at the lobby days in Sacramento on March 19 and 20. Chair Pedrozo said that in all the years that he has been doing these, this was the best one ever as far as getting the word out and being receptive.

13. Adjournment

Chairperson Pedrozo thanked Madera County and the City of Madera for their hospitality in hosting the meeting and he thanked everyone in the audience for attending. Chair Pedrozo adjourned the meeting at 11:22 am.

The next meeting of the SJJPA is scheduled for June 27, 2014.

Page 13 of 156 SAN JOAQUIN JOINT POWERS AUTHORITY June 27, 2014

STAFF REPORT

Item 3.2 ACTION

Approve Next SJJPA Board Meeting Location and Start Time

Background: The Ad Hoc Staff Working Group proposes Hanford, City Council Chambers/Civic Auditorium (400 N. Douty Street, Hanford) at 12:30 pm for the September 26, 2014 SJJPA Board Meeting. The meeting time is coordinated with the San Joaquin schedules and the location is within walking distance (4 blocks) of the San Joaquin station. Fiscal Impact: There is no fiscal impact. Recommendation: Approve Next SJJPA Board Meeting Location/Time

Page 14 of 156 SAN JOAQUIN JOINT POWERS AUTHORITY June 27, 2014

STAFF REPORT

Item 4 INFORMATION

Presentation by California State Transportation Agency (CalSTA)

Background

CalSTA consists of departments, boards and offices each with a focus on the safety and mobility of California’s traveling public. The following transportation-related entities now fall under CalSTA: • Board of Pilot Commissioners • California Highway Patrol • California Transportation Commission • Department of Transportation • Department of Motor Vehicles • High-Speed Rail Authority • New Motor Vehicle Board • Office of Traffic Safety

The mission of the CalSTA is to develop and coordinate the policies and programs of the state’s transportation entities to achieve the state’s mobility, safety and air quality objectives from its transportation system

Chad Edison, Deputy Secretary of Transportation will make a presentation to the SJJPA regarding the State’s priorities for transportation and its plans for the California Intercity Passenger Rail Program.

Recommendation:

This is an information item. There is no action being requested.

Page 15 of 156 SAN JOAQUIN JOINT POWERS AUTHORITY June 27, 2014

STAFF REPORT

Item 5 INFORMATION

Presentation on Sacramento

Background

SJJPA Vice Chair Steve Cohn is a Sacramento City Council Member. Vice Chair Cohn will introduce Mike Wiley, the General Manager/CEO of Sacramento Regional Transit, to make a presentation to the SJJPA regarding the City of Sacramento and the Sacramento Region.

Recommendation:

This is an information item. There is no action being requested.

Page 16 of 156 SAN JOAQUIN JOINT POWERS AUTHORITY June 27, 2014 STAFF REPORT Item 6 INFORMATION Summary of Public Meetings, Outreach, Comments and Revisions to the Draft Chapters for SJJPA Business Plan

Background At the September 27, 2013 SJJPA Board Meeting the SJJPA approved a Draft Business Plan Outline and Proposed Interagency Transfer Agreement (ITA) Schedule. Based upon the approved ITA schedule, the Draft SJJPA Business Plan was completed at the March 28, 2014 SJJPA Board Meeting. Initial Draft SJJPA Business Plan chapters were presented at the November 2013 and January 2014 SJJPA Board Meetings providing more opportunity for Board, agency and public input.

A number of activities were done to support public involvement and stakeholder outreach efforts after the release of the Draft SJJPA Business Plan. Five public meetings were scheduled in May. A “press release” was developed (see attached) to provide information about the SJJPA, the Draft SJJPA Business Plan, and the public meetings to be held in May. The press release was provided to the various organizations and agencies identified in Chapter 2 of the SJJPA Business Plan, to those on the SJJPA stakeholder list, to the SJJPA Member Agencies to provide to their stakeholder lists, and to the media. The press release was also posted on the SJJPA webpage (in both English and Spanish). A “poster” was also developed to be posted at San Joaquin Stations, at SJJPA Member Agency offices, and on SJJPA Member Agency websites (also see attached).

Written comments were received from the following agencies, organizations, and stakeholders:

 Kern COG  Fresno COG  Merced CAG  Sacramento RT  Madera CTC  Alameda County  StanCOG  Contra Costa TA  Sacramento Area Air Quality Management District (SAAQMD)  RailPac  Transdef  Caltrans

Page 17 of 156  California High-Speed Rail Authority  Capital Corridor Joint Powers Board (CCJPA)  R. Bethel  Hank Fung  Carol Bender  Jim Hutson  Teri Nicoll-Johnson  Alan Scott

The written comments received are included as attachments to this agenda item.

The five public meetings were held in May to present key elements of the Draft Business Plan, receive input on the Draft SJJPA Business Plan, and to answer any questions regarding the draft. The PowerPoint presentation made by SJJPA staff at these meetings is available on the SJJPA webpage. These meetings included a translator for Spanish speaking participants. SJJPA Member Agencies and Kern Council of Governments assisted in notifying the public about the meetings and the availability of the SJJPA Draft Business Plan using their existing stakeholder lists. Meetings were held in the following dates/locations from 6 pm until 7:30 pm:

 May 15th at Contra Costa Transportation Authority – Walnut Creek;  May 22nd at Kern Council of Governments – Bakersfield;  May 27th at Fresno Council of Governments – Fresno;  May 28th at Stanislaus Council of Governments – Modesto; and  May 29th at Sacramento Historic City Hall – Sacramento There were articles in the Modesto Bee and Merced Sun Star in advance of the meetings and an article in the Fresno Bee following the Fresno meeting (see attached). A local radio station covered the Bakersfield meeting. The Mayor of Bakersfield attended the meeting in Bakersfield. SJJPA Board Members participated in the meetings in Walnut Creek (Tatzin), Fresno (Vice Chair Perea, and Ishida), Modesto (Chiesa, and Johnson), and Sacramento (Vice Chair Cohn). While the turnout of the public was disappointing at these meetings, there was a good discussion at each meeting with those that attended.

Public Meetings Comments Included:

 Combine chapters into a single document for Draft SJJPA BP.  Support for San Joaquin service using the Altamont Pass.  More service between Stockton to Bakersfield.  Have the San Joaquin service be “unreserved” like the Capitol Corridor and Pacific Surfliner services.  Provide additional connections to BART.

Page 18 of 156  Improve connections to other services.  Several participants supported extending the San Joaquin service to Oakland Coliseum/BART (Oakland Airport).  Put PowerPoint from public meetings on-line.  Be prepared to speed up San Joaquin service throughout the corridor if HSR is not implemented.  San Joaquin deserves a lot of resources for improvement.  Support for early morning service to Bakersfield and new NorthWest Bakersfield Station.  Add working with developers to “Station Area Development” chapter.  Several participants suggested that the Fresno station should be considered for mid-corridor starts/ends.  Promote use of San Joaquins to National and State Parks.  Support for focused outreach to Hispanic community and non-English speaking residents (particularly Spanish. It was noted that there were also a lot of Portuguese speakers in the San Joaquin Valley.  Coordinate with the “Freight Advisory Committee”.  Coordinate with CHSRA on BNSF grade crossings that will be done as part of the HSR initial construction that will benefit the San Joaquins. Include this in the Business Plan as a benefit of HSR.  Improving safety should be a high priority.  First service increase should be for mid-corridor starts/ends.  Research should be done on potential riders to help determine the best arrival time at each terminus station.  Make sure to do focused outreach to college students who are likely riders of the service.  Need to improve on-time performance.  Consider offering “Business Class” service.  Offer free transfers to transit like the Capitol Corridor does with Sac RT.  Get statistics for problems at stations and work to make improvements to stations.  Create frequent rider program.  Consider legislation to provide capital funding for intercity rail.  Consider installation of “shore power cabinets” to reduce train emissions at places where the line terminates/will terminate – including potential mid-corridor starts/ends.  Consider promoting legislation to repeal the Perata law (Note: The “Perata Law” requires passengers wanting to use a San Joaquin Thruway bus to take a train as part of their trip unless there are no competing bus services).

Page 19 of 156  Investigate if there are Thruway bus routes which are exempt from the Perata Law.  Use events near San Joaquin stations (sporting events, festivals, etc.) to help promote use of the San Joaquins.  Consider an additional San Joaquin station at Galt.  Several participants supported the concept of mid corridor starts/ends.  One participant did not support mid-corridor starts/ends.  In general, the participants were supportive of improving the San Joaquin service.

Based on the input received, a number of edits have been made to the SJJPA Business Plan. These edits were reviewed by the Ad Hoc Staff Working Group members. The “Track-Change” version of the SJJPA Business Plan that shows each of the suggested edits to be made to the SJJPA Business Plan is provided as an attachment to Agenda Item 7.

Recommendation: This is an information item. There is no action requested.

Page 20 of 156 FOR IMMEDIATE RELEASE

RAIL AGENCY SEEKS PUBLIC COMMENT ON BUSINESS PLAN

APRIL 15, 2014/STOCKTON, CA: The San Joaquin Joint Powers Authority (SJJPA) is seeking input on its Draft Business Plan from agencies, organizations, and members of the public.

In order to assume administrative responsibilities of the San Joaquin intercity passenger rail service, the SJJPA must approve a Business Plan to be included and referenced as part of the Interagency Transfer Agreement (ITA) with the State of California. It is expected that the ITA will be completed and signed by December 31, 2014.

The Draft SJJPA Business Plan includes a report on recent and historical performance of the San Joaquin service; an overall operating plan, including proposed service enhancements; short- and long- term capital improvement programs; funding requirements for the upcoming fiscal year; and an action plan with specific performance goals and objectives. The SJJPA Business Plan will be consistent with the 2013 State Rail Plan, developed by Caltrans Division of Rail (DOR), and the 2014 California High-Speed Rail Authority Business Plan.

Five public meetings will be held on the SJJPA Draft Business Plan during the public comment period. The meetings will include Spanish participation options.

The public meetings will be held in the following dates/locations/times:

 May 14, 2014: Contra Costa Transportation Authority, 2999 Oak Road, Suite 110, Walnut Creek, from 6 pm – 7:30 pm  May 22, 2014: Kern COG, 1401 19th Street, Suite 300, Bakersfield, from 6 pm – 7:30 pm  May 27, 2014: Fresno COG, 2035 Tulare Street, Suite 201, Fresno, from 6 pm – 7:30 pm  May 28, 2014: StanCOG, 1111 I Street, Suite 308, Modesto, from 6 pm – 7:30 pm  May 29, 2014: Historic Sacramento City Hall Council Chambers, 915 I Street, Sacramento, from 6 pm – 7:30 pm

Written comments on the Draft Business Plan should be submitted to the SJJPA by June 9, 2014. The SJJPA Board will discuss and may approve the Revised Draft Business Plan at its June 27, 2014 Board Meeting to be held in Sacramento (Historic City Hall, Council Chambers 915 I Street) at 2 pm. Prior to taking action on the Business Plan at the meeting there will be an opportunity for public comment on the Draft Business Plan.

The SJJPA Draft Business Plan and more information about the SJJPA is available on the SJJPA’s webpage at: www.acerail.com/sjjpa

Page 21 of 156 SJJPA Member Agencies: Alameda County, Contra Costa Transportation Authority, Fresno Council of Governments, Kings County Association of Governments, Madera County Transportation Commission, Merced County Association of Governments, Sacramento Regional Transit, San Joaquin Regional Rail Commission, Stanislaus Council of Governments, and Tulare County Association of Governments.

Managing Agency The San Joaquin Regional Rail Commission (SJRRC) was selected by the SJJPA Board to be the SJJPA’s Managing Agency for the San Joaquin intercity passenger rail system, which operates between Bakersfield, Sacramento, and Oakland. SJRRC operates the Altamont Corridor Express (ACE), which provides passenger rail services from the Central Valley to the Silicon Valley.

### SJJPA Contact/Submit written comments to: Dan Leavitt Manager of Regional Initiatives Desk: (209) 944-6266 [email protected] or 949 East Channel Street, Stockton 95202

Page 22 of 156

The San Joaquin Joint Powers Authority (SJJPA) is seeking input on its Draft Business Plan from agencies, organizations, and members of the public.

Five public meetings will be held on the SJJPA Draft Business Plan during the public comment period. The meetings will include Spanish participation options.

The public meetings will be held in the following dates/locations/times:  May 14, 2014: Contra Costa Transportation Authority, 2999 Oak Road, Suite 110, Walnut Creek, from 6 pm – 7:30 pm  May 22, 2014: Kern COG, 1401 19th Street, Suite 300, Bakersfield, from 6 pm – 7:30 pm  May 27, 2014: Fresno COG, 2035 Tulare Street, Suite 201, Fresno, from 6 pm – 7:30 pm  May 28, 2014: StanCOG, 1111 I Street, Suite 308, Modesto, from 6 pm – 7:30 pm  May 29, 2014: Historic Sacramento City Hall Council Chambers, 915 I Street, Sacramento, from 6 pm – 7:30 pm

The SJJPA Draft Business Plan and more information about the SJJPA is available on the SJJPA’s webpage at: www.acerail.com/sjjpa

Page 23 of 156 Page 24 of 156

June 6, 2014

Dan Leavitt Manager of Regional Initiatives San Joaquin Joint Powers Authority 949 E. Channel Street Stockton, CA 95202

SUBJECT: Fresno Council of Governments Comments on San Joaquin Joint Powers Authority (SJJPA) Business Plan

Dear Mr. Leavitt:

Thank you for the opportunity to comment on the inaugural business plan of the newly formed San Joaquin Joint Powers Authority (SJPPA). Fresno COG’s review of the draft SJJPA Business Plan was conducted in light of the requirement that in order to assume administrative responsibilities of the San Joaquin intercity passenger rail service, the SJJPA must approve a Business Plan that is included and referenced as part of the Interagency Transfer Agreement (ITA) with the State of California. Our review of the Business Plan shows that it rightfully includes: a report on recent and historical performance of the San Joaquin service; an overall operating plan, including proposed service enhancements; short-and long-term capital improvement programs; funding requirements for the upcoming fiscal year; and an action plan with specific performance goals and objectives. It is our understanding in reviewing these documents that the SJJPA Business Plan will be consistent with the 2013 State of California Rail Plan, developed by the Caltrans Division of Rail (DOR), and the 2014 High Speed Rail Authority Plan.

Fresno COG staff was pleased to learn during its review of the document that in addition to the above referenced sections of the SJPPA Business Plan, a number of very important topics and issues were addressed including: integration of San Joaquin Rail Service with High Speed Rail; Marketing and Outreach; Safety and Security, Station Area Development; Service Amenities, Food Services and Equipment; Roles and Responsibilities of Caltrans Division of Rail and the SJPPA and lastly the ever-important Comet Car Trainsets.

Upon completion of our review, COG staff is pleased to report that we are very pleased with the draft SJJPA Business Plan as we feel it directly addresses the wide variety of issues and challenges that face the SJPPA as it takes over the San Joaquins service from the Caltrans Division of Rail. However, moving forward, we do believe that the need for additional capacity on the San Joaquins in combination with improved scheduling to improve ridership must be carefully addressed to ensure that the San Joaquins can maximize its potential for San Joaquin Valley residents.

In closing, thank you for the opportunity to comment on the draft Business Plan, if you should have any questions regarding my comments, please feel free to call me at 559 233-4148 (Ext. 204).

Sincerely,

Tony Boren, Executive Director Fresno Council of Governments

Page 25 of 156

Page 26 of 156 Larry Greene AIR POLLUTION CONTROL OFFICER

June 5, 2014

Dan Leavitt 949 E. Channel Street Stockton CA 9520 [email protected]

RE: San Joaquin Joint Powers Authority Draft Business Plan

Mr. Leavitt,

The Sacramento Metropolitan Air Quality Management District (The District) has reviewed the draft business plan for the San Joaquin Joint Powers Authority (SJJPA). The District is exhorted by State Law to “represent the citizens of the Sacramento district in influencing the decisions of other public and private agencies whose actions may have an adverse impact on air quality within the Sacramento District.”1 We offer our comments in that spirit.

Shore Power Cabinets

The District, Capitol Corridor Corridor Joint Powers Authority (CCJPA), and City of Sacramento partnered to install eight shore power cabinets at the Sacramento Valley Station. These cabinets help the CCJPA reduce fuel costs during dwell time at this terminal station and eliminate three tons of emissions per year. As the SJJPA changes train schedules and routes, we strongly urge you to consider installation of shore power cabinets at stations and locations where your equipment will experience dwell time.

Additional Stations

As integration with High Speed Rail and other Northern California service leads to a San Joaquin line more focused on commuter/feeder service, adding additional stations and service to the Sacramento-Stockton branch should be an important plank of the business plan. Please consider adding stations and commuter service to 65th Street in Sacramento, Elk Grove-Florin Road in Elk Grove, and Downtown Galt.

1 California Public Health and Safety Code section 40961

1 Page 27 of 156

General Comments

All projects are subject to District rules in effect at the time of construction. A complete listing of current rules is available at www.airquality.org or by calling (916) 874-4800. The District thanks the San Joaquin Joint Powers Authority for the opportunity to comment on this project. If you have additional questions or require further assistance, please contact me at [email protected] or (916) 874-4882.

Sincerely,

Paul Philley, AICP Sacramento Metropolitan Air Quality Management District 777 12th Street, 3rd Floor Sacramento, CA 95814

777 12th Street, 3rd Floor ▪ Sacramento, CA 95814-1908 916/874-4800 916/874-4899 fax ▪ Page 28 of 156 2 www.airquality.org 5/28/2014

RailPAC Comments:

The draft plan presents a cogent overview of administration, service expansion, and advocacy. Conflict resolution between the State and the SJJPA needs to be explained beyond a reference in that the stakeholders met and agreed to do their best to get along. Several omitted items should be added. In addition to schedule coordination for train bus logistics, the draft should include a statement that SJJPA will be included in a statewide passenger rail schedule and that there will be a coordinated concentrated effort to enact the schedule among operators on the same day. The draft sets proper goals for service expansion after a long stasis. The SJJPA must continue lively discussions with the common carrier railroads to negotiate in good faith for more train slots. The BFD to OAK expansion is a welcome success story, but the need for more passenger rail service to Sacramento needs a new and more vigorous negotiations approach. While it is implied by the planned meetings with agencies dealing with greenhouse gasses, specific mention of research and accumulation of data to support efficiencies claimed and environmental consequences of train operations is needed. If cap and trade funds are involved, evidence-based contributions to carbon reduction can be converted to revenue for the corridor service and support the broader case that rail is more environmentally friendly than the motorized alternatives.

In the HSR portion of the draft, RailPAC strongly agrees with the overall conclusion that, unless required, the initial operating segments not be used at all for regularly scheduled San Joaquin service. In a more perfect world, electrification would be a sensible first use of the system to test train sets from existing manufacturers and include 145 MPH capable-train sets, as discussed by Stacey, which will be a part of the regional rail HSR feeder system. For now, demonstration projects will add real experience before train set contracts are let and the public will see progress in the media. Experimental diesel service from Bakersfield to Oakland running behind the new passenger locomotives would offer interim utility of the HSR project using a single seat ride with auto competitive travel times. Split service from Merced to the north and south deserves fast track planning.

Comet Cars add service to the California Rail System imperfectly. Extended discussion about the Comets in the draft business seem backward looking and could preview future disputes. Since there are no usable extra bi-levels available now, Comets add capacity to the three corridors, but the SJJPA draft report would have bi-levels reassigned to the San Joaquin service and the Comets reassigned to one or two of the other corridors.

Practical development and improvement of existing passenger service is thorough and thoughtful. This solid draft should evoke positive response from the elected officials who represent their districts. The draft shows the SJPPA’s intent to keep the trains running on time, keep them clean and well maintained. Most importantly, it can lead to more connected passenger rail service in California.

Bill Kerby [email protected] (916) 392-1267 RailPac Member (providing RailPAC position)

Page 29 of 156 5/28 E-mail from Paul Dyson:

Dan:

Bill has succinctly encapsulated RailPAC's views and you can regard this as a policy document. The one addendum I would make is that there are still (at time of writing) twenty some Metrolink bi-levels stored outside LAUS that could be marshaled with the Comets to give low level loading. I have raised this suggestion before and, as is often the case, no has has contradicted me nor explained why it won't work, but neither has anyone embraced the idea or at least done the minimal research to ascertain whether this would work. The solution may be regarded by your Board as second best. To the passenger desiring punctual and more frequent service it is a preferred solution.

All the best,

Paul Dyson President, Rail Passenger Association of California and Nevada Chairman, City of Burbank Transportation Commission 818 845 9599

May 30, 2014 e-mail from Bill Kerby:

Dan, This is a note to add to my prepared remarks last night. Your are spot on about RailPAC’s desire to broaden passenger access to Thruway service even when no train ride is involved.

RailPAC supports the effort to modify or repeal the Perata act to permit Amtrak ticketed passengers to ride on Amtrak thruway busses without involving a train component. The current law wastes available seats and denies the public transportation in the face of shrinking service to rural areas.

Bill Kerby RailPAC

May 30, 2014 e-mail from Paul Dyson:

Dan I feel sure that senator Jackson will support any effort to this end and we should get it on the agenda of her next hearing Indeed we advocate code sharing with greyhound to fill everyone's seats

All the best Paul Dyson 818 371 9516

Page 30 of 156 Transportation Solutions Defense and Education Fund

P.O. Box 151439 San Rafael, CA 94915 415-331-1982

June 7, 2014 By E-Mail

Dan Leavitt San Joaquin JPA 949 E. Channel Street Stockton, CA 95202

Re: 2014 San Joaquin JPA Draft Business Plan

Dear Mr. Leavitt:

The Transportation Solutions Defense and Education Fund is an environmental non- profit advocating the regional planning of transportation, land use and air quality. Our focus in recent years has been on reducing the impacts of transportation on climate change. That has placed our organization on a collision course with the State's marquee climate protection measure, High-Speed Rail. We offer the following comments on the 2014 San Joaquin JPA Draft Business Plan ("Draft Plan"): We suggest you provide passengers with increased convenience by returning to the practice of unreserved ticketing.

Service Allocation Strategy Table 3.5 (p. 29) and the associated text suggest a protocol for the allocation of service. 63% of the city pair train traffic travels between Stockton and Bakersfield. This suggests that resources would be most efficiently spent maximizing train service between those two endpoints. The decision to provide train service beyond Stockton should be dictated by a lower cost per seat-mile for the train vs. the bus.

Integration with High-Speed Rail We continue to find HSR planning to not be credible. It is admirable that the Draft Plan states "Any integration of the San Joaquin service with the proposed High-Speed Rail service, must build upon that success, rather than just co-opt the San Joaquin ridership into the new HSR system; otherwise the State will have invested in two systems aimed at similar ridership markets." (p. 32.) However, we believe that is exactly what will occur if the HSR project goes forward. We see no signs of a workable plan to integrate the San Joaquin into the HSR system. In particular, HSR is likely to cherry pick the longer-distance travellers that are vital to the economic performance of the San Joaquin. Footnote 14's (p. 33) call for "Additional work" documents the absence of a demonstration of the San Joaquin's continued viability.

Page 31 of 156 TRANSDEF 6/7/14 2

One would have to be naive or ill-informed to find credible the claim that the Joint Policy Statement (p. 35) will protect San Joaquin service: "the San Joaquin service would most likely evolve over time (but not diminish)..." (p. 34.) The Statement contains nothing concrete, measurable or enforceable. It is a vague papering-over of the master-slave dynamic between CHSRA and the JPA. Something is profoundly wrong when a section of proposed HSR must be built to freight locomotive loading standards to enable it to be used by non-HSR vehicles if the rest of the HSR system is never built. Proposition 1A was written to explicitly prevent such a scenario. This is why we are in the courts, seeking to prevent bond measure funds from being used for project construction. Had the CHSRA identified actual funding for its entire IOS, this would not have been necessary. It is even more wrong to deny service to existing San Joaquin-served communities so that the new track can be placed in service to avoid embarrassing the Administration. The Draft Plan is silent on how these communities can be adequately served while providing the CYA function to the Administration. (p. 36.) Only three to six daily roundtrips on the BNSF (p. 33), after a major service expansion, would be a step backwards for passengers at the bypassed stations. We believe a more responsible approach to improving service in the San Joaquin Valley would be to upgrade the San Joaquin on its existing ROW. This would avoid tearing up prime farmland, and avoid the noise impacts of HSR express trains running through cities and towns at 200+ mph. In our vision, bi-mode San Joaquin rail vehicles would access Grapevine and Altamont HSR segments and able to travel directly to Southern California and the Bay Area on HSR tracks. We urge the JPA to be prepared with a plan in case the CHSRA project does not go forward. TRANSDEF and the Train Riders Association of California are working in the Legislature to be ready for that eventuality. We propose shifting ARRA funds from the CHSRA project to upgrading the SJ Corridor to speeds over 100 mph, with its own passenger track. (See Plan B, attached.) It would be wise to be ready, in case large amounts of funding suddenly become available.

Long-term Vision The JPA should capitalize on the fortuitousness of common management of the SJ corridor and the ACE corridor. Unified operations and coordinated scheduling will create synergies that enhance both services. Bus Route 6 (p. 30), for example, duplicates ACE. Its schedule should be optimized for frequency and headway within the ACE schedule. The Martinez to Richmond route along the bay shore is undesirable for passenger service, both because of its inherent speed limitations and the threat of eventual inundation by sea level rise. TRANSDEF is working in the Legislature to secure an ongoing allocation of cap and trade funding for improvements to the Amtrak and regional rail services. Success should result in a change of direction for the JPA. With both common management and the availability of new funding, the JPA should reconsider the State's original 1974 routing of the service, in light of the addition of ACE service. It should determine whether the current route optimizes travel times between

Page 32 of 156 TRANSDEF 6/7/14 3 the different travel markets. Realignment could provide significantly faster service from the Central Valley to the heart of the Bay Area by focusing all future East-West track improvements for ACE and the San Joaquin on the Altamont Corridor. This would require a policy determination that the benefit to most riders outweighed being able to provide service to Antioch and Martinez. Realignment would require the acquisition of trackage rights between Niles Junction and Richmond. We understand the Oakland subdivision is available for purchase. Realignment would also mean halting the $26.5 million and $55 million dollar track improvements from Oakley to Port Chicago.1 Any improvements made by ACE should be designed to be able to be upgraded to HSR service. This would probably require shifting the emphasis from ACEforward back to the Altamont Corridor Rail Project that had previously been underway. An additional benefit of focusing on the Altamont Corridor is that if the Dumbarton Rail bridge is ever replaced, it would allow direct access to San Francisco from the Central Valley. A common East-West corridor would double the funding opportunities, allowing for better infrastructure, compared to if each service were going it alone. If the policy decision was to continue serving Martinez and Antioch, the JPA should consider acquiring rights to bypass the bay shore UP route between Martinez and Richmond, diverting onto the BNSF ROW. This would involve track upgrades and constructing interlockings between the two lines.

Conclusion TRANSDEF hopes these comments are useful in determining the JPA's future direction.

Sincerely,

/s/ DAVID SCHONBRUNN

David Schonbrunn, President

Attachment TRAC Plan B

1 There is a discrepancy in the text between Tables 7.2 and 7.3 "Oakley to Port Chicago" and the next to last bullet on p. 44: "Oakland and Port Chicago." It appears the latter should be Oakley, not Oakland.

Page 33 of 156 1025 Ninth Street Suite 223 TRAC Sacramento CA 95814-3516 (7(5(;35(66 Train Riders $PWUDN&DOLIRUQL$PWUDN &DOLIRUQLDD (916) 557-1667 Association www.calrailnews.com of California [email protected] HSR “Plan B”– Making ARRA HSR Funds Work for California Michael D. Setty Administrative Director California is in danger of losing $2.4 billion of ARRA grants, due to the CHSRA project’s legal problems and the September 2017 expenditure deadline. (Another $929 million in federal FY Officers 2010 grant funds does not have an expenditure deadline.) These funds could be secured for Richard Tolmach California if they were redirected to improving Amtrak service in the Central Valley. The San President Joaquin Joint Powers Authority could deploy the funds within the time limits, because laying Sacramento County track in a freight railroad right-of-way is much simpler.

Ronald Jones This would require renegotiation of the ARRA grant with the Federal Railroad Admin- Vice President Madera County istration, shifting California’s grants from the Core Express (125-250+ mph) tier of the HSR Corridor Investment Strategy to the Regional Service (90-125 mph) tier, which serves mid- Gordon Osmundson sized and large cities. Central Valley residents from Bakersfield to Sacramento would greatly Treasurer benefit from a program to “Upgrade existing intercity passenger rail corridors to improve Alameda County reliability, speed, and frequency of existing services.” The San Joaquin Amtrak Corridor can be improved at a modest cost with minimal disruption. Lewis T. Ames Secretary San Francisco County The project would cost-effectively build ridership, demonstrate demand for higher-speed HSR and restore public confidence in the State’s leadership in rail transport. A higher-speed San Board Members Joaquin Corridor would feed into a future statewide HSR system, enabling one-seat rides to Los Angeles and the Bay Area. Arthur Bauer Sacramento County Advantages Art Brown • The President wins (fulfills his stated HSR vision) Orange County • The Governor wins (he can take credit for the idea--and gets out of the controversy) • BNSF & UPRR win (the public pays for track improvements) Derek Casady San Diego County • Farmers & land owners win (limited ROW acquisition needed) • Labor & the local economy win (construction work still needed) Paul Dyson Los Angeles County • Traveling public wins (improved service decades sooner) • Eastside cities win (minimal disruption, minimal additional train noise) John K. Flynn • Sacramento wins (faster travel to Capitol, decades sooner) Ventura County • Safety wins (grade crossings on major arterials replaced by grade separations) Tom Frankum • HSR travel wins (faster Valley rail travel will stimulate interest in other corridors) San Diego County

Shelby Kaplan Disadvantages--None Los Angeles County Other Possible Projects William F. McGeehan III The following near-term projects would support future HSR, if funding is available: Contra Contra County “LOSSAN” (Pacific Surfliner) corridor improvements including LA Union Station “run-through” David Schonbrunn tracks, and grade separations for the 3 most dangerous grade crossings in the LA-Anaheim rail Marin County segment; Caltrain Extension to Downtown San Francisco.

Justin Walker Los Angeles County

TRAC, active since 1984, is dedicated to a vision of fast, frequent, convenient and clean passenger rail service for California. We promote these European-style transportation options through increased public awareness and Pagelegislative 34 of 156 action. Dan,

Below are the Division of Rail’s comments on the SJJPA Business Plan:

Executive Summary: Operating Plans and Service Expansion It states that adding stations could increase ridership. Six stations were mentioned and plans to initiate construction during the next three fiscal years. This appears overly optimistic, to assume that ridership will increase and construction could begin so quickly. Ridership is greatly influenced by cost and time. Each new station will increase the schedule three to five minutes which could adversely impacting your ridership. Addition of stations also require agreements with the host railroad which can be time consuming. Each of these proposed stations should be modeled to determine the effect on ridership before they are added to the schedule.

Capital Improvements Programs and Future Extensions It states the SJJPA will develop a program of improvements to reduce travel times. There needs to be a discussion on how the SJJPA proposes to reduce travel times while adding stations which increase travels times.

Safety and Security In this section the term Burlington Northern is used, the name of the railroad is BNSF Railway.

Section 2: Burlington Northern Santa Fe is used, should be BNSF Railway

Section 3: The statement "Until Caltrans began operating a Comet Car trainset on the San Joaquin route (initiated on October 21, 2013), the San Joaquin service had been operated almost entirely with state-owned rolling stock." is not entirely correct. Amtrak rolling stock was used exclusively until the California cars and F59PHIs were deployed on the corridor in 1995. Starting in 2007, four Amtrak-owned, wreck- damaged Superliners were repaired with State funds and deployed on the Capitol and San Joaquin corridors. The San Joaquin corridor regularly operates with Amtrak-owned P42 locomotives (today, five P42s are operating on the San Joaquin route.). So, though most of the equipment used in the corridor has been State-owned since 1995, the addition of the Comet trainsets was not the only instance of the use of Amtrak-owned rolling stock on the corridor.

Also - categories of operating expense should include PRIIA 209 equipment lease costs.

Third paragraph contains "Capital Corridor" typo.

Section 5: The Comet deployment has changed to the 714-703-702-715 set rotation, using two Comet trainsets; however, I see no reason why a business plan would include such detail as what schedules the Comets are operating on.

Caltrans and SJJPA should monitor the performance of the corridor overall and work cooperatively to target and resolve operational problems regardless of the type of equipment. Caltrans should not commit to removing the Comets from service simply because the corridor ridership does not grow over an arbitrary time period. The Comets provide additional trainset capacity for the Northern California fleet and will be necessary for service changes on either the San Joaquin or Capitol corridor that require additional trainsets; conversely, in the absence of the Comet trainsets, additional frequencies or major service realignments will not be possible until adequate new equipment is acquired. Note that no bi-level

Page 35 of 156 equipment now on order is being acquired for new frequencies - all new rolling stock is for replacement of Amtrak-owned cars and locomotives, and to expand existing trainsets by one coach.

Also - the first of the new bi-level equipment is schedule to be delivered in early 2016, but the current production and delivery schedule defers the delivery of the remaining 52 Caltrans-owned cars until after July 2017 (in order to expend expiring ARRA funds).

Section 6: Should include working with Caltrans to identify future equipment needs, funding sources and delivery schedules for service improvements and ridership growth on the corridor.

Section 7: Does not include any identification of rolling stock needed for increased service levels. Who identifies the equipment needs? Is Caltrans responsible for identifying the funding needs for new rolling stock?

Section 8: Should also include working with Amtrak, host railroads, CCJPA and Caltrans on identifying minimum standards for equipment reliability and availability, maintenance of minimum trainset capacity, service performance, crew size and other variables that affect corridor performance. These issues need to be quantified and enforced. Also - SJJPA should coordinate with Caltrans for the identification and implementation of equipment modifications to increase reliability, improve passenger amenities or otherwise improve service.

Section 10: This section describes current levels of some passenger amenities and equipment characteristics, but does not define how these will be managed through the transition of service oversight from Caltrans to SJJPA. Are these mandatory amenities and features that must be included in future acquisitions? Who will be responsible for maintaining and managing equipment performance, development of new passenger amenities, setting of minimum standards for equipment quality, reliability and availability?

Section 15: The eighth round trip will require additional rolling stock that has not yet been funded or ordered. The seventh round trip will only be possible in 2015 due to the addition of the Comet sets to the fleet.

A Merced mid-route start/end point will require a layover facility. Who is responsible for planning, funding and building this? Caltrans or SJJPA?

Section 16: Does not mention CCJPA or other JPAs who will have to be included in negotiations and ongoing management of the fleet of rail equipment, including deployment, periodic and heavy maintenance, modifications, minimum maintenance quality, availability and reliability targets, etc (though CCJPA is mentioned in section 10). What role will the JPAs want in participating in future procurements and fleet planning?

Section 17:

Page 36 of 156 SJJPA will Coordinate rail security awareness training for train crews, maintenance staff, bus operators and station agents. These people are not the SJJPA’ staff, there may be labor contract issues involved. The language should be that the SJJPA will work with Amtrak and their vendors to provide this training.

Clem A. Bomar Rail Transprtation Manager II Retired Annuitant (916) 654-6920

Page 37 of 156 Page 38 of 156 Page 39 of 156 5/21/14 E-mail and pdf from Jim Allison with Capitol Corridor JPA:

Dan -

I commented but also with the help of Priscilla Kalugdan of our Marketing Department.

To be honest - I think you have too much in here - some that is pure policy, some that doesn't relate to the fiscal year of operations, and the suggestions of what you will all do is quite ambitious. I used the electronic comment stickies in the PDF so you may have to open each of them to see. But you will see a theme to some comments.

I don't see a cohesive idea of what FY 14/15 will be like to be quite honest. I see aspirations but in some way those are not probably right for this type of document.

See what you think and we can maybe talk next week if you want.

(See attached file: Draft Business Plan Full Document.pdf)

Jim Allison Manager of Planning Capitol Corridor Joint Powers Authority 300 Lakeside Dr., 14th Floor East, Oakland, CA 94612 Phone: 510-464-6994 Fax: 510-464-6901 [email protected]

Comments By CCJPA imbedded in pdf:

Page 1 (ES): Does modeling show this? This seems obvious - but what constraints held Caltrans from doing this - was it rolling stock? Splitting full round trips? There should be some nexus to what is needed to take the action and what the barriers are/were.

Page 2 & 3 (ES – Operating Plan and Service Expansion): Is this just a plan for one FY?

Over what time period is this statement and the next statement going to be acted upon?? Is this over the immediate FY? Or longer?

When is this planned - during the biz plan FY?

Context and timing question with this paragraph. I think you need is an opening statement as to why you need to do the BP and what it is intended to do. There is too much variety in here to see a cohesive business plan at this time.

Page 3 (ES – Comet Cars): I don't have a perspective as a reader of what your equipment is, and how these cars fit into the mix (I do as a peer but not as a reader). I think you need a rolling stock context here to pull this off.

Page 40 of 156 Page 4 (ES - Performance Standards): Is this supposed to be the reason for the BP? What was mentioned before seems off scope of this mission or some other planning tool...

Page 4 & 5 (ES - Capital Improvements and Future Extentions): Again - a time frame and scope matter - what is the BP to do - this is speculative and mixed in with capital improvements so I think there should be context.

These things need their own section such as EXPANSION PLANS

Page 5 (ES – Marketing): What are those? This should be named and there is potentially much to name ranging from promotions, photo stock, branding, relationships, etc that are not well explained especially as the service transitions management authority

What are team members exactly? Marketing firms that are local, or promotional partners, public input folks?

Good idea to focus on this! (2nd Paragraph)

This printing approach seems very traditional and dated. Where is the social media aspect? Riders alerts, etc. and use of modern technology, even texting?

Page 6 (ES – Advocacy): Is there an advocacy plan as part of the BP - wondering if you want to mention how things are organizing?

Page 10 (Chapter 1): This is clear - it appears much of the prior stuff is not well oriented according to the purpose of this BP. I would really examine what a streamlined BP needs to do and leave many of the other activities and actions to other more appropriate documents or presentations.

(Bullets) …and use and maintenance of rolling stock!!! HUGE ITEM!

Page 12: I think this limits the need to talk as much about extensions, visions, etc that fall outside this scope. The exec summary section does not adhere to that and perhaps the rest of the document strays from this relatively limited focus.

Page 23 (Chapter 3, Figure 3.2): If you could generate or include your own map, you could also show the ownership situation...I think the ownership of the line is a key reveal.

Page 29 (Chapter 3): In this section and the next section about buses, there is lots of explanation but it does not concentrate on what will remain the same or change for the BP. I suggest you need to build on all the extensive background (maybe too detailed) but definitely state the plan for what will happen with it over the BP course.

Page 32 (Chapter 4): Is this section about what will be done in the BP horizon years or beyond...I think that needs stated and clarified because it makes it seem like a true BP horizon year objective.

Page 38 (Chapter 5): As per in the Exec summary - reader may have no idea what the rest of the vehicles used are, what they do, have as amenities, etc. There is little context for the +/- with the Comet cars discussion that mostly complains about them. Again - per the scope of the BP, what role will these cars have - is there an action plan to stop their use - it doesn't say but it leaves it too open a question for the BP. The fleet management for all overall cars is not mentioned either and that has context and implications that should be disclosed.

Page 41 of 156 Page 38 (New Equipment): Like with the above, very little context to the existing equipment being used and how...this is too out of the blue without that!

Page 39 (Chapter 6): work with but on what objectives? To what service levels? Are there service plan actions anticipated or will things stay pretty much the same?

(Operating Strategies) What does this? There is PIDS already, and we are working on OBIS with Amtrak...where will these be?

This is an over commit IMHO - target the delays and fix those and don't meet unless you need to - too staff resource intensive and costly in the scheme of other things that will take your time.

Page 40 (Chapter 6): How would this jive with the bigger capital program? I would suggest wrapping this an a planning objective to building the capital program.

This is a great objective - look as costs and service levels to optimize cost/revenue balance.

This is an over commit IMHO - target the delays and fix those and don't meet unless you need to - too staff resource intensive and costly in the scheme of other things that will take your time.

Are these planning studies for the scope of the BP or things SJJPA commits to conceptually test?

Page 44 (Chapter 7 – Long-Term Improvements): Could use a table to show cost, funded status, partial or full...

What about frequency in the long term?

(2nd bullet) Where? How does that impact overall maintenance with the shared equipment (little mention of that concept and responsibility)

Page 48 (Chapter 9): This is very difficult to do and even conceptualize once you talk with Amtrak and know their ticketing and the smart card - best to dismiss and feature eticketing that Amtrak is making good strides with.

There are specific programs that CCJPA is working on in this area which could provide real detail here if you can coordinate the understanding of the program with us and Amtrak prior to the draft. We are already working on these very approaches.

Page 49 (Chapter 10 – Bicycle Access) This work is all done

Page 50 (Chapter 10): Shared fleet!!! coordinate!!

Good - IMHO this whole section needs to be up front so you define what equipment you use and under what conditions. Lead story here...but on page 50!!

This is done as of now, but these are about to go through a retrofit HVAC and floor program...

Page 51 (Chapter 11): This approach to marketing appears very labor intensive, too dependent upon other agencies for the bulk of the work, and lacks a social media approach. This is PR and advocacy effort based and not really a marketing approach. Marketing would involve promotions, new ticket instruments, amenities, branding, look and feel, brand identity (making it the SJJPA's and not just part of the state). Community advocates are usually supportive but they are not marketing folks.

Page 42 of 156

Page 52 (Chapter 11): Is there another word or phrase to use?

Title VI and LEP programs are part of the FRA responsibility and that really needs to come through Amtrak as a customer touch point. We are working loosely with them as they struggle to build those capabilities but there are already opportunities to sell via the website in Spanish and other languages. Might be good to mention LEP and Title VI and working with Amtrak on these for basic information; not really marketing but just the basics like schedules, ticket sales, etc.

What Plan??

Page 53 (Chapter 11): What about social media - print may be traditional advertising, but how about the social media side??

Makes sense to work with communities better than Caltrans ever could...

Existing passengers are not the best marketing area - research on non-riders is more key.

Page 53 (Chapter 11): Why would transit providers market your stuff again - sounds too dependent upon others

Here it is!!! Do you want to build a brand of your own SJJPA??

Page 55 (Chapter 12): Per exec sum comments - doubtful Advocacy belongs in the BP.

Page 59 (Chapter 13): Have you gotten costs and revenue yet such that the table that should go here is here? Ask Caltrans - you need this!

The labor intensive marketing program as written will eat a significant portion of the budget if it is to be really pulled off... Page 64 (Chapter 15): So - interesting - commit to evaluate is pretty good for the FY of the BP. I think you may have some really good markets to develop meeting the proper times for folks!

(Additional Service) Is this to work on in the FY of the BP? Want to be more clear here about what is done in the BP vs longer term... suggest more document organization to paint those distinctions.

(Potential Additional Stations) Can also slow down the service and not a BP in the FY thing - again - suggest putting in the right context.

Page 65 (Chapter 15 – Extension of Service): More BP and FY agreement with work focus...dial in!

Page 71 (Chapter 18): Too much IMHO here about this - this is not a BP thing but more of a policy document thing. Really be careful about this stuff - support the local station owner but be mindful of dictating a common approach or solution

Page 43 of 156 E-Mailed Comments on SJJPA Draft Business Plan:

2/12/2014 e-mail from Carol Bender:

Mr. Leavitt,

Can you tell me why there will be no public review sessions for the SJJPA Draft Business Plan in the southern San Joaquin Valley? It appears that the southern-most session is in Modesto, yet the "temporary service" contracts/plans for 90 mph Amtrak service from Madera to Bakersfield is certainly significant and relative to those residing in the southern-most tip of the valley.

I look forward to hearing from you.

Sincerely, Carol Bender 13340 Smoke Creek Ave Bakersfield, CA 93314

Reference: http://www.acerail.com/About/Regional-Governance-for-San-Joaquin-Rail-Service/Draft- Business-Plan

2/14/14 e-mail from Carol Bender:

Good morning, Mr. Leavitt,

Thank you for getting back to me. I think it is a very good idea to include Bakersfield as a public meeting site during the review process of the Draft Business Plan. The general public knows very little about the SJJPA and the potential plans for use of Amtrak trains on tracks built with dedicated funds for the High Speed Rail Project. It is always better to have that material presented by those most directly involved in the process.

Please let me know if the SJJPA will add Bakersfield as a meeting site once you have discussed it with your group.

Best regards, Carol Bender

3/19/2014 E-mail from Hank Fung:

On the fares chapter, some suggestions:

SJJPA will continue to maintain through ticketing arrangement with Amtrak Thruway service and integrate other transit providers into the Amtrak Thruway system.

 Ten trip ticket, per the new Amtrak e-ticketing policy, is now limited to the named rider only.  Indicate fare setting authority. As an intercity rail service SJJPA does not need to hold public hearings to modify fares. However, there should be clarity as to who in SJJPA is responsible for

Page 44 of 156 establishing fares and who ultimately makes the call (SJJPA, Caltrans, or Amtrak). My understanding is that there is a division of authority - SJJPA is responsible for coming up with an average revenue estimate while Amtrak is responsible for the actual mechanics of setting the buckets.  Will fares rise by CPI (similar to ACE), Amtrak expenses, or on a market basis?

Thanks, Hank Fung

4/28/2014 e-mail from Jim Hutson:

Hi I got your email address from this article in the Modesto Bee: http://www.modbee.com/2014/04/28/3314403/rail-agency-wants-to-make- amtrak.html?sp=/99/1623/1618/

I've been commuting from Modesto to San Francisco two or more times a week for almost 15 years and would love to have this commuter rail service. I'm curious if there's a certain commitment level or certain number of signatures you're looking to get in order to move forward with this project? I would love to help in any way that I can because I think it would really open up some job opportunities for professionals in the Valley.

thanks, Jim Hutson

5/1/14 e-mail from Teri Nicoll-Johnson:

I strongly support increased rail service for the central valley, especially:

Increase direct trains from Modesto to Sacramento, WITHOUT bus connections in Stockton. Increase trains from Modesto to Merced to connect with YARTS to Yosemite. Create trains from Modesto to BART stations for commuting to bay area.

Thank you for your consideration,

Teri Nicoll-Johnson

4/30/14 Merced Sun Star article::

http://www.mercedsunstar.com/2014/04/30/3623120/rail-agency-wants-to-make-amtrak.html

5/28 e-mailed comments from R. Bethel:

Dear Mr. Leavitt, I would first like to say how much I enjoyed the presentation and appreciate the opportunity for you to review my comments.

I would briefly like to give you my own personal background as it relates to the transportation industry. I am a current resident of Contra Costa County, have previously resided in San Jose, 2

Page 45 of 156 Sacramento Belmont, Modesto and Hughson CA, so you can see I have had various exposures to much of the territory in which the various transit agencies reside and still have many family and friends in those regions. Although I am currently employed by Amtrak on the Capital & San Joaquin lines, let me be clear, I am not writing to you as a representative of Amtrak. I have worked at Muni, VTA and Caltrain as well. I have used both BART & ACE trains in my daily commutes and for special outings for several years now and have traveled extensively on the long distance trains. I suppose it is safe to say that I have spent my fair share of time at major derails and accidents afar and in the valley along the SJ line and spent time in many of the small towns located in and around the rail routes.

It is well received that this new oversight by the SJJCPA has some particularly interesting, if not lofty goals. The Central valley’s demographics are very diverse and may have untapped potential for growth. After having lived in both the Bay area and Central valley, there are certainly some differences in the cultures & society between them (sometimes I believe they are different countries altogether). It was nice to hear that the Hispanic community is being sought out as they have an ever increasing presence throughout the valley. What I didn’t hear was how the agency intends to woo them into train ridership? As an example, Caltrain has an annual Martin Luther King train, which is popular and is a great way to connect with the community. Have you considered running a Cesar Chavez train or even a Cinco de Mayo train? Maybe even spice the menu up a bit for just such occasions or maybe keep it that way year round (Mexican food is certainly my favorite). I would have liked to have heard that the Portuguese communities are being addressed as well, they have a large presence in the valley also and were an integral part of the farming communities in which I lived. Many of these communities are more comfortable when they are able to read things in their native language even if they are fluent in English. Things like familiar food choices can help people be more comfortable and eating while enjoying the view can be very relaxing knowing someone else is doing the driving.

One notable difference is the way people appear to utilize public transportation in the valley vs. the bay. Subtle differences such as the tasks they are trying to achieve by using it in the first place. In the bay most are working commuters usually bolstered by student travelers except in summer. In the valley it seems most are trying to reach particular destinations, maybe a medical facility in a neighboring town or just to take advantage of better shopping choices in the other cities or simply visit relatives.

Of course this can be changed with a bit of focused attention. Letting people in the bay area know about special events, activities and sights in the valley is something often overlooked. As an example, how about the Clark Japanese Art museum in Hanford(and of course the ice cream @ the dairy is awesome!)? If shuttles were available on select days or weekends it may create a draw. How about Fresno’s underground gardens? Rafting the Stanislaus? Even the Oakdale rodeo. Use the camaraderie of regular train riders and schedule trips tailored exclusively for

Page 46 of 156 them. In all there are many hidden little treasures most unknown to the people who reside here in the bay that could lure them out to travel the SJ. Working commuters from the valley tend to have a max commute distance from Modesto to the bay area. I can’t see that changing much until the advent of high speed rail, which may make future sense in Merced for the train turns and if a ‘rail leg’ emanates east from Merced. If the train turns happened in Modesto, it could be assumed that the average commuter to that station would travel no more than 5-20 miles to gain access to it for commuter type needs. I notice the majority of people living in the valley compared to bay area travelers as seeing driving 20 miles as quite a distance to travel but more studies may be needed to verify the actual relative #.

Equipment type and availability is certainly one of the biggest obstacles in a multi corridor environment but I believe that most commuters, like myself have their own priorities;

1. Get to work on time (getting home is less of a stress, just get me there!) 2. Have a comfortable place to sit (relax) 3. Restroom availability (BARTs pitfall?) 4. Ease of ticket purchases (your usually rushing to get on the train) 5. End point transportation options can be important depending on ultimate destination. 6. Food is something of a luxury but is nice to have available and is choices driven by most accounts 7. Entertainment availability, WiFi, magazines, newspapers available? (I do almost all my book reading on the train) *there is certainly more but these are my top choices

Recreational or occasional type riders have similar needs but perhaps in a slightly different order. My mother would probably add a safe and germ free environment too?

I did want to remark on one comment made. It was said that when the SJ reports a broken toilet, a memo gets sent to Sacramento and someday it gets fixed. Well, that’s not exactly right and I am not faulting the interpretation. An electronic document is created immediately, which could be viewed by individuals within the company and agencies involved. Obviously the trains make their set turns and if it is a large repair may or may not be able to be addressed at depots and may have to wait until redirected to a major repair facility and the possible disturbance to the operation has to be considered as not to inconvenience the customers any more than necessary, if at all (see priorities above).

The valley is also known for its unique climate. Anyone who has spent any amount of time there understands the tule fog and the hot & dusty summers, which causes its own unique set of maintenance challenges.(I had to wash my house and car more often than while living in the bay and always had the best headlights known to man)

From a mechanical standpoint, certain (required) maintenance and repairs, safety and regulatory concerns can sometimes dictate the above.

Page 47 of 156 I did have some follow up questions myself;

1. I was curious if a possible name change was being considered for the SJ?

2. If train turns were made at Merced, would you expect customers to get off one train and board another to continue on?

3. It was mentioned the food runs out from Bakersfield sometimes but what is your solution?

4. It has been my experience that by simply adding more trains does not necessarily translate into higher ridership. What research has been done to verify the current potential needs ? Stacie was correct in mentioning $ to move cars around.

*I remember Ace adding a midday train at one time but it did not seem to increase ridership

5. There was some apprehension about the reserve seating but no real details were given?

I also wanted to thank Stacie for her courtesy and professionalism she gave me, I could have talked to her for hours but duty called and cut us short, my apologies.

In closing, I look forward to seeing the new agency and the fresh oversight it may bring to my community(s) and thank you for taking this time.

Sincerely, R.L. Bethel

6/9/2014 e-mailed From Merced CAG:

Dan,

We have reviewed the Draft Business Plan and find it to be a bold and comprehensive plan for the near-term future of the San Joaquin service. This was exactly what we needed. We support the proposed service expansions and schedule adjustments – especially additional round trips and mid-corridor starts. We look forward to the Plan being adopted and implemented. Thank you,

Matt Fell Transportation Planning Manager Merced County Association of Governments (MCAG) 369 West 18th Street, Merced CA 95340 209-723-3153 ext. 320 http://mcagov.org

Page 48 of 156 6/9/2014 from Fresno COG:

Dan – Following on the discussion at the SJJPA workshop in Fresno on May 27 on the draft Business Plan, please consider this a formal comment on the draft Business Plan. Chapter 15 Consideration of Other Service Expansions and Enhancements, includes a discussion of Mid- Corridor Starts/Ends, including that SJJPA will evaluate the estimated costs of mid-corridor train starts. The Fresno COG supports this proposal but is concerned with the statement that Merced appears to be a logical location to initiate mid-corridor service. It may be, but identifying Merced in this context appears premature. We would like to have Fresno considered as well, particularly considering the size of our metropolitan area and the very substantial ridership originating here. This is particularly the case when evaluating additional trains to Sacramento. We believe that ridership from Fresno to Sacramento would increase substantially if trains arrived in Sacramento by 9:00 a.m. rather than the current 10:00 a.m. or so, thereby aligning arrival times more closely with business and governmental schedules. It would seem that a Fresno location would have a more beneficial impact on SR99 congestion, air quality, and fare box revenues.

Thank you Dan for your consideration of this comment. Please contact Tony or myself if you have any questions.

Clark Thompson Fresno Council of Governments 2035 Tulare St., Ste. 201 Fresno, CA 93721 (559) 233-4148 x 203 [email protected] www.fresnocog.org

June 18, 2014 e-mail from Madera CTC:

Hi Dan,

We have reviewed the proposed revisions to the SJJPA Draft Business Plan. We have no additional comments, everything looks good to us. Do you need an official letter or anything from us for this?

Dylan Stone, Regional Planning Supervisor Madera County Transportation Commission

June 18, 2014 e-mail from Alameda County:

Hi Dan,

Thank you for the opportunity to review the SJJPA Business Plan. The County of Alameda is looking forward to the proposed service improvements that will benefit Alameda County

Page 49 of 156 residents. These proposed changes will provide more service and increase ridership in Alameda County. The plan also proposes better connections with local transportation network, including improved access for pedestrian and bicyclists.

We look forward to the implementation of the SJJPA Business Plan.

Sincerely,

Paul J. Keener Senior Transportation Planner Alameda County Public Works Agency

June 18, 2014 e-mail from Contra Costa TA:

Hi Dan,

The Contra Costa Transportation Authority commends the SJJPA on the development of your first Business Plan for the San Joaquin service. Our staff has reviewed the document and have provided comments on the Draft Plan in an attachment to this email and we look forward to working with your team on enhancing the San Joaquin intercity passenger rail service for Contra Costa residents. If you have any questions, please don’t hesitate to reach out to our team.

Sincerely,

Linsey Willis

Key comments: The Executive Summary should be much shorter (1-2 pages) it repeats much of the text in the document; there should be a new picture for the Cover which shows the front of the San Joaquin train; and throughout the document the service should be referenced as the “San Joaquin” rather than the “San Joaquins”.

June 18, 2014 e-mail from StanCOG:

Dear Ms. Mortensen,

The Stanislaus Council of Governments (StanCOG) is in support of the San Joaquin Joint Powers Authority (SJJPA) Draft Business Plan as presented, and would encourage the approval by the SJJPA Board at their June 27th meeting.

Sincerely,

- Carlos ______CARLOS P. YAMZON Executive Director Stanislaus Council of Governments

Page 50 of 156 6/15/2014 Dan Last weekend of May, we had occasion to ride Amtrak – 1st trip Hanford to Sacramento from Hfd (RT) Memorial Day weekend. 2nd trip will be Hanford to San Diego (RT) on June 27th return on June 30th. Over the last 25+ years, we have use the San Joaquin services to get to San Francisco, Los Angeles & San Diego principally. There have been many shorter trips as well. In fact, my wife plus six work associates are taking the train from Hanford to Fresno this coming Friday for a dinner and retuning on the last train back to Hanford. We have a very strong option and solid experiences regarding Amtrak services as exemplary. Clearly, any issues have been nothing to fret about until the introduction of the Comet Cars. On the Sacramento return bus trip to Stockton, we noticed a very large crowd waiting to board southbound to Bakersfield. Told my wife, I hope it is not the Comet Cars and it was. This train was nearly full upon arrival in Stockton. My wife and I camped out in the café car all the way to Hanford. We endured. However, there were shortages of seats and many people were continuous moving around looking for seats. Knowing this was a holiday weekend a couple of solutions came to mind. The reservation system would have indicated the addition of another car or two would have made the trip more pleasant. This is where others and I have concerns as the Comet Cars lack seating like the existing passenger cars but it does not seem accommodations are a considered when scheduling during periods of increased passenger loads. The existing double decker cars, as you well know, do accommodate more passengers. On our arrival in Hanford, we were delayed crossing the tracks into the station as both the north and south bounds were in the station at the same time and the gate was down. In addition, the engineer from our train had to exit the engine and perform some adjustment allowing me more time to view station staff operations. First issue is the loading and unloading of baggage (including ours). With over 30 years of Human Resource Management that required me to wear multiple hats and a key one was the safety manager. So being retired does not stop my curiosity and I observed some potential conditions that could lead to a serious industrial accident. However, at this point, I must make a qualifying statement. I observed nothing improper by the Professional Amtrak staff during this loading and unloading process. My concerns are during periods of abnormal weather conditions where the bottom of the baggage car is at least 4 feet from the platform and without question, this is a disaster in the making. Overall, regardless of the weather conditions, I believe, just the general working environment for these cars is most difficult and could lead to a workplace situation; hopefully, not serious. I could not believe the height to the floor of the baggage area from the platform, not good. I know this was discussed in the beginning; however, after viewing up close these operations for the first time, the mind seemed to go into overtime analysis.

Page 51 of 156 On a trip to Martinez last year for the SJJPA Board Meeting in Martinez a number of San Joaquin Valley interested individuals availed of the Amtrak services; however, we finally experience the Comet Car environment. My first reaction was the handrail; it did not have enough girth for one to obtain a good grip, especially for senior citizens. Moreover, as noted, the stairs / steps are significantly more difficult both entering and exiting these cars. Again, I have to say the Amtrak staff is extremely diligent and I know nothing has happened, but??? I also became aware of a situation where staff had almost 15 handicap passengers, at one station, to load and this took at least 15 minutes. I understand the delay was for safety but still, not acceptable to the handicap passengers and the other passengers. The other factor is delays upset the entire movement of trains from that point on thus creating a potential for error. More important, again, my analysis mind started up again. I never observed this actual function being performed. However, in going through a mental analysis, I have a good idea it involves back breaking lifting and balancing especially on these most difficult ingress / egress locations. Once again, another opening for the potential where two or more people who could be injured. I do not see these concerns on the standard San Joaquin cars. I know there is awareness but I believe effective due diligence by staff has been solid; I just have serious concerns because of my 30 years in the safety business that I think a more comprehensive review is required. As we all know, this temporary (let us hope so) and more cost effective method, while waiting for the new regular trainsets to arrive in 2016. On another note, I did read the business plan and nothing sticks out – well done. However, not to beat a dead horse, my gut feeling there is the potential that the Comet cars could become a permanent fixture even though new train sets are on the order for the San Joaquin line (just that lingering thought process temporary seems to become permanent more often and that is not good for this line). I think it would be a serious injustice if that were to happen. All of the solid work the JPA team has put in to improve and modernize without questions this would be a major setback if this were to come to fruition. I am hopeful that these constructive comments will help if it appears permanency might become a fact. I fully appreciate all the efforts Stacy and you along with a solid staff have put forth only to be hamstrung by the thought of a discouraging headline that could impede all the progress to date. Furthermore, your complex and detailed business plan is solid and easy to digest. Thank you for that, as I am sick of reading 10 of thousand of pages of..... Regards to you and Stacy - hope to see you at the next meeting after our return from Ireland and the son’s wedding. Alan

Page 52 of 156 Published in the Modesto Bee on April 30, 2014 Rail agency wants to make Amtrak an option for commuters in Modesto, Turlock, Merced

By Garth Stapley [email protected] 30, 2014

 To comment

To see the San Joaquin Joint Powers Authority’s draft business plan, visit www.acerail.com/sjjpa. Public feedback will be sought at 6 p.m. May 28 at the Stanislaus Council of Governments’ third-floor chamber, 1111 I St., Modesto. Send comments by June 9 to [email protected] or 949 E. Channel St., Stockton 95202.

A new rail agency hopes to make Amtrak trains a realistic option for Modesto and Turlock commuters heading to jobs near Oakland, Sacramento and the Southern San Joaquin Valley.

Rigid current schedules have trains arriving in Sacramento and Bakersfield after noon, and in Oakland at 11 a.m., too late for most jobs. Commuters could reach those stations by 8 a.m. with seemingly simple changes, suggests a draft business plan being circulated by the recently created San Joaquin Joint Powers Authority.

The agency wants to hear what people think at a May 28 meeting in Modesto, and will take written comments through June 9.

The business plan also envisions an Amtrak extension serving the coliseum, airport and BART station in Oakland.

When they created the authority last year, local leaders hoped to boost Amtrak’s San Joaquin Corridor, the fifth-busiest line in the United States, by paying more attention to local needs than slow-moving state administration does. The new agency is composed of leaders in areas served by the San Joaquins, including Stanislaus, Merced and San Joaquin counties.

The new agency will continue to receive $109 million from the state and to contract with the operator, Amtrak. New leadership also sees ways to dramatically increase the San Joaquins’ popularity by reaching out to commuters, particularly those around Modesto, Turlock, Stockton and Merced.

Currently, the first northbound train leaves Bakersfield at 4:55 a.m., picks up Modesto passengers at 8:28 a.m. and doesn’t reach Oakland or Sacramento until 11 a.m. and 12:30 p.m.,

Page 53 of 156 respectively. A 6:40 a.m. Sacramento train heading south hits Modesto at 8:09 a.m. and pulls into Bakersfield at 12:02 p.m.

Starting at Merced at 5:38 a.m. would have a northbound train pulling into Modesto about 6:18, for 8 a.m. arrivals in Oakland and not long after in Sacramento. People willing to catch a 5:38 a.m. train in Merced heading south could reach Fresno an hour later, and Bakersfield by 8 a.m.

The San Joaquins also stop in Denair, Stockton and other depots, with two round trips linking Sacramento and Bakersfield and four between Oakland and Bakersfield, for six round trips total each day. The California Department of Transportation’s rail administration, which technically still oversees the San Joaquins, expects to bump that to seven round trips next year. That will be the line’s first addition since 2002.

The San Joaquin Joint Powers Authority should assume control in about a year, and its draft business plan sees no reason the San Joaquins could not swell to 11 daily round trips, partly by capturing commuters in Valley counties.

“Providing increased frequency of service is essential to the continued growth of ridership and revenue for the San Joaquins,” the draft business plan says. The agency envisions that the next two round trips to be added, the line’s seventh and eighth, would cater to Valley commuters.

The authority wants to begin negotiating a new contract with Amtrak as soon as October. Other goals include:

• Market research and a new advertising approach

• Ticket sales on board rather than requiring advance purchases

• A smart-card fare collection option

• Group and family discounts

• New stations in Hercules, Berkeley, Elk Grove, north Fresno, northwest Bakersfield and at Sacramento’s 65th Street

• A new line to Redding

• “Computer displays with real-time viewing of all train movement,” including freight cars known to delay passenger trains

The business plan is careful to mention eventual integration with high-speed rail, the initial line of which will link San Francisco to Southern California via Merced in about 2022. Its bullet trains could exceed 200 mph; Amtrak trains top out at 79 mph.

A current rail alternative for commuters is the Altamont Corridor Express, which heads to East Bay jobs in Alameda and Santa Clara counties. Stations are in Stockton and Lathrop. ACE trains

Page 54 of 156 are run by the San Joaquin Regional Rail Commission, which wants to extend a line from Lathrop to Modesto by 2018 and to Turlock and Merced a few years later.

The San Joaquin Regional Rail Commission also manages the new agency overseeing Amtrak’s San Joaquins. The 364-mile line carried 1.2 million passengers last year, a record high, and receives 55 percent of its income from ticket sales, up from 40 percent in 2003. By comparison, bus systems in Stanislaus County are struggling to meet a new mandate of 20 percent farebox recovery.

If the San Joaquins did not exist, people would drive cars an extra 100 million miles a year, the authority says.

Bee staff writer Garth Stapley can be reached at [email protected] or (209) 578-2390.

Note: the same article ran in the Merced Sun Star on April 30, 2014

Page 55 of 156 Page 56 of 156 Page 57 of 156 SAN JOAQUIN JOINT POWERS AUTHORITY June 27, 2014 STAFF REPORT Item 7 ACTION Approval of SJJPA Business Plan

Background In order to take over the administrative responsibilities of the San Joaquin rail service, the SJJPA must develop and approve a Business Plan to be included and referenced as part of the Interagency Transfer Agreement (ITA).

As specified in AB 1779, the SJJPA Business Plan includes a report on the recent as well as historical performance of the corridor service, an overall operating plan including proposed service enhancements to increase ridership and provide for increased traveler demands in the corridor for the upcoming year, short-term and long-term capital improvement programs, funding requirements for the upcoming fiscal year, and an action plan with specific performance goals and objections. The SJJPA Business Plan documents service improvements (rail and thruway/connecting bus) to provide the planned level of service, inclusion of operating plans to serve peak period work trips, and consideration of other service expansions and enhancements. This initial business plan is consistent with the 2013 State Rail Plan developed by Caltrans Division of Rail (DOR) pursuant to Section 14036 and the 2014 Business Plan to be developed by the California High-Speed Rail Authority pursuant to Section 185033 of the Public Utilities Code. In addition, the SJJPA Business Plan provides detailed staffing analysis which identifies the administrative cost savings from the transfer of the San Joaquin rail service to the SJJPA.

The SJJPA Business Plan has the following chapters: Executive Summary 1. Introduction 2. Public Outreach 3. Historical Performance of the Service 4. Integration of San Joaquin Rail Service with High-Speed Rail 5. Comet Car Trainsets 6. Overall Operating Plan and Operating Strategies 7. Short-Term and Long-Term Capital Improvement Programs 8. Action Plan and Performance Standards 9. Establishment of Fares 10. Service Amenities, Food Services, and Equipment 11. Marketing and Outreach 12. Advocacy 13. Annual Funding Requirement 14. Separation of Funding 15. Consideration of Other Service Expansions and Enhancements 16. Roles and Responsibilities: Caltrans DOR and SJJPA

Page 58 of 156 17. Safety and Security 18. Station Area Development

Based on the input received, a number of edits have been made to the SJJPA Business Plan. Please see the “Track-Change” version of the SJJPA Business Plan attached which shows each of the suggested edits made to the SJJPA Business Plan. These changes have been reviewed by the SJJPA Ad Hoc Staff Working Group.

Once approved a clean version of the SJJPA Business Plan will be produced and uploaded to the SJJPA webpage. Please see the attached Resolution to approve the SJJPA Business Plan for your consideration.

Recommendation: Approve Resolution Adopting SJJPA Business Plan

Page 59 of 156

RESOLUTION SJJPA __/__ - __

RESOLUTION OF THE BOARD OF DIRECTORS OF THE SAN JOAQUIN JOINT POWERS AUTHORITY ADOPTING THE BUSINESS PLAN FOR THE SAN JOAQUIN JOINT POWERS AUTHORITY

WHEREAS, the Intercity Passenger Rail Act of 2012 provides for the creation of a San Joaquin Joint Powers Authority (SJJPA) which, if certain requirements are met, will manage the San Joaquin Intercity Rail Service; and

WHEREAS, ten (10) Member Agencies have approved a Joint Exercise of Powers Agreement to form the SJJPA and have appointed Board Members and Alternates; and

WHEREAS, the Draft SJJPA Business Plan was released on March 28, 2014; and

WHEREAS, in order to take over the administrative responsibilities of the San Joaquin rail service, the SJJPA must develop and approve a Business Plan to be included and referenced as part of the Interagency Transfer Agreement (ITA) with the State of California.

NOW THEREFOR BE IT RESOLVED, that the Board of Directors of the SJJPA hereby adopts the SJJPA Business Plan for the SJJPA.

PASSED AND ADOPTED, by the Board of Directors this 27th day of June, 2014, by the following vote:

AYES: NOES: ABSENT: ABSTAIN:

ATTEST: SAN JOAQUIN JOINT POWERS AUTHORITY

______Stacey Mortensen, Secretary John Pedrozo, Chair

Page 60 of 156

SJJPA Draft Business Plan, JuneMarch 2014 1

Page 61 of 156 Table of Contents Executive Summary ...... 1 1. Introduction ...... 109 2. Public Outreach and Approval Process ...... 1513 3. Historical Performance of the Service ...... 2219 4. Integration of San Joaquin Rail Service with High-Speed Rail ...... 3633 5. Comet Car Trainsets ...... 4139 6. Operating Plan and Strategies ...... 4341 7. Short-Term and Longer-Term Capital Improvement Programs ...... 4643 8. Action Plan and Performance Standards ...... 5047 9. Establishment of Fares ...... 5349 10. Service Amenities, Food Services, and Equipment ...... 5550 11. Marketing and Outreach ...... 5752 12. Advocacy ...... 6156 13. Annual Funding Agreement ...... 6559 14. Separation of Funding ...... 6963 15. Consideration of Other Service Expansions and Enhancements ...... 7064 16. Roles and Responsibilities ...... 7568 17. Safety and Security ...... 7669 18. Station Area Development ...... 7871

SJJPA Draft Business Plan, JuneMarch 2014 2

Page 62 of 156

EXECUTIVE SUMMARY

The Intercity Passenger Rail Act of 2012 (Assembly Bill 1779) signed by Governor Brown on September 29, 2012, permitted the establishment of the San Joaquin Joint Powers Authority (SJJPA), and enables SJJPA to enter into an Interagency Transfer Agreement (ITA) with the State to transfer the administrative responsibilities of the San Joaquin Intercity Passenger Rail Service (“San Joaquin service” or “San Joaquins”) from the State to SJJPA. The earliest date the ITA is expected to be can be signed by the end of is June 30, 2014. SJJPA is governed by a Board of Directors comprised of a Board Member and an Alternate representing each of the 10 Member Agencies along the 365-mile San Joaquin route. The Member Agencies are:  Alameda County  Contra Costa Transportation Authority  Sacramento Regional Transit District  San Joaquin Regional Rail Commission  Stanislaus Council of Governments  Merced County Association of Governments  Madera County Transportation Commission  Fresno Council of Governments  Kings County Association of Governments  Tulare County Association of Governments

The primary purpose of this Business Plan is to identify SJJPA’s intentions for State Fiscal Year (FY) 14/15 in its proposed management of the San Joaquin Rail sService (Bakersfield-Fresno-Stockton-Sacramento-Oakland). This Draft Business Plan summarizes the service and capital improvements that have contributed to the success of the San Joaquin service and identifies improvements to sustain its growth. The Final SJJPA Business Plan will be submitted to the Secretary of the California State Transportation Agency (CalSTA).

History of San Joaquin Service

The San Joaquin service began March 5, 1974 with one round-trip between Oakland and Bakersfield and a bus connection to Los Angeles. Under the management and administration of Caltrans Division of Rail, it has grown to the fifth busiest intercity passenger rail service in the nation carrying over 1.2 million passengers a year with six daily round trips (four between Oakland and Bakersfield and two between Sacramento and Bakersfield). San Joaquin revenue has been increasing since FY 1994/95 and the farebox ratio has been increasing since FY 2002/03. The farebox ratio in FY 2011/12 had risen to 55%, whereas it was only 40% in FY 2002/03. While San Joaquin ridership and revenue has been steadily increasing, there hasve been no additional frequency of service added for over a decade (since 2002), and no new service between Oakland

SJJPA Draft Business Plan, JuneMarch 2014 1

Page 63 of 156 and Bakersfield added in over 20 years. Amtrak operates all three state-supported intercity rail services under contracts with the State and the Capitol Corridor Joint Powers Authority (CCJPA).

The extensive network of dedicated Amtrak Thruway buses connecting with the San Joaquin is critical to the performance of this service. In addition to the Thruway bus service connections in Bakersfield, other Amtrak Thruway bus service connections are provided at Sacramento, Stockton, Oakland, Emeryville, Martinez, Merced, and Hanford. In 2012, nearly 45% of San Joaquin passengers used an Amtrak Thruway bus on at least one end of their trip.

Operating Plan and Service Expansion

The San Joaquin’s’ operating plan for FY 2014/2015 will maintain the same service level as FY 2013-14: 2 daily roundtrips between Sacramento and Bakersfield, and 4 daily roundtrips between Oakland and Bakersfield.

The San Joaquins have great potential for increased ridership, revenue, service coordination and performance. SJJPA will implement a number of strategies to improve the San Joaquins. Some of the strategies can be implemented with little or no additional resources, including improved train monitoring, train and connecting bus schedule adjustments, and improved service coordination.

Deployment of the 7th daily round trip is the highest priority for service expansion, and SJJPA will focus advocacy efforts on securing the required increase in state operating funds. It will also be a high priority for SJJPA to work with the State to secure the funding necessary for the capital improvements and the additional operating funds to enable the deployment of the 8th daily round trip.

Initiating early San Joaquin trains mid-corridor and having the last San Joaquin trains end mid-corridor may result in substantial increases in ridership and revenue. Merced appears to be well suited as the location to initiate mid-corridor starts. Fresno will also be evaluated as a potential location for mid-corridor starts. SJJPA will work with Caltrans, BNSF Railway Company (BNSF) and Union Pacific Railroad (UPRR) to evaluate the possibility of having the 7th and 8th daily round trips be used by San Joaquin trains which start and end mid-corridor.

There is a great potential market for the San Joaquin service to Sacramento if the frequency of service can be increased and offered at the right time of day. SJJPA will work with California High-Speed Rail Authority (CHSRA), CalSTA, Caltrans and the Central Valley Rail Working Group (CVRWG) to pursue improvements of the San Joaquin service to Sacramento.

Additional San Joaquin stations in key locations could improve access to the service and increase ridership. Working in partnership with local and regional agencies, SJJPA

SJJPA Draft Business Plan, JuneMarch 2014 2

Page 64 of 156 will assess viable new station locations, and promote the funding, design, and initiation of construction for new stations within the next three fiscal years. Additional potential stations discussed thus far include, Hercules, Berkeley, 65th Street Sacramento, Elk Grove, North Fresno, and North/Wwest Bakersfield. Contra Costa representatives have also suggested that another station in Eastern Contra Costa be evaluated in coordination with a mid-corridor start.

In addition to increasing the frequency of the San Joaquin service, SJJPA will plan for 90 mph maximum speed operations in key locations and other projects which can reduce travel times. SJJPA will also identify and work to implement at-grade crossing improvements and grade separations to improve safety and reliability and consider deployment of at-grade crossing “wayside horns” to reduce community impacts.

Integration with High-Speed Rail

Like other high-speed rail (HSR) services throughout the world, California will need to have extensive networks of conventional intercity and commuter rail networks that complement and provide “feeder” service to the proposed HSR system for it to be successful. The San Joaquin service is the conventional passenger rail service that is most critical to the phased implementation of HSR in California. A recent Joint Policy Statement adopted by CHSRA, SJJPA and Caltrans, is intended to ensure cooperation and input of local communities on all decisions related to any changes in the San Joaquin service and consistent planning between these agencies. As a result of the State’s funding agreement with the FRA, an independent utility option for some of the current or future San Joaquin trains to operate on the first HSR construction section was identified in the CHSRA’s 2012 Revised Business Plan. It is preferable the San Joaquin service never has to utilize the first construction section of the HSR system. However, should it become a necessity due to a significant delay of the HSR program, SJJPA will work through the framework of the Joint Policy Statement to develop an appropriate contingency plan for interim use of the first construction section by the San Joaquin service. SJJPA and the local communities along the corridor believe that any potential interim use of the first construction section must not be to the detriment of continuing San Joaquin service from Merced to Bakersfield along the existing BNSF alignment and continuing through service along the entire existing BNSF alignment.

Comet Car Trainsets

On October 21, 2013, Caltrans Division of Rail introduced the first trainset of refurbished Comet Cars into service on the San Joaquin route. Caltrans’ decision to purchase and use Comet Car trainsets on the San Joaquin route was intended to provide additional seating capacity and increase revenue through the running of longer train sets on the

SJJPA Draft Business Plan, JuneMarch 2014 3

Page 65 of 156 service. Caltrans has clearly stated to SJJPA that the use of the Comet Car trainsets is a short-term solution to add capacity to the San Joaquin service until the new bi-level equipment purchased by the State isare delivered., and that the deployment of the Comet Car trainsets aims to increase the ridership and revenue of the San Joaquin service. However there is an additional cost to operating and maintaining the Comet Cars, Caltrans and SJJPA will work together to evaluate the performance of the initial Comet Car trainsets, and consider whether the benefits associated with deploying the second Comet Car tTrainsets outweigh the additional costs and operational challenges.

Performance Standards

Pursuant to AB 1779, the Secretary of CalSTA is required to submit a set of uniform performance standards by June 30, 2014 for all state-supported intercity passenger rail corridors. These standards will allow the administrators and operators of these intercity services to control cost and improve efficiency. If necessary, the Secretary may modify these standards not later than July 30, 2015, or the effective date of the ITA, whichever comes first. In the past, three primary uniform performance standards have been used for the State supported intercity passenger rail services: route ridership, farebox return, and on-time performance. SJJPA already has, and will continue to develop strategies to maintain the successful performance of the San Joaquin service.

In addition to typical performance standards, SJJPA has also focused on also considering the environmental impact of the San Joaquin service and its role in helping to create a more sustainable California. Increases in San Joaquin ridership benefit the environment by reducing air pollution and greenhouse gas emissions and help to encourage sustainable, transit-oriented development. It is estimated that in FY 2012, the San Joaquin service (including Thruway buses) reduced well over 100 million miles of automobile vehicle-miles traveled and as a result had a net reduction of CO2 emissions of over 24 million pounds.1

Capital Improvement Program and Future Extensions

The State has invested almost $460 million since 1976 to increase and improve the San Joaquin service.2 There have been more than $240 million in San Joaquin Corridor improvements over the last 20 years. Caltrans is currently working to complete the improvements needed to enable the deployment of an additional daily round trip

1 California Intercity Passenger Rail (CIPR) Brochure, April 2013 2 Caltrans, 2013 State Rail Plan, May 2013 (page 225)

SJJPA Draft Business Plan, JuneMarch 2014 4

Page 66 of 156 between Oakland and Bakersfield and has initiated planning for up to 11 daily round trips.

SJJPA strongly supports the completion of those capital projects that are currently underway to enable the deployment of an additional daily round trip between Oakland and Bakersfield (7th San Joaquin daily round trip). These capital projects are expected to be completed by mid to late 2015. SJJPA will also work with the State to secure funding and expedite the implementation of the projects needed to implement an 8th daily round trip (about $112 million needed) and mid-corridor start/ends. SJJPA will develop a comprehensive program of improvements to reduce travel time, increase ridership, reduce impacts, and improve service reliability, and increase the frequency along the existing San Joaquin intercity rail corridor. Potential future extensions of San Joaquin service to be investigated include:

 Extending rail service north 160 miles along the UPRR rail line from Sacramento to Redding to directly serve Yuba/Sutter, Butte, Tehama and Shasta counties.

 Extending San Joaquin trains 5 more miles past the Oakland Station to serve the existing Oakland Coliseum/BART (Oakland Airport).

 Utilization of the Altamont Corridor to bring San Joaquin service to additional Bay Area markets.

Marketing Strategies

For FY 14/15, SJJPA assumes $1.9 million for “Marketing Expenses”. The SJJPA Marketing and Outreach Plan will retain the successful elements of the existing San Joaquin marketing effort and introduce a more grassroots approach for the San Joaquin Corridor and potential passengers. SJJPA will retain small businesses or individuals who are active in community issues to act as a direct conduit between SJJPA and the various communities within the corridor. These team members will be passionate about their communities and ensure the San Joaquin service information gets to the right stakeholders and critical feedback gets to the agency. This approach is more direct and more cost effective than traditional advertising. SJJPA will include specific strategies for reaching out to minority, non-English-speaking constituencies along the San Joaquin corridor. With Hispanics comprising well over 50% of the San Joaquin Valley population, but only 30% of the Amtrak ridership, a concerted effort will be made to tailor promotional materials in Spanish and utilize informational outlets that are more effective. The grass roots strategy will help SJJPA identify and address other markets throughout the San Joaquin Corridor that are underserved, or lacking information. SJJPA seeks to value all segments of people in

SJJPA Draft Business Plan, JuneMarch 2014 5

Page 67 of 156 the economic and social domains, and can achieve this by direct person-to-person contact through the utilization of outreach representatives – team members who live and work inbreathe the very communities through which the train travels. Visitor bureaus, business organizations, social services providers and non-profit groups involved in transportation, environmental or livability issues will be enlisted to support the distribution of information and generate support for the San Joaquin service. These local groups will help highlight the mobility options available and planning processes underway aimed at creating better connections to work, family, and attractions. SJJPA will coordinate with the State, host railroads, Amtrak, and local/regional agencies to ensure effective coverage of information through various media venues and create joint media and promotion opportunities to achieve cost-efficiencies in marketing the San Joaquin system. Communications and marketing to current and potential riders will be enhanced through bulletins, newsletters, informational brochures and timetables of connecting services, and special ridership promotions.

Advocacy

Major improvement or expansion of the San Joaquins will require additional funding. There is no ongoing, stable capital funding source for the California Intercity Passenger Rail Program (CIPRP). To increase the frequency of the San Joaquin service and improve travel times, a significant investment in the existing freight infrastructure will be required. A key to funding the future growth of the San Joaquin service is developing a much stronger political base of support. This needed advocacy was one of the key reasons for AB 17799 and for establishing SJJPA. One of the primary advantages of a regional governance, or Joint Powers Authority (JPA) model, is the ability for active advocacy at the local, regional, state and federal levels in support of the service.

While the ITA cannot be signed until after June 2014, SJJPA and affiliated agencies have been working hard to advocate for increased funding, improvements, and support for the overall state intercity rail program. SJJPA has already elevated the improvement of the San Joaquin service as an issue of importance in the San Joaquin Corridor. Through the SJJPA’s efforts, nearly 60 agencies, and organizations throughout the San Joaquin Corridor have already signed on as supporters for the San Joaquin service and the CIPRP – and this number will continue to grow.

Administrative Role and Action Plan

The primary role of the SJJPA will be the day-to-day management of the San Joaquin service. SJJPA selected the San Joaquin Regional Rail Commission (SJRRC) as their Managing Agency for an initial three-year term. SJRRC’s consolidated agency approach results in the most efficient and cost-effective management of the San

SJJPA Draft Business Plan, JuneMarch 2014 6

Page 68 of 156 Joaquin Valley’s two passenger rail services. SJJPA administrative costs for FY 14/15 are estimated at $1,304,985.

The San Joaquin service, as administered by the SJJPA, will remain a part of the State’s intercity rail system and continue to be funded by the State. SJJPA will provide the level of service consistent with funding appropriated by the State and any cost savings identified by SJJPA or revenues in excess of the Business Plan projections during the term of the ITA may be used by SJJPA for service improvements in the San Joaquin Corridor.

In addition to the day-to-day management of the service, SJJPA’s FY 2014/15 “Action Plan” will include:  Negotiating revisions to Amtrak operating agreement to improve performance reporting and decrease costs for operating agreement starting October 2014.  Developing schedules and a service plan for implementing for 7th and 8th round- trip trains in conjunction with Union Pacific Railroad (UPRR), BNSF Railway Company (BNSF), Amtrak and the State and also work toon improvements to the existing 6 round-trip schedule.  Identifying improvements and costs needed for mid-corridor starts/ends.  Assist CalSTA in the development of its “Network Integration Strategic Service Plan for the California Passenger Rail Network.”  Evaluate measures to improve train and Thruway bus performance, including modifications to the service.  Work with UPRR, BNSF, Amtrak and State to continue ridership and revenue growth by improving reliability, adjusting the service plan, and/or implementing projects that add capacity and reduce travel times.

Annual Funding Requirement

AThe primary purpose of this Business Plan is to request the annual funds required by the SJJPA to operate, administer, and market the San Joaquin rail service for agreed- upon service levels. The ITA will set forth the fund request for FY 14/15 to identify the maximum amount of funds to be transferred to the SJJPA for FY 14/15 which will be incorporated into the FY 14/15 Legislative Budget process.

Based on the current San Joaquin operations, Amtrak is negotiating the operating costs for the San Joaquin Service for FY 14/15 with the Caltrans Division of Rail. The administrative responsibility of the San Joaquin service remains with the State until there is a signed ITA. These negotiations are ongoing and the costs for the San Joaquin rail and Thruway bus services are currently not available. The San Joaquin Operating Costs for FY 14/15 will be the number that is agreed upon between Amtrak and the State – which will be reflected in the ITA.

For the first third of FY 14 actual San Joaquin ticket revenue is about 9.33% less than was forecast by Amtrak ($12.82 million actual vs. $14.14 million forecast) and about 5.35% less than the ticket revenue for FY 13 ($12.82 million actual vs. $13.54 million

SJJPA Draft Business Plan, JuneMarch 2014 7

Page 69 of 156 actual). If passenger revenues continue to be less than forecast for FY 14, the San Joaquin farebox ratio could drop significantly as a result of decreased revenue and increased operational costs. Cost increases due to the introduction of the Comet Car trainsets, and continuing PRIIA Section 209 Amtrak charges are seen as the primary reasons for the expected reduction in farebox ratio.

Safety and Security

SJJPA Safety and Security activities include working with the various stakeholders, including the State, SJJPA member agencies, Amtrak, UPRRnion Pacific, BNSFurlington Northern, Operation Lifesaver, Department of Homeland Security (DHS), Bus Operators and First Responders along the San Joaquin Corridor on assessing current Operation Lifesaver, Emergency Preparedness and Security training efforts. The safety program will be focused on areas around stations, and at railroad crossings (, with an emphasis on rural areas having private crossings in the Central Valley)., including emergency preparedness drills in coordination with Amtrak.

The FY 14/15 and 15/16 Safety and Security Program will use a network of rail safety education volunteers and free DHS security training resources along with safety and security grant programs to coordinate, develop new programs, and build upon and enhance programs currently undertaken by Amtrak.

Station Area Development

The responsibility and powers needed to focus growth and station area development guidelines in the areas around San Joaquin stations reside primarily with local government. To help ensure that the San Joaquins become an instrument for encouraging maximizing implementation of station area development principles the SJJPA will: 1. Encourage local governments to prepare/update and adopt station area plans, amend city and county general plans, and promote transit-oriented development (TOD) in the vicinity of San Joaquin stations. 2. Assist local governments in securing grants/funding for planning and implementing TOD around San Joaquin stations.

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Page 70 of 156 3. Require any new San Joaquin station location to be a multi-modal transportation hub with a preference for traditional city centers and will have TOD in the station area.

4. Work with communities and organizations to support TOD and with developers to implement TOD.

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Page 71 of 156 1. INTRODUCTION

The primary purpose of this Business Plan is to identify the San Joaquin Joint Powers Authority’s (SJJPA) intentions for State Fiscal Year (FY) 14/15 in its proposed management of the San Joaquin Intercity Passenger Rail Service (“San Joaquin service” or “San Joaquins”) which directly serves the San Joaquin Corridor (Bakersfield- Fresno-Stockton-Sacramento-Oakland). The Intercity Passenger Rail Act of 2012 (Assembly Bill 1779) signed by Governor Brown on September 29, 2012, permitted the establishment of the SJJPA, and enables the SJJPA to enter into an Interagency Transfer Agreement (ITA) with the State to transfer the administrative responsibilities of the San Joaquin Rail sService to the SJJPA and develop and implement a program of improvements.

The SJJPA Board is the governing body of the SJJPA. The Board includes elected representatives of ten Member Agencies (Alameda County, Contra Costa Transportation Authority, Fresno Council of Governments, Kings County Association of Governments, Madera County Transportation Commission, Merced County Association of Governments, Sacramento Regional Transit, San Joaquin Regional Rail Commission, Stanislaus Council of Governments, and Tulare County Association of Governments). Nine of these Member Agencies executed the SJJPA Joint Exercise of Powers Agreement (JEPA) by the end of February 2013, and the SJJPA held its first Board Meeting on March 22, 2013. Kings County Association of Governments joined the SJJPA after executing the SJJPA JEPA on April 24, 2013.

An ITA between the SJJPA and the State must be signed by both parties in order to transfer administrative responsibilities of the San Joaquin Rail sService to the SJJPA. The earliest date the ITA is expected to can be signed byis the end ofJune 30, 2014. After the signing of the ITA, the SJJPA will become responsible for duties now undertaken by the State’s Department of Transportation (Caltrans). These duties include the following:

 Oversight of the day-to-day San Joaquin Rail sService operations by entering into an operating agreement with the current contract operator, the National Railroad Passenger Corporation (Amtrak);  Negotiating changes to the current contract or select another qualified operator;  Advising the Capitol Corridor Joint Powers Authority (CCJPA) on the management and administration of the State-owned and other rolling stock (passenger cars and locomotives) assigned to the San Joaquin Rail sService,

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Page 72 of 156 maintenance of the rolling stock assigned to the Capitol Corridor and San Joaquin Corridor, and Amtrak’s fleet maintenance functions performed on this entire fleet;  Overseeing the portion of the dedicated feeder bus system for the San Joaquin Rail sService which is subcontracted to private bus operators through the Amtrak contract;  Planning for future service improvements;  Coordinating with CCJPA and Los Angeles-San Diego-San Luis Obispo (LOSSAN) JPA and the State on issues such as scheduling, connecting buses and ticketing;  Marketing for the San Joaquin Rail sService.

As required by AB 1779, during the term of the ITA, the SJJPA is to submit an annual Business Plan by April 1 of each year to the Secretary of the Business, Transportation and Housing Agency – which is now the Secretary of the California State Transportation Agency (CalSTA). The Business Plan will be reviewed and approved by the State and used to develop annual appropriation request to the State Legislature.

Regional Governance of the San Joaquin Rail Service In 1996, the Capitol Corridor Joint Powers Authority (CCJPA) was created to oversee the administration of the Capitol Corridor service under the provisions of Senate Bill 457 (SB 457). SB 457 authorized the State to enter into interagency transfer agreements with specified joint exercise of powers entities to assume responsibility for intercity passenger rail services and be allocated funds for that purpose. The local/regional agencies along the Pacific Surfliner and San Joaquin corridors chose not to take advantage of SB 457, and therefore the administrative responsibility for the San Joaquin and Pacific Surfliner services has remained with Caltrans Division of Rail. The deadline for forming a new joint powers authority (JPA) under SB 457 was the end of 1996. Over the last 15 years, without direct financial contribution by member agencies, the CCJPA has successfully managed the Capitol Corridor between Auburn and San Jose. Capital investments, cooperation with the Union Pacific freight railroad, and state support have allowed for dramatic increases in the frequency of service, and the Capitol Corridor intercity passenger rail service has the best on-time performance in the nation for intercity service. In addition to more cost effective administration and operations, the CCJPA has shown that there are several other potential benefits to local authority administration of intercity passenger service including:  The ability to have a stronger voice in advocating for service improvements and expansions;

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Page 73 of 156  Local decision-making that is more responsive and adaptive to passenger issues;  The ability to take better advantage of joint marketing and partnerships with local agencies; and  More engagement by local communities to support the service.

In 2012, transportation planning agencies throughout the San Joaquin Valley worked together in order to set up a regional Joint Powers Authority and to support legislation that would enable regional governance of the San Joaquin intercity rail service. To protect the existing San Joaquin Rail sService and to promote its improvement, local and regional agencies throughout most of the San Joaquin Corridor (Bakersfield- Fresno-Modesto-Stockton-Sacramento-Oakland) sponsored and supported Assembly Bill 1779 (AB 1779). This bill enabled regional government agencies to form the San Joaquin Joint Powers Authority (SJJPA) to take over the administration and management of the existing San Joaquin Rail sService from the Sstate. AB 1779 was passed by the Legislature on August 30, 2012 with bi-partisan support, and was signed by Governor Brown on September 29, 2012. The first SJJPA Board meeting was held on March 22, 2013 in Merced. A similar bill (SB 1225), which was sponsored and supported by local and regional agencies in the LOSSAN (Los Angeles-San Diego-San Luis Obispo) Corridor, was also passed and signed by the Governor on September 29, 2012 enabling regional governance of the Pacific Surfliner service. These two initiatives were coordinated efforts and the SJJPA and the LOSSAN JPA continue to work in coordination for regional governance of both corridors and to advocate for the California Intercity Passenger Rail Program.

AB 1779 defines the composition of the SJJPA, and extends the time for executing an interagency transfer agreement with the Department of Transportation to June 30, 2015. The earliest the governance/management of the San Joaquin Rail sService can be transferred to the SJJPA is June 30, 2014, and AB 1779 requires that the transfer must result in administrative or operating cost reductions. AB 1779 requires the SJJPA to protect the existing San Joaquin Rail sService and facilities and seek to expand service as warranted by ridership and available revenue. Increases in the San Joaquin Rail sService and ridership will result in more jobs, improved air quality, and will help promote sustainable development in the San Joaquin Corridor. Under the provisions of AB 1779, the Sstate will continue to provide the funding necessary for service operations, administration and marketing. Furthermore, Caltrans Division of Rail will remain responsible for the development of the Statewide Rail Plan and the coordination and integration between the three state-supported intercity passenger rail services. AB 1779 was sponsored by the San Joaquin Regional Rail Commission (SJRRC), Sacramento Regional Transit, the Central Valley Rail Working Group, and the San Joaquin Valley Regional Policy Council.

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Page 74 of 156 In addition to more cost effective administration and operations, there will be many benefits to regional governance of San Joaquin Rail Service. Train riders and San Joaquin Valley residents will have a stronger voice in deciding what happens with the service since local decision-making is more responsive and adaptive to passenger issues. The SJJPA, which is made up of elected officials throughout the San Joaquin Corridor, will be a strong voice in advocating for service improvements and expansions – particularly in Washington D.C. and in Sacramento. The SJJPA will take advantage of joint marketing and partnerships with local agencies throughout the San Joaquin Valley. Since the SJJPA’s board members are part of the communities in the San Joaquin Corridor, it will also be better able to engage local communities throughout the corridor to use and support the San Joaquin Rail sService.

The SJRRC was selected by the SJJPA Board to be the Managing Agency at the July 26, 2013 SJJPA Board Meeting in Fresno. As Managing Agency of the SJJPA, the SJRRC will provide all necessary administrative support for the SJJPA. The SJPPA along with its supporters and sponsors are working with other partner agencies to advocate for conventional intercity rail service improvements throughout California.

Business Plan Requirements As specified in AB 1779, the Business Plan shall include a report on the recent as well as historical performance of the corridor service, an overall operating plan including proposed service enhancements to increase ridership and provide for increased traveler demands in the corridor for the upcoming year, short-term and long-term capital improvement programs, funding requirements for the upcoming fiscal year, and an action plan with specific performance goals and objections. The Business Plan shall document service improvements (rail and thruway/connecting bus) to provide the planned level of service, inclusion of operating plans to serve peak period work trips, and consideration of other service expansions and enhancements. This initial Business Plan shall be consistent with the immediately previously2013 State Rail Plan developed by Caltrans Division of Rail (DOR) pursuant to Section 14036 and the January 2014 Business Plan to be developed by theadopted by the California High-Speed Rail Authority (CHSRA) Board in April 2014, pursuant to Section 185033 of the Public Utilities Code.

The Business Plan shall clearly delineate how proposals to expand or modify service, including funding and accounting, for state-sponsored intercity rail passenger services shall be separate from locally sponsored services in the corridor. These proposals shall be accompanied by the identification of all associated costs and ridership projections and specific performance measures. The Business Plan shall establish, among other things: fares, operating strategies, capital improvements needed, and marketing and operational strategies designed to meet performance standards established in partnership with Caltrans DOR and California State Transportation

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Page 75 of 156 Agency (CalSTA). In addition, the Business Plan shall provide detailed staffing analysis which identifies the administrative cost savings from the transfer of the San Joaquin rail service to the SJJPA.

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Page 76 of 156 2. PUBLIC OUTREACH AND APPROVAL PROCESS

This chapter summarizes public outreach for the SJJPA Business Plan. It provides an overview of the methods used to engage agencies, organizations, and interested and affected stakeholders. This chapter also describes the process for formal adoption of the SJJPA Business Plan by the SJJPA Board. Public Outreach Goals for the SJJPA Business Plan

The overall goals for the public outreach program for the SJJPA Business Plan include:

 Conducting inclusive public outreach that facilitates agency and public involvement and input towards the development of the SJJPA Business Plan;

 Providing easily understood, concise, and multilingual project information that fosters project education and garners public input;

 Ensuring historically underrepresented groups are part of the public outreach process;

 Creating opportunity for the public and agencies to provide valuable input that will assist in decision-making;

 Ensuring that the San Joaquin Corridor agencies, organizations, state and federal agencies, interest groups, and stakeholders are aware of and understand the SJJPA’s role in San Joaquin service planning and its vision for the San Joaquin service.

Public Outreach Support Activities for the SJJPA Business Plan

A number of activities are being used to support public involvement and stakeholder outreach efforts, including: Stakeholder list development:. A stakeholder contact list was created for use in outreach activities during the SJJPA Business Plan development process and for future SJJPA activities/board meetings.

Collateral materials:. The collateral materials will include SJJPA Business Plan Executive Summary brochure, electronic newsletter, frequently asked questions

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Page 77 of 156 (FAQ) document, fact sheet, meeting logistics and support materials, and display boards.

Web page development and management:. The SJJPA web page serves as an information portal for SJJPA Business Plan content and meeting information, and as a means to receive information from the public. The site (www.acerail.com/sjjpa) is also linked to social media sites for distribution and receipt of public information. Initial draft chapters of the Business Plan are uploaded to the SJJPA web page as they become available. SJJPA Board Meeting agenda information and draft Business Plan Chapters are provided in both English and Spanish.

Graphics and media:. Printed and electronic materials will be developed in English and in Spanish to explain the key SJJPA Business Plan content to the general public and stakeholders. Interaction with traditional and print media organizations and with social media platforms will further enhance outreach efforts.

Meetings and Coordination

The following briefings and meetings are taking place during development of the Draft SJJPA Business Plan:

SJJPA Board Meetings:. Publicly noticed board meetings enable the SJJPA Board, agencies, organizations, and the public to have early input on Draft SJJPA Business Plan chapters as they are being developed. Six draft chapters were presented in November, seven wereare being presented in January, and the remaining six chapters and the Executive Summary wereill be presented in March.

SJJPA Ad Hoc Staff Working Group internal coordination:. Staff representatives from each of the SJJPA Member Agencies, Kern COG, San Joaquin COG, and Sacramento Area COG meet regularly to review draft materials prior to submittal to the SJJPA Board and to participate in the development of the SJJPA Board meeting agendas. SJJPA Member Agencies wereare being asked to provide information regarding the SJJPA, the Draft SJJPA Business Plan and its availability to their constituents.

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Page 78 of 156 CalSTA/Caltrans/CHSRA briefings:. Briefings ensure that information is shared with CalSTA, Caltrans, and the California High Speed Rail Authority (CHSRA) for review and dissemination. Meetings with staff contacts occur regularly.

Federal Railroad Administration (FRA):. The FRA is briefed regarding the SJJPA and the development and review of the Draft SJJPA Business Plan. Meetings with staff contacts occur regularly.

San Joaquin Corridor Cities:. Briefings with all the cities along the San Joaquin Corridor that either have or are interested in having a potential future San Joaquin station. Cities are encouraged to pursue station area development grants and participate in the SJJPA Business Plan process.

SB 391 state and regional agencies and related organizations:. SB 391 requires Caltrans to address how the State will attain a reduction of Greenhouse Gas (GHG) emissions to 1990 levels by 2020, and 80 percent below 1990 levels by 2050. To this end, the SJJPA Business Plan includes an assessment of GHG emissions for the existing and future rail system. The following state and regional agencies and related organizations are being briefed:

o California Air Resources Board (ARB); o California Energy Commission (CEC); o California Transportation Commission (CTC); o Strategic Growth Council (SGC). o Active Transportation and Livable Communities (ATLC); o California Association of Councils of Governments (CALCOG); o Metropolitan Planning Organizations (MPO); o Native American Advisory Council (NAAC); and o Rural Counties Task Force (RCTF).San Joaquin Valley Air Pollution Control District (SJV APCD); o Bay Area Air Quality Management District (BAAQMD); and o Sacramento Area Air Quality Management District (SAAQMD).

 Rail corridor partners and passenger rail owners/operators:. The regional and local organizations/agencies responsible for advising (and in some cases, administering) intercity passenger rail operations and organizations that fund and/or operate intercity and commuter passenger rail services throughout California are participating in the SJJPA Business Plan process and are providing valuable input and feedback:

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o Capitol Corridor JPA; o Coast Rail Coordinating Council (CRCC); o LOSSAN JPA; o Peninsula Corridor Joint Powers Board (PCJPB); o San Joaquin Valley Rail Committee (SJVRC); o San Joaquin Regional Rail Commission (SJRRC); and o Amtrak.

Freight railroads:. SJJPA staff is holding individual briefings with the railroad companies whose infrastructure/track is used by the San Joaquin to obtain a more detailed review of freight-related issues in the SJJPA Business Plan: o Burlington Northern Santa Fe Railway Company (BNSF); and o Union Pacific Railr Road (UPRR).

Minority, Non-English-Speaking Constituencies:. With Hispanics comprising well over 50 percent of the San Joaquin Valley population a special effort is being made to reach out to the Hispanic community. The following minority and/or non-English-Speaking constituencies and related organizations are being briefed:

o CA Hispanic Chamber of Commerce o Hispanic Chamber of Commerce Branches: Alameda County, Contra Costa County, Sacramento, San Joaquin County, Central Valley, Central California, Fresno Area, Kern County; o Latino Coalition for a Healthy California; o Valley Latino Environmental Advancement Project (LEAP); o United Farm Workers of America; o Labor Council for Latin America Advancement; o MANA: A National Latina Organization; o Latino Issues Forum; o Latino Business Association; o Latino Water Coalition; o League of United Latin American Citizens (LULAC); o Vida en el Valle San Joaquin (bi-lingual newspaper); o Bi-Lingual Weekly; o Central Valley Asian-American Chamber of Commerce; o Central CA Asian Pacific Women; o Cal Asian Chamber of Commerce; o Sac-Asian Pacific Chamber of Commerce;

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Page 80 of 156 o Vietnamese American Chamber of Commerce; o Cambodia Chamber of Commerce’ o Asian Pacific American Labor Alliance; o Vietnamese Association of Central Valley; o National Hmong American Farmers (CA office); o CA Black Chamber of Commerce; o CA Black Chamber of Commerce Branches: Sacramento, Oakland, Contra Costa, San Joaquin, Fresno, Kern; o National Society of Black Engineers (Region VI); o CA Alliance of African American Educators; o National Urban League (Greater Sacramento); o Center for Race, Poverty, and Justice; o Fresno MetroArea Ministries; and o GI Forum.

Agricultural groups:. The San Joaquin Valley is one of the most productive agricultural areas in the world. With the San Joaquin route traversing the entire San Joaquin Valley (from north to south), a focused effort is being made to reach out to agricultural groups. The following agriculture groups and agricultural related organizations are being briefed:

o County Farm Bureaus: Alameda, Contra Costa, Sacramento, San Joaquin, Stanislaus, Merced, Madera, Fresno, Kings, Tulare, and Kern; o American Farmland Trust; o Groundswell San Joaquin Valley; o Farmland Working Group; o Valley Land Alliance; o Valley Futures Forum; o CA Farm Bureau Federation; o Ag Innovations Network; o Fresno Food System Alliance; and o CA Roundtable on Agriculture and the Environment.

Tribal consultation:. Tribal input is important in the development of the SJJPA Business Plan. Federally recognized tribes, non-recognized tribes, and tribal organizations can help determine policies and practices that will ensure that tribal transportation needs are considered and addressed.

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Page 81 of 156 San Joaquin Valley Rail Committee (SJVRC):. SJJPA staff presented to the SJVRC regarding the progress of the SJJPA at their December 5 meeting and encouraged active participation by the SJVRC in the development of the SJJPA Business Plan. SJJPA staff will be available to present to the SJVRC at their future meetings prior to the signing of the Interagency Transfer Agreement (ITA).

Other stakeholder groups:. SJJPA is seeking input from other agencies and organizations that have an interest in intercity passenger rail, such as the Central Valley Rail Working Group, the San Joaquin Valley Regional Policy Council, California Transit Association, Local Government Commission, California Partnership for the San Joaquin Valley, Transform, the Sierra Club, RailPAC, TRAC, Climateplan, NRDC, the Planning and Conservation League, CALPIRG, the California Labor Federation, Operating Engineers Local Union #3, San Joaquin Partnership, and East Bay Leadership Council. These agencies and organizations are being asked to help distribute information regarding the SJJPA, and the Draft SJJPA Business Plan and its availability to their constituents.

Public meetings:. Five public meetings will be held after the Draft SJJPA Business Plan is released at the end of March 2014. These meetings will allow review of draft findings and provide stakeholder input. The meetings will include non-English participation options. Meetings wereill be held in the following locations: o Fresno (May 27th at Fresno COG); o Bakersfield (May 22nd at Kern COG); o Sacramento (May 29th at Historic City Hall) ; o Modesto (May 28th at StanCOG); and o San Francisco Bay Area (Walnut Creek, May 14th at Contra Costa TA).

SJJPA Business Plan Approval Process

The Draft SJJPA Business Plan wasis scheduled to be completed and presented for release at the March 28, 2014 SJJPA Board Meeting. Initial draft chapters are being presented and made available for public and agency review at the November 22, 3013 and January 24, 2014 SJJPA Board Meetings. After the release of the complete Draft SJJPA Business Plan, there was aill be review period of nearly two months. Written comments submitted to the SJJPA on the Draft SJJPA Business Plan, or specific draft

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Page 82 of 156 chapters wereill be provided to the SJJPA Board in advance of the June 27, 2014 SJJPA Board Meeting.

The SJJPA Board will discuss the Draft SJJPA Business Plan at its June 27, 2014 Board Meeting and it will be an action item to enable them to formally approve the SJJPA Business Plan with associated guidance and requests for changes included in the final SJJPA Business Plan. Prior to taking action on the Business Plan there will be an opportunity for public comment on the Draft SJJPA Business Plan.

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Page 83 of 156 3. HISTORICAL PERFORMANCE OF THE SERVICE

California has three state-supported intercity passenger rail routes: the Pacific Surfliner, Capitol Corridor, and the San Joaquin (see Figure 3.1). Each of these intercity services were initiated and/or expanded largely as a result of the voter-approved bond measures passed in 1990. As a result, this financial support helped transform these services into some of the most successful intercity passenger rail services in the nation. With over 5.6 million annual passengers for fiscal year 2012/13, California has more than 20 percent of all the nation’s intercity riders. Since 1990, the Sstate has invested more than $1.3 billion in infrastructure and equipment for intercity passenger rail and about $1 billion in operating support.3 Beginning with the introduction of the Amtrak national network in the late 1970s, passenger train service has been expanding in California. The State initiated, co- funded and operated intercity rail service under the authority of Section 403(b) of the Federal Rail Passenger Services Act. Amtrak operates all three state-supported intercity rail services under contracts with the State and the Capitol Corridor Joint Powers Authority (CCJPA). The annual state budget includes a line item for the operating costs of the three state- supported intercity rail services. For each service, the state budget provides funding for intercity train operations, a marketing budget, certain capitalized maintenance projects/equipment overhauls, and the administrative staff budgets. State transportation funds have provided the full annual operating financial support for the San Joaquin and Capitoal Corridor. The 2012/13 state costs for state-supported intercity rail services was just over $90 million ($29.4 million for Pacific Surfliner, $31.8 million for San Joaquin, and $29.1 million for Capitol Corridor).4 However, it should be noted that historically (until FY 2013/14) Amtrak paid 30% of the Pacific Surfliner total service cost as part of Amtrak’s basic system.5 By comparison, in 1997/98, the total state costs for the state supported intercity rail services was $48.4 million ($20.4 million for the Pacific Surfliner, $17.2 million for the San Joaquin, and $10.8 million for the Capitol Corridor).6

3 Amtrak California (http://amtrakcalifornia.com/index.cfm/news/press-releases/record-ridership-for-californias- san-joaquinc2ae-trains/ & http://amtrakcalifornia.com/index.cfm/news/press-releases/amtrak-californias-san- joaquin-corridor-reaches-more-than-a-million-riders/)

4 Caltrans, Oct 2013; Memo from William Bronte to CTC (Financial Allocation for FY 2013-14) 5 Under Section 209 of PRIIA, state is required to pay 100 percent by 2013/14. Based upon input from Caltrans and Amtrak, the LOSSAN Agency estimated that maintaining the Pacific Surfliner service would cost the state an additional $25 million annually for 2013/14 (for operations and maintenance and leasing Amtrak rolling stock). 6 Caltrans, California State Rail Plan 2007-08 to 2017-18

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Page 84 of 156 Figure 3.1: California Intercity Passenger Rail Routes

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Page 85 of 156 Source: California Department of Transportation, 2012 Section 209 of the Passenger Rail Investment and Improvement Act (PRIIA) of 2008 requires that all Amtrak service on routes of 750 miles or less in length become the funding responsibility of the Sstate by FY 2013/14. As shown on Table 3.1, the 2013/14 state subsidy for state-supported intercity rail services is estimated at $108.95 million ($36.8 million for Pacific Surfliner, $42.4 million for San Joaquin, and $29.7 million for Capitol Corridor). This represents an $18.6 million increase (20%) over 2012/13 for the same amount of service. The San Joaquin service is shown as having a $10.633 million cost increase which represents a 33.4% increase in state subsidy for the San Joaquin service from FY 2012/13. In its October 8, 2013 memo to the California Transportation Commission, the California Department of Transportation explains the increase in cost as follows: “For previous years the Pacific Surfliner corridor had been 30 percent funded by National Railroad Passenger Corporation (Amtrak). With PRIIA Section 209 becoming law the Department is now responsible for 100 percent of the Pacific Surfliner corridor funding. Also included with this are additional expenses; Capital Equipment Costs for both the Pacific Surfliner and San Joaquin corridors.”

Table 3.1: State Costs for State Supported Intercity Rail Routes

Source: Department of California, Oct 8, 2013 Memo to CTC (Financial Allocation for FY 2013-14)

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Page 86 of 156 San Joaquin Rail Service The State and Amtrak share operating responsibility for the San Joaquin service. The State funds the route’s operation, Amtrak operates the trains, and Caltrans has been responsible for the oversight of the San Joaquin service through its operating contract with Amtrak. Caltrans coordinates functions such as marketing, scheduling, and on board services with Amtrak. Until Caltrans began operating a Comet Car trainset on the San Joaquin route (initiated on October 21, 2013), the San Joaquin service had been operated mostlyalmost entirely with state-owned rolling stock7. Amtrak maintains the San Joaquin equipment; however the maintenance of San Joaquin equipment is overseen by the Capitol Corridor Joint Powers Authority which manages the maintenance of both the Capitol Corridor and San Joaquin services through their ITA with the Sstate, and their operating agreement with Amtrak. The San Joaquin rail service extends 364 miles and provides direct rail service to 11 counties: Sacramento, Contra Costa, Alameda, San Joaquin, Stanislaus, Merced, Madera, Fresno, Kings, Tulare, and Kern (see Figure 3.2). These counties have a current total population of more than 8 million residents. Nearly 50% of the corridor population resides in the eight San Joaquin Valley counties (just over 4 million), with little over 32% of the population in the two Bay Area counties (2.6 million), and about 18% in Sacramento County (1.44 million). For more than 283 miles, the route traverses the entire San Joaquin Valley from north to south accounting for about 78% of the total route miles. Between Oakland and Bakersfield the San Joaquin route is 315 miles long and has 13 intermediate stops. The San Joaquin route is 49 miles between Sacramento and Stockton with one additional intermediate stop. The San Joaquin has six daily round- trip trains (four between Oakland and Bakersfield and two between Sacramento and Bakersfield). The current minimum scheduled San Joaquin running time between Oakland and Bakersfield is 6 hour 5 minutes, averaging 52 mph. Between Sacramento and Bakersfield, the San Joaquin service has a minimum 5 hour 10 minute running time, and an average speed of over 55 mph. Maximum speed for the San Joaquin service is 79 mph. Amtrak operates the state-supported San Joaquin intercity service on track owned by the Union Pacific Railroad (UPRR) and the Burlington Northern Santa Fe (BNSF) through operating agreements with the UPRR and BNSF. UPRR owns the 49 miles of track used by the San Joaquin service between Stockton and Sacramento, and 39 miles between Oakland and Port Chicago, whereas the remaining 276 miles (between Port

7 While the Comet Cars are owned by the state, the single-level café car and baggage car (which are part of the Comet Car trainset) are leased from Amtrak.

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Page 87 of 156

Figure 3.2: San Joaquin Route

Source: California Department of Transportation, 2012

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Page 88 of 156 Chicago and Bakersfield) are owned by BNSF (see Table 3.2). The BNSF line and the UP line between Stockton and Sacramento are primarily single track (the BNSF line has about 26 miles of double-track divided among five segments). Caltrans estimates that current freight operations average 24 to 26 daily trains on the BNSF between Stockton and Bakersfield and 10 trains on the BNSF between Port Chicago and Stockton. They estimate that the UPRR operates 24 daily trains between Oakland and Martinez; and 40 daily trains on the UPRR Fresno Subdivision between Sacramento and Stockton. Some BNSF freight traffic with trackage rights over UPRR is routed via the Sacramento Subdivision between Sacramento and Stockton along with a limited number of UPRR freights. The financial performance of the San Joaquin service is dependent on several institutional arrangements. The most important arrangement is the State’s contract with Amtrak to operate the service and maintain any assigned equipment and facilities. San Joaquin operating expenses include:  Onboard labor, equipment maintenance;  Railroad performance permits;  Train fuel and power;  Property insurance for state-owned rolling stock operated and maintained by Amtrak;  Commissary and station costs;  Support of Amtrak’s national and local operation (e.g. phone information and reservations system); and  Connecting bus service and other operating expenses.

In 1979-80 the San Joaquin service only had two daily round trips between Oakland and Bakersfield and annual ridership was a little over 123,000. Ridership has steadily increased over the years and in FY 2012/13 it reached a record 1.2 million passengers. The San Joaquin service is currently the fifth most used intercity service within the Amtrak system. Table 2.3 presents historical annual operating performance of the San Joaquin service between FY 1973/74 through FY 2011/12. This table also shows that San Joaquin revenue has been increasing since FY 1994/95 and the farebox ratio has been increasing since FY 2002/03. The farebox ratio in FY 2011/12 had risen to 55%, whereas it was only 40% in FY 2002/03.

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Page 89 of 156

Table 3.2: San Joaquin Ownership and Track Characteristics

SAN JOAQUIN ROUTE OWNERSHIP AND TRACK CHARACTERISTICS Mile Mile Route Owner of *No. of Max Between Post And Post Miles Track Tracks Speed Signal System Oakland Jack London Square 7.0 Oakland 10th Street 4.2 2.8 UP 2 50 CTC Oakland 10th Street 2.2 Martinez 31.7 29.5 UP 2 79 CTC Martinez 34.7 Port Chicago 41.3 6.6 UP 1 79 CTC Port Chicago 1163.5 Stockton 1120.7 42.8 BNSF 1-2 79 CTC Sacramento 89.0 Elvas 91.8 2.8 UP 2 35 CTC Elvas 38.8 Stockton 84.7 45.9 UP 1 60 CTC Stockton 1120.7 Bakersfield 886.9 233.8 BNSF 1 79 CTC Total 364.2 * General Number of Mainline Tracks

Owners: BNSF - BNSF Railway Company UP - Union Pacific Railroad Company

Signal Systems: CTC - Centralized Traffic Control - Wayside signals protect possession of blocks. Signals and powered switches are also remotely controlled from the dispatching center to direct the movement of trains.

Source: California Department of Transportation, 2012

As shown on Table 3.3, service on the San Joaquin has increased from the original single round trip to the current six daily round trips as follows:  Second round trip added between Oakland and Bakersfield on 2/3/80;  Third round trip added between Oakland and Bakersfield on 12/17/89;  Fourth round trip added between Oakland and Bakersfield on 10/25/92;  Fifth round trip added, first round trip between Sacramento and Bakersfield on 2/21/99; and  Sixth round trip added, second between Sacramento and Bakersfield on 3/18/02.

While San Joaquin ridership and revenue has been steadily increasing, there have been no additional frequency of service added for over a decade (since 2002), and no new service between Oakland and Bakersfield added in over 20 years.

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Page 90 of 156 SAN JOAQUIN Route Annual Operating Performance - State Fiscal Years

State Ridership Data Financial Data for Operations Fiscal State Amtrak Train Loss Farebox Year Ridership PM/TM Revenue Expense Loss Calculated Service Costs per PM Ratio Notes (F1) (F2) (F3) (F4) (F5) (F6) 1973-74 (S1) 38,770 83.6 1974-75 66,990 44.2 1975-76 66,530 43.8 1976-77 87,642 56.0 1977-78 80,611 52.7 1978-79 87,645 60.2 1979-80 (S2) 123,275 63.6$ 1,174,065 $ 3,975,185 $ 2,801,120 $ 518,206 18.4¢ 29.5% 1980-81 159,498 55.3$ 2,224,137 $ 6,940,934 $ 4,716,797 $ 1,360,391 18.4¢ 32.0% 1981-82 189,479 65.3$ 3,115,710 $ 7,774,029 $ 4,658,319 $ 2,228,585 14.0¢ 40.1% 1982-83 186,121 62.9$ 3,342,137 $ 7,991,697 $ 4,649,560 $ 2,490,275 14.6¢ 41.8% 1983-84 248,275 85.3$ 4,730,431 $ 8,094,789 $ 3,364,358 $ 2,518,066 7.3¢ 58.4% 1984-85 269,837 94.6$ 5,210,951 $ 8,641,293 $ 3,430,342 $ 2,802,955 7.7¢ 60.3% 1985-86 280,798 101.1$ 5,425,329 $ 8,610,554 $ 3,185,225 $ 2,658,895 6.8¢ 63.0% 1986-87 304,668 106.1$ 6,084,677 $ 9,179,133 $ 3,094,456 $ 2,929,148 5.1¢ 66.3% 1987-88 340,573 121.1$ 7,457,686 $ 9,633,659 $ 2,175,973 $ 2,605,572 2.2¢ 77.4% 1988-89 370,190 133.7$ 9,527,268 $ 10,968,216 $ 1,440,948 $ 1,887,450 1.3¢ 86.9% 1989-90 (S3) 418,768 116.9$ 11,845,743 $ 15,286,520 $ 3,440,777 $ 3,544,332 3.2¢ 77.5% 1990-91 463,906 104.1$ 12,691,986 $ 18,456,785 $ 5,764,799 $ 5,803,565 4.9¢ 68.8% 1991-92 483,593 104.3$ 12,369,805 $ 18,633,777 $ 6,263,972 $ 6,472,598 4.3¢ 66.4% 1992-93 (S4) 516,113 109.6$ 12,628,496 $ 22,227,149 $ 9,598,653 $ 10,789,651 6.5¢ 56.8% 1993-94 558,569 94.6$ 13,894,624 $ 26,678,861 $ 12,784,237 $ 12,335,021 $ 3,937,150 8.3¢ 52.1% 1994-95 524,680 88.8$ 12,244,668 $ 25,077,153 $ 12,832,485 $ 12,668,018 $ 3,705,069 9.7¢ 48.8% 1995-96 526,088 86.6$ 12,477,497 $ 25,386,099 $ 12,908,602 $ 14,483,048 $ 1,360,327 11.8¢ 49.2% 1996-97 652,544 106.1$ 13,817,681 $ 34,528,165 $ 20,710,484 $ 16,265,387 $ 5,672,236 18.6¢ 40.0% 1997-98 702,178 118.0$ 15,230,966 $ 36,517,290 $ 21,286,324 $ 17,190,515 $ 4,493,597 17.7¢ 41.7% 1998-99 (S5) 680,687 102.8$ 16,496,457 $ 37,269,835 $ 20,773,378 $ 19,938,254 $ 1,712,168 17.6¢ 44.3% 1999-00 671,295 92.7$ 18,061,512 $ 41,791,782 $ 23,730,270 $ 24,232,326 $ 652,236 19.0¢ 43.2% 2000-01 710,833 97.9$ 19,667,681 $ 43,404,325 $ 23,736,644 $ 24,350,127 $ 540,809 18.2¢ 45.3% 2001-02 (S6) 733,152 96.9$ 20,114,693 $ 46,503,548 $ 26,388,855 $ 26,281,035 $ 396,392 20.0¢ 43.3% 2002-03 769,708 89.9$ 20,318,564 $ 50,552,529 $ 30,233,965 $ 29,729,650 $ 504,315 21.7¢ 40.2% 2003-04 752,227 87.2$ 22,100,796 $ 50,061,460 $ 27,960,664 $ 27,960,664 $ 89,345 20.5¢ 44.1% 2004-05 743,245 85.1$ 22,590,880 $ 49,883,689 $ 27,292,809 $ 27,292,808 19.6¢ 45.3% 2005-06 801,242 91.1$ 25,869,979 $ 55,226,742 $ 29,356,763 $ 29,356,763 19.0¢ 46.8% 2006-07 789,641 88.8$ 26,862,994 $ 61,188,078 $ 34,325,084 $ 34,325,084 28.8¢ 43.9% 2007-08 894,346 88.2$ 28,945,651 $ 65,474,253 $ 36,528,602 $ 36,528,602 21.4¢ 44.2% 2008-09 958,946 90.0$ 30,671,510 $ 68,232,766 $ 37,561,256 $ 37,561,256 21.2¢ 45.0% 2009-10 967,437 103.7$ 32,117,615 $ 62,689,957 $ 30,572,342 $ 30,572,342 22.2¢ 51.2% 2010-11 1,032,579 112.9$ 36,571,173 $ 69,578,077 $ 33,006,904 $ 33,006,904 21.9¢ 52.6% 2011-12 1,133,654 124.0$ 40,865,063 $ 74,323,829 $ 33,458,766 $ 33,458,766 20.2¢ 55.0% TOTAL 19,386,333 $ 526,748,425 $ 1,080,782,158 $ 554,033,733 $ 536,146,259

(S1) Service started 3/6/74 with one round-trip between Oakland and Bakersfield. Data is for four months only. (S2) State support started 10/1/79. Data is for nine months, during which time ridership totaled 93,206. Second round trip added 2/3/80 between Oakland and Bakersfield. (S3) Third round trip added 12/17/89 between Oakland and Bakersfield. (S4) Fourth round trip added 10/25/92 between Oakland and Bakersfield. (S5) Fifth round-trip added 2/21/99 between Sacramento and Bakersfield. (S6) Sixth round-trip added 3/18/02 between Sacramento and Bakersfield.

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Page 91 of 156 Table 3.3: San Joaquin Historic Operating Performance

(F1) Passenger-miles per train mile (PM/TM), a measure of the average load on a train over its entire route. (F2) Prior to October 1983, all trains billed on solely related cost basis. From October 1983 through September 1995, all trains billed on short term avoidable cost basis, except fourth round trip billed at long term avoidable cost basis. Effective October 1995, all trains billed on long term avoidable cost basis. Effective October 1996, all trains billed on Full Cost (Train, Route and System) Basis. Includes cost of connecting buses. Depreciation and interest (equipment capital cost) included in operating cost under solely-related cost basis but excluded and charged separately under short-term, long-term avoidable and full cost bases. (F3) Calculated service costs shown here may not reflect actual State contract costs. From October 1979 through September 1983, State cost increased in stages from 18.5 to 48.5 percent of operating loss (including equipment costs). Between October 1983 and September 1995, State cost was 65 percent of train operating loss for first three round trips, plus 50 percent of depreciation and interest (equipment capital cost). For the fourth round trip, State cost was 70 percent of train operating loss plus equipment capital cost. Between October 1995 and September 1996, State cost was 100 percent of train operating loss and 60 percent of equipment capital cost. Between October 1996 and September 1997, State cost was 65 percent of train operating loss. Effective October 1997, State is billed contractually specified percentages of most individual cost elements, plus a fixed amount for certain other cost elements. Also includes State payment of costs of special agreements with Amtrak for use of equipment, and State payment of entire net cost of all connecting bus routes. (F4) Between State Fiscal Years 1993-94 and 2003-04, Amtrak cost is based on billings submitted and reflects cost bases and Amtrak shares as stated in notes (F2) and (F3) above. However, Amtrak does not include the unbilled Amtrak share of fixed cost elements. Prior to FY 1993-94, data to calculate Amtrak cost is not available; beginning in FY 2004-05, no Amtrak share is billed. (F5) Train loss (deficit) per train passenger-mile. Connecting buses not included in loss per passenger mile data. (F6) Farebox Ratio, the ratio of Revenue to Expense. Table 3.3: San Joaquin Historic Operating Performance (continued)

Source: California Department of Transportation, 2012 Table 3.4 shows Amtrak boardings and alightings at San Joaquin stations for FY 12. These numbers include trips with a Thruway bus connection (which comprise a considerable number of the trips at Bakersfield, Stockton-San Joaquin St, Hanford and Emeryville). For example, Bakersfield is shown as having the most (507,058) passengers (Ons/Offs) in FY 12, however over 62% of these passengers took a connecting bus to Southern California. The number of San Joaquin passengers who actually travelled to/from Bakersfield was about 190,000. Stockton (San Joaquin Street) Station is shown as having the third highest ridership at over 277,926 passengers, but about 47% of these passengers took a connecting Thruway bus at Stockton. The number of passengers who actually travelled to/from Stockton (San Joaquin Street) was closer to 145,000. Many of those taking a Thruway bus at Stockton were traveling to or from Sacramento (over 51,000 passengers). For Sacramento Station the total number of passengers (rail + Thruway bus) actually traveling to or from Sacramento would be over 167,000 passengers. The Thruway bus station with the greatest number of riders is by far Los Angeles Union Station with nearly 161,200 passengers in FY 2012. Table 3.5 provides FY 2012 ridership for the 20 highest San Joaquin “city pairs” (including trips with an Amtrak Thruway bus connection). This table shows that the Bakersfield-Fresno station pair had the highest “city-pair” ridership for FY 2012 with 104,689 passengers. Of these riders, 74,856 (71.5%) used a connecting Thruway bus to Southern California. Of the Bakersfield-Fresno passengers who took a connecting Thruway bus, 39,715 (53%) were traveling between Fresno and Los Angeles Union Station. The second highest station pair shown on Table 3.5 is Bakersfield to Stockton

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Page 92 of 156 with 85,602 passengers. Both the Bakersfield and Stockton stations are major hub stations for the connecting Thruway bus services. Over 85% of the riders between

Table 3.4: STATION RIDERSHIP REPORT

SAN JOAQUIN - FY 12

% Chg. Passenger vs. Station Ons/Offs FY 11 1 Bakersfield 507,058 6.5 2 Fresno 394,074 5.9 3 Stockton (San Joaquin St.) 277,926 6.8 4 Hanford 210,682 5.7 5 Sacramento 130,933 6.6 6 Merced 125,316 9.5 7 Modesto 118,226 13.0 8 Emeryville 115,775 6.7 9 Martinez 108,761 8.0 10 Oakland 63,467 7.6 11 Richmond 49,251 6.9 12 Stockton (Downtown) 40,056 4.3 13 Antioch 39,001 12.1 14 Corcoran 29,072 6.0 15 Denair 25,308 7.9 16 Madera 24,770 13.9 17 Wasco 21,117 16.0 18 Lodi 8,439 13.7 TOTAL PAX ON/OFFS 2,289,232 7.2% TOTAL RIDERSHIP 1,144,616 7.2%

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Page 93 of 156 Note: The above figures are total boardings and alightings at each station. Since each trip contains two endpoints, total ridership is equal to half of total boardings and alightings.

Source: Amtrak, 2013

Table 3.5

Source: Amtrak, May 2013

Bakersfield and Stockton took a connecting Thruway bus on at least one end of their trip (72,776) in FY 2012. Only 12,826 San Joaquin passengers travelled between Bakersfield and Stockton without a Thruway bus connection in FY 2012. While Table 3.4 and 3.5 highlight that the most heavily used rail stations are within the San Joaquin

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Page 94 of 156 Valley, ridership at Bakersfield, Hanford, and Stockton is dominated by passengers connecting to/from the San Joaquin’s extensive Amtrak Thruway bus services.

San Joaquin Amtrak Thruway Bus Service The extensive network of dedicated Amtrak Thruway buses connecting with the San Joaquin is critical to the performance of this service. In addition to the Thruway bus service connections in Bakersfield, other Amtrak Thruway bus service connections are provided at Sacramento, Stockton, Oakland, Emeryville, Martinez, Merced, and Hanford (see Figure 3.3). In 2012, nearly 45 percent (510,793) of San Joaquin passengers used an Amtrak Thruway bus on at least one end of their trip8. All trains either initiating or terminating at Bakersfield are met by Amtrak Thruway buses connecting south to Southern California. In FY 2012, over 317,000 San Joaquin passengers used an Amtrak Thruway bus between Bakersfield and Southern California, with over half of these passengers traveling to or from Los Angeles Union Station (nearly 161,200 passengers). All trains at Stockton are met by a Thruway bus continuing either to Oakland or Sacramento, whichever terminus the train does not serve. The Thruway bus system extends north to Redding, east to Reno and Las Vegas, Nevada; south to Indio; and all along the California coast from Arcata to San Diego. Caltrans contracts with Amtrak for dedicated feeder bus services, and Amtrak then contracts with bus operators. The bus routes function as part of the San Joaquin service, with coordinated connections, guaranteed seating, integrated fares and ticketing procedures, and inclusion in Amtrak’s central information and reservation system in the same manner as the trains. The current San Joaquin bus routes and their origins/destinations9 are as follows:

Route 1 Network–Los Angeles Basin10; o 1a–Bakersfield-Los Angeles-San Diego*; o 1b–Bakersfield-Los Angeles-Long Beach*/San Pedro*; o 1c–Bakersfield-Van Nuys-Torrance; Route 3–Sacramento Valley, Stockton*-Sacramento-Marysville-Chico-Redding; Route 6–South Bay, Stockton-San Jose; Route 7–North Bay/Redwood Empire, Martinez-Vallejo-Napa-Santa Rosa-Eureka*- McKinleyville*;

8 California Department of Transportation, 2013 9 Connecting stations for San Joaquin trains are shown in italics. Cities designated with asterisks (*) are not served by all schedules on the route. 10 Route 1 serves the Pacific Surfliner and San Joaquin routes.

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Page 95 of 156 Route 9–High Desert-Las Vegas, Bakersfield-Las Vegas; Route 10–Valley-South Coast, Bakersfield-Oxnard-Santa Barbara; Route 12–Antelope Valley, Bakersfield-Victorville; Route 15–Yosemite, Merced-Yosemite National Park; Route 18–Valley-Central Coast; o 18a–Hanford-San Luis Obispo-Santa Maria; o 18b–Hanford-Visalia; Route 19–Inland Empire-Coachella Valley; o 19a–Bakersfield-Riverside-San Bernardino-Hemet*; o 19b–Bakersfield-Riverside-San Bernardino-Palm Springs-Indio; Route 34–Bay Area – Stockton, Stockton-Oakland-San Francisco; Route 20a–Sierra Foothills/High Sierra, Sacramento-Auburn/Reno/Sparks; Route 20c–Lake Tahoe, Sacramento-South Lake Tahoe/Stateline; Route 99-Trans Bay, Emeryville-San Francisco; and Route 395-Eastern Sierra (summer only). Merced-Yosemite-Mammoth Lakes.

Source: California Department of Transportation, 2012

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Page 96 of 156

Figure 3.3: San Joaquin and Connecting Thruway Bus and Rail Services Source California Department of Transportation, 2013

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Page 97 of 156 4. INTEGRATION OF SAN JOAQUIN RAIL SERVICE WITH HIGH-SPEED RAIL

The San Joaquin Service has the 5th highest intercity passenger rail service ridership in the nation and is the top ranked system in the nation for increased ridership. This success has been dependent upon several subset markets within the overall corridor that meet the travel demands of the various communities, and has been realized through considerable state investment. Any integration of the San Joaquin service with the proposed High- Speed Rail service, must build upon that success, rather than just co-opt the San Joaquin ridership into the new HSR system; otherwise the State will have invested in two systems aimed at similar ridership markets. Successful HSR services throughout the world have extensive networks of conventional intercity and commuter rail networks that complement and provide critical “feeder” service to the HSR services at shared multimodal “hub” stations. To operate at a surplus, HSR services are focused on express, longer distance travel markets that include a large share of business travelers willing to pay for the shortened travel times which high-speed travel makes possible. Conventional rail services play an important role in providing a more local, multi-stop intercity service, serving shorter trips with additional stations in smaller markets and providing a lower cost transportation alternative for families and travelers who do not need or cannot afford the higher fares that are associated HSR. With California’s phased approach to implementing HSR, the conventional rail services are particularly critical to the success of the initial operating segment (IOS) of the proposed HSR system. The San Joaquin service (including the Thruway buses), with its desirable rail connectivity to the Bay Area, Sacramento, and the northern San Joaquin Valley, provides the best initial support for the proposed HSR IOSinitial operating segment. With billions of dollars being investing in the California HSR project, the improvement and expansion of the San Joaquin service as a feeder network, should be a very high priority for SJJPA, CHSRA, the Sstate, the regions, and the FRA, in consultation with the BNSF and UPRR.

The enabling legislation for SJJPA requires that the SJJPA Business Plan shall be consistent with the most recent California State Rail Plan (CSRP) pursuant to Section 14036 and the CHSRA’s January 2014 Business Plan to be developed by the High- Speed Rail Authority pursuant to Section 185033 of the Public Utilities Code. A section of the 2013 CSRP focuses on the integration of the San Joaquin rail with the HSR program and the continued connectivity to the other Intercity Rail services. To use the most recent and relevant source of information in the State’s planning for high-speed rail, the SJJPA Business Plan will be consistent with the High-Speed Rail Business Plan that was adopted by the CHSRA Board in April, 2014. A recent Joint Policy Statement adopted by CHSRA, SJJPA and Caltrans, is intended to ensure cooperation and input

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Page 98 of 156 of local communities on all decisions related to any changes in the San Joaquin service and consistent planning between these agencies.

Joint Policy Statement between CHSRA, Caltrans and SJJPA

To coordinate the efforts to integrate the San Joaquin service with the HSR program, the SJJPA Board Officers met with CHSRA Board Member Tom Richards, CEO Jeff Morales, and Regional Directors Diana Gomez and Ben Tripousis on June 27, 2013. As a result of this meeting, there was agreement the San Joaquin service would likely evolve over time (but not diminish) to provide complementary feeder service to the proposed high-speed rail system. It was also determined that coordinating planning efforts in the San Joaquin Corridor and signing a “Joint Policy Statement” would be in the best interest of all of the rail parties, and promote a clearer understanding of how decisions regarding the San Joaquin service would be made in the future.

After much consultation with the affected partners and local communities, SJJPA adopted the Joint Policy Statement on July 26, 2013 that was also adopted and signed by the CHSRA and Caltrans (shown as Figure 4.1). The Joint Policy Statement ensures SJJPA and the affected communities will be actively involved in any coordination, decisions, and/or service adjustments between the San Joaquins and the proposed HSR service. The continued coordination with CHSRA and Caltrans is a high priority for SJJPA as part of its advocacy efforts to protect and improve the entire San Joaquin service.

January 2014 CHSRA Business Plan The CHSRA January 2014 Business Plan is not expected to be completed until May 2014. AB 528 (Lowenthal) was passed by the Legislature and signed by the Governor on September 6, 2013. AB 528 changeds the due date of the CHSRA Business Plan from January 1, to May 1 of each even numberedevery two years. This bill specifies that As required by law, the CHSRA will released a draft 2014 Business Plan at least 60 days prior tobefore the publication of their Business Plan. A copy of the draft 2014 CHSRA Business Plan was furnished to the SJJPA at that time. SJJPA is closely coordinateding with CHSRA, CalSTA, and Caltrans Division of Rail duringin regards to the development of the draft 2014 CHSRA Business Plan and subsequent review before the plan was accepted. The 2014 CHSRA Business Plan was adopted by the CHSRA Board in April and was submitted to the State Legislature on May 1, 2014.

The CHSRA’s priority and focus is on the phased implementation of state-of-the-art, electrified high-speed train service for California that would be capable of maintain operatingons at speeds up toexceeding 2200 mph. The SJJPA will continue to worked with the CHSRA within the framework of the Joint Policy Statement to ensure that the

SJJPA Draft Business Plan, JuneMarch 2014 37

Page 99 of 156 SJJPA’s Business Plan wais consistent with the 2014 CHSRA Business Plan as it relates to the San Joaquin service.

Figure 4.1

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Page 100 of 156

SJJPA Draft Business Plan, JuneMarch 2014 39

Page 101 of 156 CHSRA and FRA Grant Agreement The FRA required that the grant application for construction funding for the first construction section have “independent utility”, meaning if there were no additional federal funds available (or other future funding sources) for a significant period of time, that the construction segment built using the federal grant funds would have an intercity passenger rail operational use.11 The CHSRA continues to work with CalSTA and the FRA, “to evaluate the potential for interim service…consistent with the principle that each program phase can stand alone and have independent utility”.12 Conclusion Like other HSR services throughout the world, California will need to have extensive networks of conventional intercity and commuter rail networks that complement and provide “feeder” service to the proposed HSR system for it to be successful. The San Joaquin service is the conventional passenger rail service that is most critical to the phased implementation of HSR in California. SJJPA supports the 2013 CSRP’s conclusion that “Additional work will be needed to determine the appropriate number of San Joaquin trains that would use the first construction section of the IOS and the BNSF line during the interim period until HSR begins to operate on the IOS…”. CHSRA has publicly stated, and SJJPA is in agreement, that it is preferable the San Joaquin service never has to utilize the first construction section of the HSR system. However, should it become a necessity due to a significant delay of the HSR program, SJJPA will work through the framework of the Joint Policy Statement to develop an appropriate contingency plan for interim use of the first construction section by the San Joaquin service. SJJPA and the local communities along the corridor believe that any potential interim use of the first construction section must not be to the detriment of continuing San Joaquin service from Merced to Bakersfield along the existing BNSF alignment and continuing through service along the entire existing BNSF alignment.

11 CHSRA and FRA Grant Agreement, signed Dec 5, 2012, Attachment 3A page 81 12 2014 California High-Speed Rail Authority Business Plan, page 22

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Page 102 of 156 5. COMET CAR TRAINSETS, BI-LEVEL & NEW EQUIPMENT

Comet Car Trainsets

On October 21, 2013, Caltrans Division of Rail introduced athe first trainset of refurbished Comet Cars into service on the San Joaquin route, operating as train 711 southbound and train 718 northbound. Caltrans Division of Rail is planning to deploy a second trainset of refurbished Comet Cars that will be put into service at a yet-to-be determined date. Caltrans’ decision to purchase and use Comet Car trainsets on the San Joaquin route was intended to provide additional seating capacity through the running of longer train sets on the service. Caltrans has clearly stated to SJJPA that the use of the Comet Car trainsets is a short-term solution to add capacity to the San Joaquin service until the new bi-level equipment purchased by the State are delivered, and that the deployment of the Comet Car trainsets is to increase the ridership and revenue of the San Joaquin service.

While use of the Comet Car trainsets does increase the seating capacity of the San Joaquin service, there are some potential negative aspects to having single-level Comet Car trainsets deployed, including; high-level boarding (which requires all passengers to climb a steep set of stairs), narrow doors that are manually opened, use of a manually cranked wheelchair lift at all stations, bike storage and large luggage stored in separate baggage cars, and costs associated with additional train attendants and maintenance. SJJPA has submitted formal comments to Caltrans raising concerns regarding these aspects of the Comet Car trainsets, as the SJJPA believes they could threaten the future success of the San Joaquin service. SJJPA will continue working to get written commitments from Caltrans that if the Comet Car trainsets does not lead to increased ridership and revenue, the equipment will be removed from service and replaced with shorter trains made up of the existing bi-level equipment.

The planned deployment of the second Comet Car trainset would not occur until the final four cars are received in California on schedule for February 2014. It is anticipated that deployment of the second trainset would be coordinated to correlate with the traditional seasonal increase of ridership in the Spring. Caltrans and SJJPA will work together to evaluate the performance of the initial Comet Car trainset, and consider whether the benefits associated with deploying the second Comet Car Trainset outweigh the additional costs. SJJPA and Caltrans staffs plan to meet regularly to review performance data for the Comet car trainset. These reviews will include data on monthly ridership/revenue, on-time performance, and any changes in ridership and revenue patterns between use of the Comet Car trainset and Bi-level equipment. SJJPA will also be soliciting input and feedback from Amtrak and customers of the San Joaquin passenger rail service. This will allow for decisions to be made with input from regional partners on the operational effectiveness of the Comet Car trainsets.

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Page 103 of 156 California Cars

In addition to the Comet Cars, the San Joaquin service uses the Bi-level California cars owned by the State of California. The bi-level equipment was purchased in the 1990’s for use on the three California Intercity Passenger Rail Corridors. The California Car fleet in Northern California is shared between the San Joaquin and Capitol Corridor services to allow for maximum flexibility in seating capacity.

New Equipment

With the increase in ridership on the State supported services, Caltrans, owner of the rolling stock, recognized the need for additional passenger cars to expand seating capacity and continue to meet the growing demand of the State’s intercity rail services. To meet the demand, Caltrans worked with the Federal Railroad Administration and States for Passenger Rail Coalition to develop a program to procure additional passenger rail cars. As a result of these efforts, Caltrans was successful in bringing together federal High Speed Intercity Passenger Rail (HSIPR) program funding of $168 million. In December 2011, the California Transportation Commission approved matching funds of $42 million in Prop 1B funds to complete the funding to acquire additional rolling stock. The new Bi-levels for California are scheduled to begin arriving in early 2016, however most of the Bi-level cars are not expected to be delivered until after July 2017. Caltrans’ Division of Rail leadership in procuring the funding to order these new cars will directly benefit SJJPA. It is anticipated at this time that twelve new passenger cars and three new locomotives will be assigned to the San Joaquin Corridor, with the possibility of being able to place orders for additional equipment if train frequencies are increased.

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Page 104 of 156 6. OPERATING PLAN AND STRATEGIES

FY 2014/2015 Operating Plan

The San Joaquin’s operating plan for FY 2014/2015 will maintain the same service level as FY 2013-14:

• 2 daily roundtrips between Sacramento and Bakersfield, • 4 daily roundtrips between Oakland and Bakersfield

Based upon historical ridership growth, increasing the frequency of the San Joaquin service is a key objective. SJJPA will evaluate and pursue cost effective service expansion opportunities in consultation with the host railroads as capital and operational funding is made available. SJJPA will work with Caltrans to identify future equipment needs, funding sources and delivery schedules for service improvements.

To enhance the current San Joaquin service, SJJPA is committed to working with Caltrans Division of Rail, Capitol Corridor, Pacific Surfliner, Altamont Corridor Express (ACE), Amtrak, BNSF, UPRR, and Regional and Local Transit providers to improve connecting transit service to the trains and connecting bus service along the San Joaquin corridor. To help achieve this, SJJPA will utilize its Member Agencies to assist in coordinating improved communications and connectivity.

Operating Strategies

The San Joaquins have great potential for increased ridership, revenue, service coordination and performance. SJJPA will implement a number of strategies to improve the San Joaquins. Some of the strategies listed can be implemented with little or no additional resources.

Train Monitoring - On Time Performance (OTP):

1) Coordinate with the Host Railroads and Amtrak to provide computer displays with real-time viewing of all train movement (freight and passenger) on the San Joaquin corridor.

2) Initiate weekly conference calls with the Host Railroads and Amtrak to discuss the prior weeks On-Time Performance. The discussion will include the types of delays, the reasons for the delays and identify potential solutions so future delays can be a prevented.

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Page 105 of 156 3) Coordinate with the Host Railroads and to bring the Dispatchers out to tour the San Joaquin Corridor and ride the trains to develop an understanding of the territory being dispatched.

4) Work with the Host Railroads and Amtrak to identify capital and/or system improvements to improve On-Time Performance. This includes annual hy-rail trips over the corridor with the Host Railroad’s and Amtrak’s operating and passenger rail personal. This will allow for a prioritized list of projects agreed to by all parties which can be either on, or off the corridor which will increase capacity and velocity of the overall system.

Train and Connecting Bus Schedule Adjustments:

1) The SJJPA will make an early evaluation of the existing train and connecting bus schedules and determine if there are potential changes which could improve ridership, revenue and cost effectiveness. Schedule adjustments have the potential to improve the San Joaquin performance without additional resources.

2) Closely review of the bus routes to determine if the routes are operated as efficient as possible.

3) Assess operational impacts and potential schedule changes from the implementation of potential new station locations (including Berkeley, Hercules, Elk Grove, and 65th Street Sacramento).

Service Coordination:

1) Represent the San Joaquins at monthly Capital Improvement Team (CIT) meetings with the Union Pacific Railroad (UPRR). The meeting is to discuss operational issues encountered over prior month and any upcoming capital and system projects that could affect train performance.

2) Initiate monthly CIT meetings with the Burlington Northern Santa Fe Railroad (BNSF). The meeting is to discuss operational issues encountered over prior month and any upcoming capital and system projects that could affect train performance.

3) Work with the Capitol Corridor JPA, LOSSAN JPA, and Caltrans to provide improved connections to the Capitol Corridor and Pacific Surfliner.

4) Work with the Federal Railroad Administration on regulatory requirements associated with the San Joaquin Service, i.e. Positive Train Control.

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Page 106 of 156 Near-term Operating Improvements:

1) Work with the Sstate to continue the construction and identification of capital and operational funding for projects to increase the San Joaquin service up to eight (8) daily round-trips between Oakland and Bakersfield.

2) Plan for required improvements and seek capital and operational funding to increase the San Joaquin service to Sacramento.

3) The SJJPA will work with Amtrak and the Host Railroads (BNSF and UPRR) to evaluate the feasibility of initiating increased service mid-corridor as part of service expansion plans. SJJPA will evaluate the estimated costs of mid-corridor train starts along with the compatibility of cycling the equipment for maintenance and the feasibility of mid-point crewing locations.

4) Work with Caltrans Division of Rail, Amtrak, BNSF and UPRR to develop potential train schedules to better serve the morning markets in Bakersfield, Oakland and Sacramento through a mid-point start in Merced. Operating trains from Merced in the morning heading south to Bakersfield and north to Oakland and Sacramento

5) Work with Amtrak and the Host Railroads on developing a grass roots Safety and Security Program targeting the Farming Community and First Responder’s. This includes presentations at fairs, festivals, and to special groups. For example, having all student groups taking the San Joaquins attend an OL presentation prior to taking the trip, allowing Transportation Security Administration (TSA) uniformed VIPR’s team ride the trains. VIPR teams are a no-cost resource for expanding and enhancing security through random and unpredictable deployments.

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Page 107 of 156 7. SHORT-TERM AND LONGER-TERM CAPITAL IMPROVEMENT PROGRAMS

The State has invested almost $460 million since 1976 to increase and improve the San Joaquin service.13 There have been more than $240 million in San Joaquin Corridor improvements over the last 20 years. Table 7.1 shows the major investments that were programmed for the San Joaquin Corridor between 1993 and 2012. Caltrans is currently working to complete the improvements needed to enable the deployment of an additional daily round trip between Oakland and Bakersfield and has initiated planning for up to 11 daily round trips.

Table 7.1: San Joaquin Capital Projects 1993 – 2012 ($ Millions)

Source: Caltrans DOR, August 30, 2012

13 Caltrans, 2013 State Rail Plan, May 2013 (page 225)

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Page 108 of 156

A key goal of SJJPA is to build upon the Sstate’s efforts to improve the performance and increase the frequency of the San Joaquin service and expand ridership through increased awareness of the service and the development of new ridership markets. In coordination with the Sstate, the SJJPA will identify, evaluate, and implement capital improvements for the San Joaquin service to enable increased frequency, reliability, and safety, and to reduce travel times and operating costs.

Initial “Short-Term Improvements” presented below represent Caltrans’ current program for the capital investments needed to provide additional frequencies for the San Joaquin service. The Longer-Term Improvements represents an initial list of improvements highlighting possible future capital improvement projects for the San Joaquin service in the coming years. In subsequent years, SJJPA will establish an annual capital program in consultation with the Sstate and the SJJPA constituents.

Short-term Capital Improvements

Source: Caltrans DOR, August 30, 2012

Table 7.3 identifies the list of projects in the San Joaquin Corridor that Caltrans and BNSF have identified as necessary to enable an additional daily round trip on the San Joaquin route between Oakland and Bakersfield (8th Daily Round Trip at 79 mph). The “Merced-LeGrand Segment 1” and “Stockton-Escalon Segment 3” are fully funded and construction is expected to start in the next couple of months. Caltrans expects

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Page 109 of 156 construction of these two sections will take about three years to complete. This table also identifies $15 million for a layover facility in Merced to enable mid-corridor starts/ends. SJJPA will work with the Sstate to secure funding and expedite the implementation of the projects needed to implement an 8th daily round trip and mid- corridor start/ends.

SJJPA will also coordinate with CHSRA regarding grade separations or improvements being done to the BNSF track as a result of the implementation of the initial construction of the HSR system. During FY 2014/2015, SJJPA will identify any additional short-term projects which should be implemented to help improve the San Joaquin service including the identification of additional rolling stock needed to increase service levels.

SJJPA will work with the Sstate to:  Secure funding for the projects  Ensure that the projects meet the project delivery schedule  Minimize the construction impacts of these projects  Maximize the benefits of these projects on overall service performance

Longer-term Capital Improvements

SJJPA will develop a comprehensive program of improvements to reduce travel time, increase ridership, and improve service reliability of the San Joaquin intercity rail service. An initial list of preliminary long-term improvements is identified below, which requires further review by SJJPA and is subject to approval from the Sstate, Union Pacific, BNSF, local and regional agencies, and other interested parties. This list demonstrates some of the possibilities for the future of the San Joaquin service.

 Additional bi-level trainsets to achieve at least an eleven (11) round-trip schedule.  Construction of a new maintenance facility.  Track and signal improvements between Sacramento and Stockton on UPRR Fresno Subdivision or new track on r/w adjacent to UPRR Fresno Subdivision to enable increasing frequency, speed, and safety of service to Sacramento.  Improvements to increase service, speed, and safety between Oakland and Port Chicago  Improvements from Port Chicago to Bakersfield (see Table 7.3, “11 Daily Trains at 79 mph”) to increase frequency, speed, and safety.  Improvements to enable 90 mph operations where cost effective. This work would focus on key locations to reduce travel time and improve reliability.

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Page 110 of 156 Table 7.3: San Joaquin Capital Projects for 8th – 11th Daily Round Trips ($ Millions)

Caltrans, 2013

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Page 111 of 156 8. ACTION PLAN AND PERFORMANCE STANDARDS

Pursuant to AB 1779, the Secretary of CalSTA will submit a set of uniform performance standards by June 30, 2014 for all state-supported intercity passenger rail corridors. These standards will require the administrators and operators of these intercity services to control cost and improve efficiency. If necessary, the Secretary may modify the above standards not later than July 30, 2015, or the effective date of the ITA, whichever comes first.

In the past, three primary uniform performance standards have been used for the Sstate supported intercity passenger rail services: route ridership, farebox return, and on-time performance.

Route Ridership: represents the usage of the service and measures the success in attracting and retaining riders.

Farebox Return: measures the “cost efficiency” of the service and will determine if the service is being delivered in accordance with the business plan and budget.

On-time Performance: measures the “service quality” and reliability of the train service.

In support of the Sstate’s performance standards, upon the transfer of service, SJJPA will develop various measures to continuously monitor the financial, operational, ridership performance and outreach effectiveness of the San Joaquin Service. Additionally, SJJPA already has, and will continue to develop strategies to maintain successful performance of the San Joaquin service.

In addition to these typical performance standards, the SJJPA has focused on also considering the environmental impact of the San Joaquin service and its role in helping to create a more sustainable California. Increases in San Joaquin ridership benefit the environment by reducing air pollution and greenhouse gas emissions and help to encourage sustainable, transit-oriented development. It is estimated that in FY 2012, the San Joaquin service (including Thruway buses) reduced well over 100 million miles of automobile vehicle-miles traveled and as a result had a net reduction of CO2 emissions of over 24 million pounds.14 The deployment of the 7th and 8th daily round trips could reduce an additional 44 million vehicle-miles traveled and 10.4 million pounds of CO2 reduced annually.15

FY 2014/15 Action Plan

For FY 2014/15, SJJPA will continuously develop action plans with service criteria and objectives to increase ridership, control costs, improve quality, increase the benefits of

14 California Intercity Passenger Rail (CIPR) Brochure, April 2013 15 Based upon an increase of 260,000 riders/year for each additional round trip.

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Page 112 of 156 the San Joaquin Corridor and better integrate all corridor public transit systems with the San Joaquin Service (including dedicated Thruway bus services). Each action will be part of SJJPA’s overall management of the San Joaquin service as a transportation product in a highly competitive travel market. The following is a list of areas to be covered:

 Negotiate revisions to Amtrak operating agreement to improve performance reporting and decrease costs for operating agreement starting October 2014.  Develop schedules and a service plan for implementing for a 7th and 8th round- trip train in conjunction with UPRR, BNSF, Amtrak and the State and also work on improvements to the existing 6 round-trip schedule.  Identify improvements and costs needed for mid-corridor starts/ends.  Develop SJJPA policy for service standards (service levels and extensions, new station stops, train running times, station design criteria, etc.).  Prepare and implement a Public Communications and Information Program and Marketing Program.  Develop FY 15/16 Business Plan and update Performance Standards.  Assist CalSTA in the development of its “Network Integration Strategic Service Plan for the California Passenger Rail Network”.  Provide input on Caltrans’ Draft Program EIR for the San Joaquin Corridor and assist Caltrans with agency, organization, and public outreach and coordination.  Develop monthly and timely performance reporting procedures.  Work jointly with the CHSRA and Caltrans to develop viable strategies and solutions to support phased implementation of high-speed rail and to meet the needs of the San Joaquin Service and the stakeholder communities of the San Joaquin Corridor.  Establish operating coordination with UPRR, BNSF and Amtrak on schedule and train performance.  Conduct a market research program.  Monitor and report on status of Business Plan commitments.  Refine consolidated Capital Improvement Program.  Coordinate fares and service schedules with connecting transport systems.  Refine marketing program.  Review and monitor Thruway bus performance.  Identify any Thruway bus routes not served by competing bus services, and promote use of excess bus capacity on those routes.  Identify future infrastructure (track, signal, and bridge) and facility projects to support increased service levels and extensions and improve performance of service.  Monitor and expand the programs with transit agencies to improve and promote connectivity between the trains and local transit services.  Evaluate measures to improve train and Thruway bus performance, including modifications to the service.

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Page 113 of 156  Work with Amtrak to increase performance tracking through detailed monthly reports ondirect data links to Amtrak’s ticketing, (including e-Ticketing) data, delay reporting, and food service databases.  Work with UPRR, BNSF, Amtrak and State to continue ridership and revenue growth by improving reliability, adjusting the service plan, and/or implementing projects that add capacity and reduce travel times.  Work with Amtrak to secure additional cost efficiencies to be reinvested in service enhancements.  Initiate planning for additional service to Sacramento in coordination with BNSF, UPRR, the State and the Central Valley Rail Working Group.  Work with Amtrak, CCJPA, and Caltrans on identifying minimum standards for equipment reliability and availability, maintenance of minimum trainset capacity, service performance, and crew size.  Work with Amtrak, CCJPA, Caltrans, UPRR, and BNSF on identifying variables that affect on-time performance.  Coordinate with Caltrans to identify and implement equipment modifications to increase reliability, improve passenger amenities and improve service.  Identify rolling stock needed for increased service levels.  Investigate the installation of shore power cabinets16 at stations and locations where trainsets will experience substantial dwell times (including potential mid- corridor starts/ends).  Coordinate with the California Freight Advisory Committee and provide input on the 2014 California Freight Mobility Plan.

16 Shore power cabinets enable trainsets to idle with power without running their diesel locomotives, saving fuel costs and reducing CO2 emissions.

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Page 114 of 156 9. ESTABLISHMENT OF FARES

The SJJPA, upon assuming oversight of the San Joaquin Service will work with Caltrans and Amtrak to develop fares ensuring the service is attractive and competitive with other modes of transportation along the corridor. Available ticket types on the San Joaquins are: one-way, roundtrip, 10-ride tickets and monthly passes. The 10-trip ticket is valid for 45 days from date of first use and can be used by more than one person at a time. The multi-ride tickets, and tickets purchased by seniors, students, military personnel and children under age 15 are sold at a discounted rate. Additionally, Amtrak provides reduced fares for certain national partners, such as AAA members.

The San Joaquin service is on a reservation system with tickets sold in advance providing a limited ability to sell tickets on the train thus turning potential passengers away. The current fare structure is based on city pairs, with incentives for passengers to travel Monday through Thursday and Saturday’s. The incentive is based on time of day travel with the more popular mid-day trains having regular fares with the early morning and late evening trains having reduced fares. The reason for this type of pricing structure is to incentivizve passengers to take lower ridership early morning and late night trains at a lower price opening up additional capacity on the higher priced midday trains.

FY 2014-15 Fares

The projected fare structure for FY 2014-15 is dependent upon the implementation of a revised Amtrak operating pricing policy for FY 2014-15. If operating expenses are stabilized or reduced a fare increase may not be necessary for the fiscal year. The SJJPA will work with Caltrans and Amtrak on the impacts of a revised pricing policy and determine if a fare increase will be required. Additionally, the SJJPA will look into other opportunities to increase fare revenue without raising fares, these include but are not limited to:

• Explore smart-card fare collection technology or other current best-fit technology provided it can be incorporated into the Amtrak ticketing structure;

• Continue and expand the transit connectivity programs such as the Transit Transfer Program, joint ticketing, and transfer of motorcoach bus routes to parallel local transit services;

• Increase public awareness of the Service to increase ridership and revenue.

• To encourage new riders, consider discounts for group travel and families.

• Explore with Amtrak moving the San Joaquin service back to unreserved ticketing, like the Capitol Corridor and Pacific Surfliner. Any determination will

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Page 115 of 156 need to include data on the tradeoffs between reserved and unreserved ticketing, including if the benefits outweigh the impacts.”

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Page 116 of 156 10. SERVICE AMENITIES, FOOD SERVICES, AND EQUIPMENT Service Amenities Accessibility: The SJJPA supports the State’s current goal to provide total accessibility to the Sstate-owned equipment including all its features and amenities. No person shall be denied access on the basis of physical ability. Accessibility features for bi-level coaches include onboard wheelchair lifts, two designated spaces per train car for passengers in wheelchairs, and one wheelchair-accessible lavatory on the lower level of each train car. On a temporary basis, the State has deployed a Comet Car trainset used exclusively on the San Joaquin service. Since the Comet Car trainset has higher access points and does not have onboard wheelchair lifts, hand-cranked mobile wheelchair lifts are required at all San Joaquin stations. Each single-level Comet Car coach has one wheelchair-accessible lavatory. The SJJPA has requested that Caltrans closely monitor the performance of the Comet Car trainset. Door Control: An essential feature of the bi-level coaches is the ability for doors to be operated remotely on either side of the train from a single point of control. This feature allows the operator to maximize passenger flow in boarding and alighting operations, and thereby minimize station dwell time. Comet Car coachecoachs doors are all manually operated requiring additional Assistant Conductors to be onboard and may prevent allprevents some Comet Car trainset doors from being used when the trains are at stations. Information Displays: Each coach is equipped with electronic passenger information displays that provide the trains numbers and destination, plus any public information. Lavatories: Lavatories in coaches feature electric hand dryers, soap dispensers, and infant diaper-changing tables. Telecommunications: All coaches in the fleet have Wi-Fi service. This service is free to the customer and permits e-mail and webpage viewing. Amtrak’s Wi-Fi service prohibits streaming services which would use up large amounts of bandwidth. Power plug access is available at each seat and can power and charge passengers’ various electronic devices. Bicycle Access: Bi-level coaches have bicycle storage units that hold three bicycles on the lower level of the car. In addition, 14 first generation California Cab Cars (8300- series) haveare undergoneing a retrofit to hold 13 bicycles as opposed to 7 bicycles. The five Sufliner Cab Cars (6000-series) have storage space for up to 13 bicycles in the lower baggage area. Comet Car coaches have no bicycle storage. For the Comet Car trainset, there are 4 bicycle storage units in the “Cabbage” car which also is used for baggage. It is important to note that on the Comet Car trainset bicycles are only accommodated at manned Stations.

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Page 117 of 156 Food and Beverage Services: Each San Joaquin train has a café car which offers food and beverage service throughout most of the end-to-end the trip. A wide variety of entrees, snacks, and beverages are provided. After the SJJPA assumes responsibility for the San Joaquin service, the existing food and beverage service will be continued as it is. However, after assuming responsibility, the SJJPA will evaluate the existing food and beverage service. Topics to be evaluated include: menu; inventory and storage; increasing the capacity and usefulness of the space in the cars; patron flow; signage and information; securing and accounting for stock and materials; mid-trip restocking; hours of operation. The SJJPA will investigate increasing the sale of and promotional opportunities for products from the San Joaquin Corridor. The San Joaquin service offers a very unique opportunity to highlight and promote food and beverage products from the San Joaquin Corridor and can help market the service and the corridor. Equipment Acquisition, Maintenance, and Renovation The CCJPA is responsible for the administration and maintenance supervision of the State-owned fleet of rail cars and locomotives assigned to Northern California. In accordance with the ITA between the CCJPA and the Sstate, the CCJPA is entrusted with ensuring the Capitol Corridor and San Joaquin rail fleet is operated and maintained to the high standards of reliability, cleanliness, and safety set by Amtrak, the State, and the CCJPA. The SJJPA will work closely with Caltrans, Amtrak and the CCJPA to refine the maintenance and operations programs to improve the reliability, safety, and cost- effectiveness of the rail fleet. The San Joaquin and Capitol Corridor routes now share a combined fleet of 15 F59PHI locomotives, 2 DASH-8 locomotives, and 85 bi-level passenger coaches and food service cars which include three upgraded Amtrak-owned Superliner Coach Cars.17 The San Joaquin service also has 14 Comet Car coaches, 3 leased Horizon Café cars and 3 leased F40 Cabbage cars. New fleet acquisitions will substantially increase San Joaquin service capacity. During FY 2012-13, Caltrans secured funding earmarked for 420 new bi-level coaches and 126 cleaner burning locomotives for the Northern California fleet.18 The Caltrans, Amtrak and the CCJPA have created a program of periodic overhauls to the existing train fleet that will improve the fleet performance. The main propulsion engines of the original fleet of locomotives are being rebuilt, exceeding current EPA TIER II emissions standards. Starting in 2013, the HVAC units, ducting and control systems will be renewed, providing better air quality and climate control. All passenger coaches and locomotives are now equipped with a digital security camera system to improved safety and security. In addition, fourteen California Cab cars have beenare in

17 CCJPA FY 2013—14 – FY 2014-15 Business Plan Update – March 2013 18 Ibid.

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Page 118 of 156 the process of being converted to Cab/Baggage/Bike cars similar to the five newer Surfliner Cabs, to provide greater baggage storage and 13 more bike racks.19 11. MARKETING AND OUTREACH

Marketing and Outreach The San Joaquin trains serve markets from Bakersfield to Sacramento via the San Joaquin Valley and branch off from Stockton through the East Bay Area to Oakland. The San Joaquins are unique in the Sstate, with a vast network of Thruway bus services that provide convenient connections for services between northern and southern California. Between the trains and connecting buses, the San Joaquins provide easy access to many of California’s popular destinations, including: cultural attractions; museums; amusement parks; entertainment and music venues; national, state, regional, and local parks; state and county fairs and festivals; seasonal cuisine and artisan foods; the State Capitol; and major population centers.

The proposed goals and objectives of the SJJPA Marketing and Outreach program are:

a) Ensure Member Agencies, Corridor Communities and Major Stakeholders Participate in the Development of the Marketing and Outreach Plan b) Ensure Retention of Existing Riders c) Ensure Adequate Education and Awareness about the San Joaquins in all Communities Served by the Trains and Thruway Buses d) Reach out to Minority, Non-English-Speaking Constituencies, and Members of the Public along the Corridor who may not be familiar with the San Joaquin Service e) Utilize Community Advocates as Communication Channels for Information Flow and Leverage Information Distribution Through All Corridor Communities f) Showcase attractions and services provided in Communities Served by the Trains and Thruway Buses g) Increase Outreach Focus and Opportunities for School, Senior Group and other Special Group Trips h) Incorporate Regular Passenger and Community Appreciation Activities and Events to ensure current rider retention i) Solicit Feedback From Passengers and Communities on the Effectiveness of the Outreach Programs and the San Joaquin Service j) Retool Marketing and Outreach Programs in Response to Feedback k) Increase Ridership and Revenue to Ensure Future San Joaquin Service Sustainability

19 Ibid.

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Page 119 of 156 Ensure Member Agencies, Corridor Communities and Major Stakeholders Participate in the Development of the Marketing and Outreach Plan

Along the San Joaquin Corridor, many of the regional planning agencies and members agencies to the SJJPA are in the process of updating Regional Transportation Plans, Sustainable Communities Strategies programs, and other planning efforts. As part of these efforts, most partner agencies have created outstanding Public Participation Plans, and it is desirous of the SJJPA to become involved in the public participation efforts so as to create a uniformed message of transit planning.

Given the far-reaching nature of the Thruway bus services within the State, many other communities and agencies have also outlined a plan for engaging the public, and it will be of importance to partner with these agencies to ensure consistency of message.

Reach out to Minority, Non-English-Speaking Constituencies, and Members of the Public along the Corridor who may not be familiar with the San Joaquin Service

As the consistently growing ridership shown in previous Chapters would indicate, the traditional marketing strategies for the San Joaquins appear to have been relatively successful. However, service data over the years indicates those traditional marketing strategies have not been as effective as possible with the majority demographics within the San Joaquin Valley.

Of the 364 train miles on the San Joaquin route, about 284 miles (78%) pass through the San Joaquin Valley The San Joaquin Valley is one of the largest rural and agricultural areas in the nation. It is also culturally diverse with more than 70 ethnicities and 105 languages spoken. Overall, nearly half of the entire constituency speaks Spanish as the primary language. Valley counties along the San Joaquin rail corridor share common issues such as large rural areas, agricultural industries, a rapidly growing and highly diverse population, and a lack of effective information about transportation alternatives.

The Plan will include specific strategies for reaching out to minority, non-English- speaking constituencies along the San Joaquin corridor. With Hispanics comprising well over 50 percent of the San Joaquin Valley population, but only 320 percent of the Amtrak ridership, a concerted effort will be made to tailor promotional materials in Spanish and utilize informational outlets that are more effective. The grass roots strategy will help SJJPA identify and address other markets throughout the San Joaquin Corridor that are underserved, or lacking information. The agency seeks to value all segments of people in the economic and social domains, and can achieve this by direct

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Page 120 of 156 person-to-person contact through the utilization of outreach representatives – team members who live and breathe the very communities through which the train travels.

Utilize Community Advocates as Communication Channels for Information Flow and Leverage Information Distribution Through All Corridor Communities

The SJJPA Marketing and Outreach Plan will retain the successful elements of the existing San Joaquin marketing effort and introduce a more grass roots approach for the San Joaquin Corridor and potential passengers. An approach that has worked throughout the ACE service area has been to retain small businesses or individuals who are active in community issues to act as a direct conduit between the SJRRC and the various communities within the corridor. These team members are passionate about their communities and ensure the ACE service information gets to the right stakeholders and critical feedback gets to the agency. This approach has been more direct and more cost effective than traditional advertising. A similar strategy is proposed along the San Joaquin service area.

Showcase attractions and services provided in Communities Served by the Trains and Thruway Buses

Visitor bureaus, business organizations, social services providers and non-profit groups involved in transportation, environmental or livability issues will be enlisted to support the distribution of information and generate support for the San Joaquin service. These local groups will help highlight the mobility options available and planning processes underway aimed at creating better connections to work, family, and attractions. This effort would include coordination of joint promotions with businesses, tourist and recreation attractions, hotels and entertainment partners.

This is naturally paired with the SJJPA Community Field Work Program which encourages SJJPA affiliates to visit each community served by the San Joaquins to become familiar with the route and respective communities.

Increase Outreach Focus and Opportunities for School, Senior Group and other Special Group Trips

The San Joaquin corridor also has many opportunities for group, senior and student travel. SJJPA will partner with Operation Lifesaver to present engaging discussions with young people in schools on how to be safe around the railroad tracks and the benefits of traveling by train, will encourage travel among families with programs like

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Page 121 of 156 “Kids on Trains,” partner with schools for field trips via the San Joaquins, and provide focused outreach to senior organizations and communities.

Retool Marketing and Outreach Programs in Response to Feedback

As SJJPA seeks to solicit feedback from existing passengers about the San Joaquin service, and from stakeholders about the future of the San Joaquin service, the marketing and outreach team will not only report findings to the SJJPA board and stakeholders, but will also retool the programs as necessary.

General Partnerships and Communication Tools

SJJPA will coordinate with the Sstate, host railroads, Amtrak, and local/regional agencies to ensure effective coverage of information through various media venues and create joint media and promotion opportunities to achieve cost-efficiencies in marketing the San Joaquin system. Communications and marketing to current and potential riders will be enhanced through bulletins, newsletters, informational brochures and timetables of connecting services, and special ridership promotions. SJJPA will assist its partner agencies in creating graphical marketing and outreach material in an effort to creatively extend the message of the San Joaquin system. The marketing and outreach team will develop a guidance package to assist the transit providers and community stakeholders in how best to communicate the rail services to various audiences.

The SJJPA can be effective in outreach to the public is by ensuring the messages and material it communicates are consistent, uniformed, and branded. The Marketing and Outreach team will work toward ensuring the themes associated with marketing efforts are consistent with the goals and objectives of the SJJPA board.

Building upon Amtrak’s successful social media platform, the SJJPA will seek to expand the use of social media marketing through networks such as Facebook and Twitter to engage customers, enhance communications, and increase brand visibility.

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Page 122 of 156 12. ADVOCACY

Major improvement or expansion of the San Joaquins will require additional funding. There is no ongoing, stable capital funding source for the California Intercity Passenger Rail Program (CIPRP). To increase the frequency of the San Joaquin service and improve travel times, a significant investment in the existing freight infrastructure will be required. A key to funding the future growth of the San Joaquin service is developing a much stronger political base of support. This needed advocacy was one of the key reasons for AB 1799 and for establishing the SJJPA. One of the primary advantages of a regional governance, or Joint Powers Authority (JPA) model, is the ability for active advocacy at the local, regional, state and federal levels. Where state agencies are often limited in terms of advocacy, SJJPA can bring the full collective power of the Member Agencies and communities served by the San Joaquins in support of the service.

While the ITA cannot be signed until after June 2014, the SJJPA and affiliated agencies have been working hard to advocate for increased funding, improvements, and support for the overall state intercity rail program. The SJJPA has already elevated the improvement of the San Joaquin service as an issue of importance in the San Joaquin Corridor. Through the SJJPA’s efforts, more than 650 agencies, and organizations throughout the San Joaquin Corridor have already signed on as supporters for the San Joaquin service and the CIPRP – and this number will continue to grow.

A key role of the SJJPA is its active participation in the “CIPRP Leadership Coalition”. The SJJPA, CCJPA, LOSSAN JPA, the Coast Rail Coordinating Council and the San Joaquin Valley Rail Committee comprise the CIPRP Leadership Coalition. This coalition works together for the purpose of jointly advocating for the improvement of the CIPRP. Staff from each agency participates in bi-weekly conference calls, with in- person meetings held with the Chairs, Vice Chairs and staff quarterly. The coalition organizes annual lobby days in both Sacramento and Washington D.C., and an annual Rail Advocacy Forum in support of the CIPRP. The coalition also works in coordination to educate elected officials, agencies, organizations and the public about the CIPRP and in an effort to gain widespread support for the program. The CIPRP Leadership Coalition is working with members of the Legislature to organize “Select Committees” for rail support in both the CA Senate and CA Assembly. The purpose of the Select Committees is best described in the Draft Mission Statement below which was developed by the CIPRP Leadership Coalition with input from members of the Legislature:

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Page 123 of 156 “California’s State Legislative Passenger Rail Caucus/Select Committee promotes policies to ensure a premier, customer-focused conventional rail system that successfully moves people and goods in a manner that is cost-efficient, maximizes public benefits, and protects the environment. The Caucus/Select Committee works to engage decision makers and to protect and grow the investment in the state's conventional passenger rail network that will ensure its continued utilization and success. The Caucus/Select Committee will work to increase state funding to improve and expand the program and to leverage these investments by advocating for additional federal rail funds.”

The CIPRP Leadership Coalition has also developed statewide “California Passenger Rail Program Guiding Principles” (Guiding Principles) that have been adopted by the SJJPA, the CCJPA, the LOSSAN JPA, the Coast Rail Coordination Council as well as several other agencies and organizations. These Guiding Principles are being used for joint efforts to gain support for rail programs and improvements at the local, regional, state, and federal levels. The Guiding Principles are:

 Protect and enhance California’s investment in the existing successful passenger rail system, including sustainable and recurring sources of funds at both the state and federal levels. Specifically support:

a. A new recurring state source of capital, equipment, and operations funds to cover the existing passenger rail corridors and emerging corridors throughout the state. b. A new program for state of good repair improvements to existing rail corridors that facilitate the movement of passengers and freight. c. Allocations of State Propositions 1A, 1B, and other current and future funds to transit services, including commuter and state-supported intercity passenger rail, that connect with the state’s planned high- speed train system. d. “High-Speed and Intercity Passenger Rail (HSIPR)” programs title in federal surface transportation reauthorization, funded by other than the current Highway Trust Fund revenues. e. The American Public Transportation Association’s (APTA’s) recommendation for $50 billion in federal funding over an initial six year period for the development of a nationwide HSIPR network.  Support priority investments in integrated passenger rail networks that connect both existing services and future high-speed service which can in turn influence mode shift to be more sustainable and efficient and have positive impacts on the environment.

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Page 124 of 156  Procure a fleet of state-owned, standardized, bi-level rolling stock to support existing and future intercity passenger service.  Continue partnerships at the federal, state, regional and local levels in support of future passenger rail investments which support safety, reliability, goods movement, job creation, sustainability, economic development, and quality of life.  Support lowering voter approval thresholds at the regional level in order to create new sources for passenger rail investments.  Support state efforts to dedicate a portion of cap and trade funds for public transportation systems and specifically for the development and improvement of an integrated passenger rail network.  Support streamlining of existing programs and policies to expedite efficient development of passenger rail improvements (e.g. RRIF, TIFIA).

While SJJPA was established to manage the San Joaquins, many San Joaquin passengers utilize multiple rail and bus services in their travels throughout the Sstate and a focus on coordination between the systems is critical for the success of all services. Coordination of schedules, fares, ticketing, trip planning and connecting buses will be a focus of future advocacy efforts and complement the intent of the statewide Guiding Principles.

The San Joaquins are in a unique position related to the proposed CA High Speed Rail (HSR) program. With the First Construction Segment slated for the Central Valley, there have been many differing opinions on the potential impacts to the San Joaquins. After much consultation with the affected communities and the CA High Speed Rail Authority (CHSRA), the SJJPA adopted and signed the “Joint Policy Statement” between SJJPA, CHSRA and Caltrans (shown as Figure 4.1). This agreement ensures SJJPA and the affected communities will be actively involved in any coordination, decisions, and/or service adjustments between the San Joaquins and the proposed HSR service. In addition, the CHSRA and Caltrans have acknowledged the importance of the San Joaquin service to the communities it services and have committed to working to “maintain and improve the San Joaquin Rail sService in conjunction with the implementation of high-speed rail.” The continued coordination with CHSRA and Caltrans is a high priority for the SJJPA as part of its efforts to advocate protecting and improving the entire San Joaquin service.

Although, the SJJPA has made significant progress in its efforts to advocate for the San Joaquin service since its formation in March of 2013, this work has just begun and will be an ongoing priority for the SJJPA. The San Joaquins continue to be one of the most consistent and fastest growing corridors in the nation, and yet the frequency of service has not increased in over a decade (it has not increased for over twenty years between

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Page 125 of 156 Oakland and Bakersfield). Advocacy for the San Joaquins and the CIPRP is critical for developing the much stronger political base of support needed to fund the future growth of the San Joaquin service.

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Page 126 of 156 13. ANNUAL FUNDING REQUIREMENT

The primary purpose of this Business Plan is to request the annual funds required by the SJJPA to operate, administer, and market the San Joaquin rail service for agreed- upon service levels. Previous chapters describe the proposed operating plan and strategies, planned service improvements, and capital improvements for FY 14/15. The ITA will set forth the fund request for FY 14/15 to identify the maximum amount of funds to be transferred to the SJJPA for FY 14/15 which will be incorporated into the FY 14/15 Legislative Budget process.

FY 2014/15 Operating Costs

Based on the current San Joaquin operations (which are consistent with the Overall Operating Plan and Operating Strategies presented in Chapter 6), Amtrak is negotiating the operating costs for the San Joaquin Service for FY 14/15 with the Caltrans Division of Rail. The administrative responsibility of the San Joaquin service remains with the State until there is a signed ITA. These negotiations are ongoing and the costs for the San Joaquin rail and Thruway bus services are currently not available. The San Joaquin Operating Costs for FY 14/15 will be the number that is agreed upon between Amtrak and the State – which will be reflected in the ITA.

FY 2014/15 Ridership and Revenue Projections

Ridership and revenue projections by Amtrak for FY 14 (October 2013 – September 2014) for the San Joaquin service suggest a modest 1.55% increase from FY 13 (increasing from 1.22 million in FY 13 to 1.24 million in FY 14).20 Amtrak forecasted an increase in ticket revenue of 5.48% (from $39.40 million to $41.56 million). FY 15 forecasts from Amtrak are not yet available. Amtrak’s FY 14 ridership and revenue forecasts are based upon current San Joaquin operations and are consistent with the Overall Operating Plan and Operating Strategies presented in this Business Plan. For the first third of FY 14 actual San Joaquin ridership is about 3.51% less than was forecast by Amtrak (383,746 actual vs. 397,687 forecast) and about 1.06% less than the ridership for FY 13 (383,746 actual vs. 387,857 actual adjusted21). For the first third of FY 14 actual San Joaquin ticket revenue is about 9.33% less than was forecast by Amtrak ($12.82 million actual vs. $14.14 million forecast) and about 5.35% less than the ticket revenue for FY 13 ($12.82 million actual vs. $13.54 million actual). If passenger revenues continue to be less than forecast for FY 14, the San Joaquin farebox ratio could drop significantly as a result of decreased revenue and increased operational costs. Cost increases due to the introduction of the Comet Car trainsets, and continuing PRIIA Section 209 Amtrak charges are seen as the primary reasons for the expected reduction in farebox ratio.

20 Amtrak Ridership Forecasts for San Joaquin service, Sept 2013 (provided by Caltrans DOR) 21 In FY 14, Amtrak began counting actual lifted ridership for multi-ride tickets (due to eTicketing), rather than the estimated multi-ride ridership previously used. The “actual adjusted” number for FY 13 uses the same method as FY 14.

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FY 2014/15 Marketing Expenses

For FY 14/15, SJJPA assumes $1.9 million for “Marketing Expenses”. This is in addition to the $1.2 million the Sstate funds Amtrak annually for media advertising. The FY 14/15 marketing expenses for the SJJPA are consistent with the marketing strategies presented in Chapter 11, and the 2013 State Rail Plan which states “$3.8 million is allocated to marketing expenditures for the San Joaquin and Pacific Surfliner routes”.22 SJJPA will develop various marketing programs and a detailed Marketing Plan. The marketing expenses represent only those direct expenses attributed to the SJJPA and do not include any costs for marketing programs provided solely by Amtrak or the State.

FY 2014/15 Administrative Expenses

SJJPA administrative costs for FY 14/15 are estimated at $1,304,98523. Funds are required for the SJJPA to provide administrative support for the San Joaquin service. The primary role of the SJJPA will be the day-to-day management of the San Joaquin service. As directed by the SJJPA, the Managing Agency staff will perform the following general functions:

 Plan, supervise, and implement (through contracted operators) San Joaquin train and Thruway bus services and related capital projects/programs;  Coordinate the daily activities with and monitor the performance of the contract operator and other contracted entities;  Work with BNSF and UPRR in the oversight of train dispatching and railroad related issues;  Develop and implement marketing, public information, communications, and advocacy programs;  Coordinate the planning and implementation of the San Joaquin service with the State as part of the statewide intercity rail system;  Coordinate with the State and CCJPA for the allocation of rolling stock for the San Joaquin service; and  Coordinate with local, regional, state, and federal agencies and organizations to promote improved connectivity and accessibility, integration with other modes, and sustainable development. Address connectivity and integration with the rest of the intercity rail network, both state rail corridors and long distance trains.

SJJPA selected the San Joaquin Regional Rail Commission (SJRRC) as their Managing Agency for an initial three-year term. SJRRC is the owner/operator of the Altamont Corridor Express (ACE) rail service between Stockton and San Jose.

22 Caltrans, 2013 State Rail Plan, May 2013 (page 86) 23 SJRRC Managing Agency Proposal to the SJJPA, July 15, 2013

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Page 128 of 156 SJRRC’s proposed shared and dedicated Managing Agency staffing for SJJPA for FY 2014-15 is shown on Table 13.1. SJRRC’s consolidated agency approach results in the most efficient and cost-effective management of the San Joaquin Valley’s two passenger rail services.

Table 13.1: Detailed SJJPA Staffing Plan for FY 2014-15

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Page 129 of 156

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Page 130 of 156 14. SEPARATION OF FUNDING

As identified in the Joint Exercise of Powers Agreement (JEPA) for the SJJPA, the Controller of the Managing Agency of the SJJPA shall perform the functions of Auditor and Controller of the SJJPA, and the Treasurer of the Managing Agency of the SJJPA shall perform the functions of Treasurer of the SJJPA. SJJPA has selected SJRRC as the Managing Agency for the SJJPA during the term of the ITA. SJRRC utilizes the Auditor-Controller and the Treasurer of the County of San Joaquin. SJRRC shall establish the appropriate accounting and financial procedures to insure that the funds appropriated and otherwise secured during FY 14/15 for SJJPA to support the San Joaquin Rail sService are solely expended to operate, administer, and market the San Joaquin Rail sService.

The ITA will include language confirming the State shall perform audits and reviews of financial statements of the SJJPA with respect to the San Joaquin Rail sService. In addition, per the Managing Agency Services Agreement between the SJJPA and the SJRRC, SJJPA will require that the Auditor-Controller shall provide for an annual independent audit of the accounts of SJJPA (pursuant to Section 6506 of the Government Code) within six (6) months of the close of the applicable fiscal years.

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Page 131 of 156 15. CONSIDERATION OF OTHER SERVICE EXPANSIONS AND ENHANCEMENTS

Planning and potential implementation for service expansion and enhancement beyond the state funding requirement for FY 14/15 and the existing 6 San Joaquin daily roundtrips will require securing capital improvements, additional operating funding and institutional agreements.

Although San Joaquin ridership and revenue has steadily increased over the years, there has been no additional frequency of service added between Oakland and Bakersfield in over two decades, and there has been no additional trains added between Sacramento and Bakersfield in more than twelve years. As compared to the Capitol Corridor (15 daily round trips between Oakland and Sacramento) and the Pacific Surfliner (112 daily round trips between Los Angeles and San Diego), the potential ridership for the San Joaquin service is particularly constrained by its much more limited frequency of service. San Joaquins ridership to/from Sacramento is most severely constrained with only two daily round trips between Sacramento and Bakersfield, with one of those trips arriving in Sacramento at 11:30 pm. Planning for the enhancement and expansion of the San Joaquin service is essential to ensure continued growth and increased benefits to the corridor and to the Sstate.

7th and 8th Daily Round Trips

Caltrans Division of Rail is currently working to complete the improvements needed for a 5th daily round trip between Oakland and Bakersfield (the 7th total San Joaquin daily round trip – with two between Sacramento and Bakersfield). The capital improvements needed for this 7th daily round trip are fully funded, underway, and expected to be completed by mid to late 2015. SJJPA will work with Caltrans to ensure that the 7th train is deployed within the next three years. Providing increased frequency of service is essential to the continued growth of ridership and revenue for the San Joaquins. Deployment of the 7th daily round trip is the highest priority for service expansion, and SJJPA will focus advocacy efforts on securing the required increase in state operating funds. Caltrans is also planning for and has identified the improvements needed for an 8th daily round trip (between Oakland and Bakersfield). It will also be a high priority for SJJPA to work with the State to secure the funding necessary for the capital improvements and the additional operating funds to enable the deployment of the 8th daily round trip.

Mid-Corridor Starts/Ends

Initiating early San Joaquin trains mid-corridor and having the last San Joaquin trains end mid-corridor may result in substantial increases in ridership and revenue. Historically all San Joaquin trains have run from one end of the corridor to the other. Currently, the first San Joaquin northbound train leaves Bakersfield at 4:55 am and arrives at Oakland (Jack London Square) at 11:00 am. The first northbound train to Sacramento leaves Bakersfield at 7:15 am and arrives at Sacramento at 12:30 pm. The

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Page 132 of 156 first southbound train leaves Sacramento at 6:40 am and arrives in Bakersfield at 12:02 pm. SJJPA will evaluate the estimated costs of mid-corridor train starts along with the compatibility of cycling the equipment for maintenance. Based upon the current San Joaquin run times, Merced appears to be a logical location to initiate mid-corridor service. In addition, Amtrak already uses Merced as a mid-point crewing location. A Merced start point enables trains to begin at round 5:00 am and arrive at Oakland, Bakersfield by 8:00 am. A 5:38 start from Merced would enable a train to arrive in Sacramento by 8:00 am. In addition, Amtrak already uses Merced as a mid-point crewing location. Merced is also the northern terminus of the initial operating section (IOS) for the proposed California high-speed rail system. Additionally, Fresno is by far the most heavily used San Joaquin station (for origins and destinations) and should also be evaluated as a potential location for mid-corridor starts/ends. SJJPA will work with Caltrans, BNSF and UPRR to evaluate the possibility of having the 7th and 8th daily round trips be used by San Joaquin trains which start and end mid-corridor.

Additional Service to Sacramento

There is a great potential market for the San Joaquin service to Sacramento if the frequency of service can be increased and offered at the right time of day. Currently there are only two daily round trips between Bakersfield and Sacramento. The northbound San Joaquin trains arrive in Sacramento at 12:30 pm and 11:30 pm. Nevertheless, Sacramento station has the fourth highest San Joaquin ridership with about 110,000 rail passenger/year and another 57,000 using the Thruway buses from Stockton to the Sacramento area. SJJPA will work with the State to evaluate ridership potential to Sacramento with more optimal rail service. Additionally, the more than $50 million in Prop 1A funding (high-speed rail) allocated to the Sacramento to Merced corridor in SB 1029 could be a funding source for CHSRASan Joaquin planning work for providing additional San Joaquin service to Sacramento and potentially some San Joaquin improvements associated with supporting the phased implementation of the high-speed rail system. SJJPA will work with CHSRA, CalSTA, Caltrans and the Central Valley Rail Working Group (CVRWG) to pursue improvements of the San Joaquin service to Sacramento.

Potential Additional Stations

Additional San Joaquin stations in key locations could improve access to the service and increase ridership. Working in partnership with local and regional agencies, SJJPA will assess viable new station locations, and promote the funding, design, and initiation of construction for new stations within the next three fiscal years. Additional potential stations discussed thus far include, Hercules, Berkeley, 65th Street Sacramento, Elk Grove, North Fresno, and North/Wwest Bakersfield. Contra Costa representatives have also suggested that another station in Eastern Contra Costa be evaluated in coordination with a mid-corridor start. Investigating potential additional stations in the San Joaquin Valley is particularly important to the future of the San Joaquin service considering the State’s plans for implementing HSR through the San Joaquin Valley.

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Page 133 of 156 With the implementation of HSR, the San Joaquin service should stop at additional communities not directly served by HSR to better complement HSR and become an important feeder service.

Planning for 90 mph maximum speed operations and other projects which can reduce travel times.

Increasing the maximum operating speed of the San Joaquin service in key locations could reduce travel times and improve reliability. In coordination with BNSF, UPRR and Caltrans, SJJPA will work to identify cost effective locations where the San Joaquin maximum speeds could be increased to 90 mph and the associated capital improvements which would be needed. Working with BNSF, UPRR, and Caltrans, SJJPA will also identify locations along the San Joaquin alignment where key track improvements (such as curve realignments) could increase speed and reduce travel times.

At-Grade Crossing Improvements, Grade Separations, and Wayside Horns

Accidents between intercity passenger rail services and vehicles predominately occur where the railroad track and a road cross at the same level. These are called “at-grade” crossings. There are hundreds of at-grade crossings along the San Joaquin route. SJJPA will work with BNSF, UPRR, CCJPA (where the route is shared), and Caltrans to develop a plan and prioritization for at-grade crossing improvements. This would include an inventory of all previous at-grade crossing incidents along the route, potential improvements and would identify key crossings which should be prioritized for future grade separation. Grade crossing improvements will increase safety and will also improve the performance of the San Joaquins and freight operations.

Wayside Horns are mounted on poles at an at-grade crossing and emit a sound which is directed at approaching motorists, pedestrians and bicycles on the roadway. Where these are deployed, they eliminate the need for trains to use their horns through at- grade crossings. It is estimated that the area of noise impact is about 10% of the area compared to a train mounted horn. Wayside horns have already been successfully deployed on the San Joaquin alignment in the City of Escalon (at four at-grade crossings). The deployment of Wayside horns at other locations along the San Joaquin route will be evaluated as a way of reducing community impacts from both the San Joaquin and freight operations.

Planning for additional service between Oakland and Bakersfield

Initiation of mid-corridor starts could greatly increase the viability for providing additional service between Merced and Oakland and Merced and Bakersfield. In addition, the San

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Page 134 of 156 Joaquin service will play an important role in providing rail connectivity to the Bay Area and Sacramento to the IOS of HSR. In coordination with BNSF, Caltrans has identified the capital improvements needed to deploy up to nine daily round trips between Bakersfield and Port Chicago (just east of Martinez). Building upon the 2013 State Rail Plan and the San Joaquin Corridor Service Development Plan, additional planning is needed to determine the improvements needed to increase San Joaquin service between Port Chicago and Oakland.

Network Integration Planning

CalSTA in coordination with rail transportation providers throughout California will be developing a “Network Integration Strategic Service Plan for the California Passenger Rail Network” throughout FY 2014-15. This statewide planning effort will include ridership and revenue forecasts, operations and services planning, capital improvement planning as well as network integration elements (fare integration, ticketing, joint timetables, etc.). The future improvement of the San Joaquin service will be a key element of this planning process. SJJPA will work closely with CalSTA throughout this planning effort which will provide key planning information for enhancing and expanding San Joaquin service.

Extension of San Joaquin Service

The 2013 State Rail Plan identifies a “San Joaquin Extension to Redding” as a potential expansion of the San Joaquin service. Extending rail service north from Sacramento to Redding would extend the San Joaquins 160 miles along the UPRR rail line serving Yuba/Sutter, Butte, Tehama and Shasta counties. This route is currently served by San Joaquin thruway buses with four daily round trips with stops at: Marysville, Oroville, Chico, Red Bluff, and Redding. In FY 2012 it is estimated that only 18,510 San Joaquin passengers used this thruway bus connection. The current population of the five counties is around 550,000. Redding is has the largest population of the cities potentially served with about 90,000, Marysville/Yuba City’s population is at about 87,000, Chico (which is home to Chico State University) has about 86,000 people, and Red Bluff about 15,000. The Coast Starlight has one daily round trip along the UP rail line (with stations at Chico and Redding), however the southbound Coast Starlight train arrives at Redding at 2:21 am and the northbound train leaves Redding at 3:14 am – providing for inconvenient access for travelers from this region. The 2013 State Rail Plan identifies that this corridor was studied in the 1995 “Northern Sacramento Valley Intercity Feasibility Study, Interim Findings Report” but is not included in SACOG’s regional transportation plan. Furthermore Caltrans notes that “UPRR—the owner/operator of this rail ROW—declined to consider additional passenger rail operations in this corridor beyond the daily Coast Starlight.”

SJJPA proposes to work with the State to develop new ridership and revenue forecasts for a potential extension of the San Joaquin service to Redding and to develop preliminary cost estimates. If the findings are encouraging, SJJPA will begin

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Page 135 of 156 discussions with the local and regional agencies and elected officials within the Redding – Sacramento Corridor as well as their representatives in the State Legislature to determine the level of interest in pursuing the extension of the San Joaquin service to Redding.

In addition to the potential extension of the San Joaquin service to Redding, SJJPA proposes to investigate continuing San Joaquin trains to serve the existing Oakland Coliseum/BART (Oakland Airport) station served by the Capitol Corridor. Extending the service just 5 more miles to this station would provide another direct link to BART, the Coliseum complex, and the new Oakland Airport Connector Automated Guideway Transit service which has begun testing and is scheduled to be operational this fall (see Figure 15.1). SJJPA will work with the Sstate and CCJPA to develop initial cost and ridership projections. SJJPA also will begin to explore the possibility of having some San Joaquin service in the future utilize the Altamont Corridor to bring San Joaquin service to additional Bay Area markets.

Figure 15.1 Oakland Airport Connector

Source: BART website, 2014

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Page 136 of 156 16. ROLES AND RESPONSIBILITIES: CALTRANS DOR AND SJJPA

Under the provisions of AB 1779, the State would continue to have prominent and very important roles with the San Joaquin intercity passenger rail service, even after the administration responsibility is turned over to SJJPA. The State will continue to provide the funding necessary for service operations, administration and marketing. Furthermore, the State would remain responsible for the development of the Statewide Rail Plan; the coordination and integration between the three state-supported intercity passenger rail services; the preparation of grant applications to the federal government; and the development of state budget requests – consistent with the role for the Capitol Corridor under the CCJPA agreement. The State remains the owner of the trainsets used for the San Joaquin and Capitol Corridor services and will continue to be responsible for the procurement of new equipment for the state-supported intercity passenger rail services. The ITA will describe the terms of use by SJJPA of car and locomotive trainsets and other equipment and property owned by the State and required for the San Joaquin service including the number of units to be provided, liability coverage, maintenance and warranty responsibilities, and indemnification issues.

SJJPA will work with CalSTA and Caltrans Division of Rail to reach agreement and fully define the roles and responsibilities of SJJPA and the State towards the operation, maintenance, planning, and improvement of the San Joaquin service. The agreed upon roles and responsibilities will be included as a key part of the ITA.

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Page 137 of 156 17. SAFETY AND SECURITY

Safety and Security Leadership

One of the most important single elements in developing improvement in safety and security is effective leadership from the most senior levels of the organization. A strong commitment from the very top is a given, but the purpose of further developing safety leadership for the San Joaquin Service is to:

• Strengthen the message of the importance of safety and security across all key managers; • Secure a common understanding of safety and security objectives, targets and goals of the Service; • Communicate the safety and security strategies and policies to managers; and • Share best practices in leadership behavior that creates and sustains a strong safety and security culture.

The focus of the SJJPA Safety and Security program is to develop a grass roots program increasing the public’s awareness of railroad safety and security in coordination with Amtrak and their current efforts along the San Joaquin Rail Corridor. The program will be focused on areas around stations, and at railroad crossings, with an emphasis on rural areas having private crossings in the Central Valley, including emergency preparedness drills in coordination with Amtrak.

SJJPA Safety and Security activities include working with the various stakeholders, including the State, SJJPA member agencies, Amtrak, Union PacificRR, Burlington NorthernSF, Operation Lifesaver, Department of Homeland Security (DHS), Bus Operators and First Responders along the San Joaquin Corridor on assessing current Operation Lifesaver, Emergency Preparedness and Security training efforts.

Developing a baseline of the training completed along the corridor and associated outreach efforts allow for the development of grass roots programs working with Amtrak on how to best utilize secured grant funds by both the SJJPA and Amtrak. This also provides a guide for the ability to leverage new grant funding and resources for updating programs and exercises. All program updates will include incorporating connecting bus routes and other rail services which connect with the San Joaquins.

Safety and Security Program FY 2014/2015 and 2015/2016

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Page 138 of 156 service corridor stakeholders and others including non-English speaking populations, agriculture and seasonal employees, school groups, driver education classes, community audiences, professional drivers, law enforcement officers and emergency responders. Components of the program include but not limited to:

1. Coordination of rail safety outreach to specific communities/populations based on safety data. 2. Coordination of Emergency Preparedness Training for corridor first responders. 3. Coordination of rail security awareness training for train crews, maintenance staff, bus operators and station agents. 4. Assist with coordination and monitoring of disaster simulations to ensure state and federal requirements are met. 5. Coordination of Emergency Preparedness Training for Passenger Operations that connect to the San Joaquin Service. Additionally, an ongoing component of the SJJPA Safety and Security Programs are regular meetings and coordination with the various stakeholders, including the State, SJJPA member agencies, Amtrak, Union PacificRR, Burlington NorthernSF, Operation Lifesaver, Department of Homeland Security (DHS), Bus Operators and First Responders along the San Joaquin Corridor to assess and increase public rail safety and security awareness efforts. Elements for improving safety and security awareness are to:

a) Assess current rail safety and security awareness efforts; b) Develop strategies for increasing safety and security awareness; b) Identify “hot spots” along the Corridor; c) Develop a targeted approach to rail safety and security training; and

d) Develop outreach programs that meet the needs of the public, as well as stakeholders.

Safety and Security Programs are ever evolving. As conditions changes so must the programs. The objectives of the SJJPA Safety and Security Program: is to instill a comprehensive safety culture that will govern all of the activities associated with the operations and maintenance of the service. Through the implementation a detailed system safety and security program that will play a key role the overall effort to ensure maximum safety and security for passengers, employees and the communities served.

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Page 139 of 156 18. STATION AREA DEVELOPMENT

There are great benefits to enhancing development patterns and increasing development densities near San Joaquin stations. In addition to potential benefits from minimizing land consumption needs for new growth, increased dense development near San Joaquin stations concentrates activity conveniently located to these stations. This promotes increased use of the San Joaquins, generating additional ridership and revenue to benefit the Sstate. It also accommodates new growth on a smaller footprint. Reducing the land needed for new growth should reduce pressure for new development on nearby habitat areas, in environmentally fragile or hazardous areas, and on agricultural lands. A dense development pattern can better support a comprehensive and extensive local transit and shuttle system, bicycle and pedestrian paths, and related amenities that can serve the local communities as well as provide access to and egress from San Joaquin stations. Benefits could also include relief from traffic congestion, improved air quality, more affordable housing, promotion of job opportunities, reduction in energy consumption, and better use of public infrastructure. Local governments will determine which mechanisms best suit each community and could be implemented to enhance the benefits possible from potential San Joaquin station area development.

Significant growth is expected in large areas of California. Increased development around San Joaquin stations, however, is consistent with and promotes the Sstate’s adopted smart growth principles and could be a catalyst for wider adoption of smart growth principles in communities near San Joaquin stations. San Joaquin stations are integrated into their communities and connected by local and regional transit can help the Sstate realize some of the principles of AB 32 and SB 375. With strong companion policies and good planning, San Joaquin stations should encourage infill development, help protect environmental and agricultural resources by encouraging more efficient land use, and minimize ongoing cost to taxpayers by making better use of existing infrastructure. The SJJPA is committed to cooperating with local communities to encourage development around San Joaquin stations appropriate to the scale and needs of each community directly served by the San Joaquins.

General Principles for Station Area Development Applying transit-oriented development (TOD) measures around rail stations is a strategy that works for large, dense urban areas, as well as smaller central cities and suburban areas. TOD can produce a variety of other local and regional benefits by encouraging walkable, bikable compact and infill development. Local governments play a significant role in implementing station area development by adopting plans, policies, zoning provisions, and incentives for higher densities, and by approving a mix of urban land uses. TOD measures for major facilities are generally applied to areas within about one-half mile of stations.

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Page 140 of 156 Station area development principles include the following features:

 Higher density development in relation to the existing pattern of development in the surrounding area, along with minimum requirements for density.  A mix of land uses (e.g., retail, office, hotels, entertainment, residential) and a mix of housing types to meet the needs of the local community. Different styles of TOD will be appropriate for different station areas.  A grid street pattern and compact pedestrian-oriented design that promotes walking, bicycle, and transit access with streetscapes that include landscaping, small parks, pedestrian spaces, bus shelters, lighting, wayfinding signs, bike lanes, and bike racks.  Building design that considers the continuity of the building sizes and that coordinates the street-level and upper-level architecture.  TOD areas typically have reduced parking requirements for retail, office, and residential uses due to their transit access and walkability. Sufficient train passenger parking is essential to the system viability, but the use of access by transit and other modes is encouraged.

Implementation of TOD at San Joaquin Stations The responsibility and powers needed to focus growth and station area development guidelines in the areas around San Joaquin stations reside primarily with local government. Key ways in which the SJJPA can help ensure that the San Joaquins become an instrument for encouraging maximizing implementation of station area development principles include:

1. Encourage local governments to prepare/update and adopt station area plans, amend city and county general plans, and promote TOD in the vicinity of San Joaquin stations.

Local governments can use a number of mechanisms to encourage higher density TOD in and around San Joaquin stations and to minimize undesirable growth effects. These include developing plans (such as specific plans, transit village plans, regional plans, and greenbelts), development agreements, zoning overlays, and, in some cases, use of redevelopment authority. Most successful contemporary examples of urban development are the product of long-term strategic planning. Local governments typically prepare long-term plans that focus growth at station areas. Regional plans are also typically used to coordinate station area development with existing urban areas and reserves for parks, agriculture, and natural habitat.

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2. Assist local governments in securing grants/funding for planning and implementing TOD around San Joaquin stations.

The SJJPA will use its influence to help local and regional governments in securing grants/funding for planning and implementing TOD around San Joaquin stations. The SJJPA will lobby the Sstate and federal government to create and maintain grant programs to provide financial assistance to cities and regions for TOD planning and implementation. The SJJPA will also support grant applications for TOD planning and implementation for San Joaquin stations. The SJJPA will provide assistance to cities and regional governments to increase awareness of existing and potential grant programs. The SJJPA is committed to working with host cities and other local agencies, in a cooperative manner, sharing data and information to enable each station area to benefit from the efforts and successes at other stations.

3. Require any new San Joaquin station location to be a multi-modal transportation hub with a preference for traditional city centers and will have TOD in the station area.

After the ITA is signed and administrative responsibility of the San Joaquins is transferred to the SJJPA, it will determine where any new San Joaquin stations may be located. To be considered for a station, the proposed site must have the potential to promote higher density, mixed-use, pedestrian accessible development around the station or be within an existing traditional city center or TOD area. Local government would be expected to promote TOD and to help finance and maintain station amenities and the public spaces needed to create an attractive pedestrian/bicycle environment.

4. Work with communities and organizations to support TOD and with developers to implement TOD.

The SJJPA will help educate communities throughout the San Joaquin Corridor about the benefits of TOD and improved San Joaquin service for helping to meet regional and statewide sustainability goals. The SJJPA will partner with organizations and local and regional agencies to encourage developers to implement TOD throughout the San Joaquin corridor.

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Page 142 of 156 San Joaquin Stations

The San Joaquin service has 18 rail stations. All of the San Joaquin stations are multimodal transportation hubs and most of the stations are located in traditional city centers. Table 18.1 presents the existing amenities and services at San Joaquin stations, as well as a preliminary assessment of their potential for new TOD. TOD opportunities are considered low at San Joaquin stations that are located in outlying areas away from the city centers/downtowns. The highest potential for new TOD at San Joaquin stations is likely to be in the major cities.

Table 18.1: San Joaquin Stations and TOD Potential

Within New TOD Station Existing Amenities/Transit Connectivity City Potential Center

Enclosed waiting room, ticket office, ticket machine, restrooms, phone, ATM, 165 overnight parking spaces, Sacramento Yes High Amtrak, Thruway Bus, Local and Regional Bus Services and Light Rail

Enclosed waiting room, ticket machine, phone, 380 Lodi Yes Medium parking spaces, Local and Regional Bus Services

Enclosed waiting room, ticket machine, phone, 143 Stockton–ACE parking spaces, Thruway Bus, ACE Commuter Rail and Yes Medium Bus Service

Enclosed waiting room, ticket office, ticket machine, Oakland–Jack restrooms, phone, ATM, 500 short-term and 500 long- Yes High London Square term parking spaces, Amtrak, Thruway Bus, Bus Service

Enclosed waiting room, ticket office, ticket machine, Emeryville restrooms, phone, ATM, 220 parking spaces, Amtrak, Yes Medium Thruway Bus, Bus Service

Platform with shelter, ticket machine, phone, 400 parking Richmond Yes Medium spaces, Amtrak, BART, Bus Service

Enclosed waiting room, ticket office, ticket machine, Martinez restrooms, phone, 220 parking spaces, Amtrak, Thruway Yes Medium Bus, Local and Regional Bus Services

Antioch Platform with shelter, ticket machine, 43 parking spaces, Yes Medium

SJJPA Draft Business Plan, JuneMarch 2014 81

Page 143 of 156 Within New TOD Station Existing Amenities/Transit Connectivity City Potential Center

Bus Service

Stockton– Enclosed waiting room, ticket office, ticket machine, No Low Amtrak restrooms, phone, 24 parking spaces,

Enclosed waiting room, ticket office, ticket machine, Modesto No Low restrooms, phone, 122 parking spaces, Bus Service

Platform with shelter, ticket machine, 8 parking spaces, Denair/Turlock No Low Dial-a-Ride

Enclosed waiting room, ticket office, ticket machine, Merced restrooms, phone, 46 parking places, Thruway Bus, Yes Medium Local and Regional Bus Services

Platform only, ticket machine, 19 parking spaces, Dial-a- Madera No Low Ride

Enclosed waiting room, ticket office, ticket machine, Fresno Yes High restrooms, phone, 109 parking spaces, Bus Service

Enclosed waiting room, ticket office, ticket machine, Hanford restrooms, phone, 47 parking spaces, Thruway Bus, Bus Yes Medium Service

Enclosed waiting room, ticket machine, restrooms, Corcoran Yes Medium phone, 90 parking spaces, Bus Services

Platform with shelter, ticket machine, 35 parking spaces, Wasco Yes Medium Bus Services

Enclosed waiting room, ticket office, ticket machine, Bakersfield restrooms, phone, ATM, 206 parking spaces, Thruway Yes High Bus Services, Bus Services

SJJPA Draft Business Plan, JuneMarch 2014 82

Page 144 of 156 SAN JOAQUIN JOINT POWERS AUTHORITY June 27, 2014

STAFF REPORT

Item 8 INFORMATION

San Joaquin Rolling Stock Update

Staff will present an update on the Comet Car performance and the overall Service Performance at the Board Meeting.

Page 145 of 156 SAN JOAQUIN JOINT POWERS AUTHORITY June 27, 2014

STAFF REPORT Item 9 INFORMATION California Intercity Passenger Rail (CIPR) Leadership Coalition Update

Background

The San Joaquin Joint Powers Authority (SJJPA) is working with the Capitol Corridor Joint Powers Authority, Los Angeles-San Diego-San Luis Obispo Joint Powers Authority, Coast Rail Coordinating Council, and the Coachella Valley-San Gorgonio Pass Corridor Rail Service to jointly advocate for the California Intercity Passenger Rail Program. This joint effort is referred to as the “California Intercity Passenger Rail (CIPR) Leadership Coalition”.

The CIPR Leadership Coalition worked hard over the last couple of months to successfully ensure that intercity rail was included as an important component of Cap & Trade allocations. This is a critical milestone for the CIPR Program since this will provide a much needed stable and ongoing source of capital funding for the CIPR program. The CIPR Leadership Coalition worked with Members of the Legislature and their staff and the Administration in support the Cap & Trade allocation program that was approved by the Legislature on June 15, 2014. Please see the attached June 13, 2014 letter of support from the CIPR Leadership Coalition and the summary of the Cap & Trade Allocation (for FY 14-15 and for subsequent years) below. The CIPR Leadership Coalition greatly appreciates the support it received from the California Transit Association (CTA). Please see the CTA Cap & Trade position attached.

Senator Jackson is the Chair of the Senate Select Committee on Passenger Rail. Senator Jackson and Senator Galgiani (a member of the Senate Select Committee) were critical in gaining support for CIPR being included in Cap & Trade. The CIPR Leadership Coalition is continuing to work to establish an Assembly Select Committee on Passenger Rail with Assemblymember Gray (Merced) as the Chair. The Select Committees will continue to work to increase state funding to improve and expand the program and to leverage these investments by advocating for additional federal rail funds.

CAP & TRADE ALLOCATION

The Budget Year Plan Agreed To June 15, 2014: • $25 million for Transit Operations or Capital [Local] – STA formula, ARB guidelines, Caltrans sign-off [similar to PTMISEA program] • $25 million for Transit Capital or Operations [State] – Includes bus transit, and commuter and intercity and urban light rail

Page 146 of 156 – Competitive at CTC, CalSTA review (presumably also per ARB guidelines) similar to Governor’s proposed January TBL • $130 million for Sustainable Communities and Housing – Transit/ATP/TOD eligible projects – Competitive at SGC for Sustainable Communities/ HCD for Housing (presumably with ARB guidelines and consultation with MPOs) • $200 million for Low-Carbon Transportation (including Zero-Emission Buses) • $250 million for High-Speed Rail

The Long-Term Plan (Budget Year +1+++) Agreed To June 15, 2014: • 5% pot for Transit Operations or Capital [Local] – STA formula, ARB guidelines, Caltrans sign-off [similar to PTMISEA program] • 10% for Transit Capital or Operations [State] – Includes bus transit, and commuter and intercity and urban light rail – Competitive at CTC, CalSTA review (presumably also per ARB guidelines) similar to Governor’s proposed January TBL • 10% pot for Sustainable Communities – Transit/ATP/TOD eligible projects – Competitive at SGC for Sustainable Communities/ HCD for Housing (presumably with ARB guidelines and consultation with MPOs) • 25% for High-Speed Rail • 10% for Housing • 40% for Energy, Low-Carbon Trans, Water, Waste Diversion, Weatherization – Program splits are not dedicated – Subject to annual appropriation by the Legislature

Recommendation

This is an information item. There is no action being requested.

Page 147 of 156

DATE: June 13, 2014

TO: Honorable Nancy Skinner Chair, Assembly Committee on Budget; and Honorable Mark Leno Chair, Senate Committee on Budget and Fiscal Review FROM: California Intercity Passenger Rail Agencies RE: Support for Ongoing Cap-and-Trade Revenue Allocations

On behalf of the state’s three existing and two emerging California Intercity Passenger Rail (CIPR) services, we write in support of the proposed ongoing dedicated allocation of Cap-and-Trade revenue to support transit and CIPR capital improvements and services.

We greatly appreciate that the budget proposal includes a 10% appropriation of total Cap-and-Trade revenues to transit and CIPR capital projects. We agree with the proposal as it is currently written and believe it is imperative that these funds be administered by the State.

 The allocation to CIPR will expedite current projects, now in the pipeline with the state’s freight railroads, into final design and construction;

 The allocation to CIPR will provide stability to transit and CIPR agencies who will have a solid multi-year appropriations and planning cycle allowing critical shovel-ready projects to make their way through the development queue;

 The allocation to CIPR will allow projects to be completed in advance of the implementation of the initial operating phases of the HSR system, such as o Added Capitol Corridor trains to Silicon Valley/San Jose and between Sacramento and Roseville; o Capacity increasing track upgrades for the Pacific Surfliner, including improvements to Los Angeles Union Station; o At least a 33% increase in service in the San Joaquin corridor. o Expansion of intercity service along the Coast (Coast Daylight) and to the Coachella Valley.

Sincerely,

James P. Spering John Pedrozo Fred Strong Dave Potter Chair, CCJPA Chair, SJJPA Chair, LOSSAN Chair, CRCC

Page 148 of 156 Cap and Trade Funds: Investing in Public Transportation Projects & Services to Reduce Greenhouse Gas Emissions

The public transit system members of the California Transit Association provided transit riders 1.4 billion passenger trips on public transportation last year. And we can do better, with growing state support. More – and more sustainable – mobility options for all citizens not only enhances our communities, strengthens economies, and reduces congestion, but focused investments in transit projects and services can reduce the greenhouse gas emissions that lead to global warming. And, given the vital role of expanded transit services identified in the published sustainable communities strategies called for in SB 375, substantial new state Cap and Trade dollars should be made available to transit agencies and for services and projects that contribute directly to California’s ability to meet AB 32 goals.

The California Transit Association commends for your consideration the following approaches to funding better public transportation and sustainable communities outcomes from state Cap and Trade revenue.

The initial proposal made by Governor Brown laid the groundwork for improvements in this regard, particularly as respects that proposal’s acknowledgement of the role local and regional transit systems, and state public transportation systems like high-speed rail, must play in combatting global warming and reducing greenhouse (GHG) gas emissions. Before the Legislature now is an opportunity to build on that foundation, and to tailor long-term transit and sustainable transportation solutions – based on existing programs, with strong state ground rules, regional oversight, and accountability to the taxpayers.

We also believe the long-term expenditure plan envisioned in Senator Steinberg’s proposal should be considered for action now; this is the time to put in place the innovative programs that will propel our transit systems forward, based on predicable funding, and allocated pursuant to strict GHG emission reduction rules set up by the state.

Proposal Details Specifically, the California Transit Association supports incorporation of the following elements into an overall framework for expenditure of Cap and Trade funds:

1. At least one-third of available Cap and Trade revenues should be allocated directly to public transportation operators and/ or be made available on a competitive basis for purposes that include transit projects and services.

2. The expenditure of such funds must only be for transit operating costs or transit capital costs that reduce greenhouse gas emissions, in accordance with AB 32 (The Global Warming Solutions Act of 2006) or its successor.

3. Expenditures of funds by public transportation operators under such programs must be for enhancements to existing transit service or for new or expanded transit services (including funding necessary to sustain pre-existing or recently-implemented service) relative to when the claim was submitted, or for equipment, vehicles, or facilities that reduce GHG emissions.

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4. In addition to making transit eligible under any program allocating Cap and Trade funds for sustainable communities implementation, it is necessary to also distribute separate and distinct funds to public transportation operators annually, using a widely accepted formula that ensures funding certainty, so that public transportation operators may plan for, put in place, and continually support the transit services that retain new riders and reduce GHG emissions. It also necessary to distribute – via a different allocation mechanism – separate funds to intercity rail agencies (that have not historically received formula funding from the state).

5. Specifically, there should be two different pots for direct allocations to transit agencies, one for those agencies historically receiving state formula funds, and one for those intercity rail transit agencies not historically receiving state formula funds, as follows:

a. Not less than 25% of total Cap and Trade funds made available specifically for public transit should be subject to the State Transit Assistance (STA) program (Public Utilities Code §§ 99313 & 99314) formula and process, and available to all public transit operators that currently receive STA funds from the state. Expenditures should be consistent with regional sustainable communities strategies adopted per SB 375, or with other applicable transportation plans that lower GHG emissions. [Please contact the California Transit Association for a copy of the more detailed proposal for how this program would work.]

b. Not less than 5% of total Cap and Trade funds made available specifically for direct allocation to public transit should be made available to intercity rail transit agencies that do not historically receive STA funds – e.g., the Pacific Surfliners, the San Joaquins, and the Capitol Corridor – and subject to an allocation methodology which ensures GHG reductions and appropriate oversight, to be determined by the Legislature and Administration in collaboration with those agencies.

6. And, at least 20% of Cap and Trade funds should be available for funding sustainable communities programs, and allocated pursuant to the specific proposal endorsed by the Transportation Coalition for Livable Communities (e.g. allocated to regional agencies per capita; subject to competition; rewarding integrated transportation and land use projects; etc.). All public transportation operators, including intercity rail agencies and commuter rail agencies, should be eligible for such funds.

7. The Air Resources Board in consultation with other state agencies should standardize the definition and measurement of GHG emission reductions by public transportation operators under these programs, and should establish the methods to be used by the MPOs, RTPAs, and LCTCs, for evaluation, monitoring, and verifying expenditure effectiveness. The state should also provide for accountability and transparency procedures or requirements, including public participation requirements, in the development of the proposed expenditure programs by public transportation operators and in the development and implementation of the compliance findings by the MPOs, RTPAs, or LCTCs, including provisions that cover expenditures proposed by an RTPA or LCTC that is also a public transportation operator.

8. In order to sustain and grow the kinds of transit investments described in this proposal, it is necessary that Cap and Trade dollars supplement existing state transit funding sources, including from the Public Transportation Account and through the original State Transit Assistance program. Cap and Trade dollars should not supplant these existing funding streams.

Page 150 of 156 SAN JOAQUIN JOINT POWERS AUTHORITY June 27, 2014

STAFF REPORT

Item 10 INFORMATION

Update on Interagency Transfer Agreement and Schedule

Staff will present an update on the Interagency Transfer Agreement (ITA) and the schedule for the ITA and Final Business Plan. Staff will summarize recent meetings with CalSTA and Caltrans regarding the ITA and the ITA schedule.

Page 151 of 156 SAN JOAQUIN JOINT POWERS AUTHORITY June 27, 2014

STAFF REPORT

Item 11 ACTION/INFORMATION

Administrative Matters

Correspondence: An e-mail from James Spitze regarding the Comet Car trainsets sent on June 18, 2014 is included as an attachment to this item. The other e-mails and letters received were input to the Draft SJJPA Business Plan and were included as attachments to Agenda Item 6. The Draft 2014 CA Freight Mobility Plan developed by CalSTA and Caltrans has been released. This planning effort is being guided by the California Freight Advisory Committee. Comments on the Draft 2014 CA Freight Mobility Plan are due on July 31, 2014. Please see the attached CA Freight Mobility Plan Fact Sheet and Delivery Schedule. The SJJPA will be coordinating with the California Freight Advisory Committee and will be providing input on the Draft 2014 CA Freight Mobility Plan. Fiscal Impact: There is no fiscal impact. Recommendation: There is no action being requested.

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June 18, 2014 e-mail

Dan -

What idiot replaced the modern 2-decker cars on AMTRAK 712 with those ancient one-decker ones that "have" WIFI only in theory but NOT in practice.

I ride that train from Richmond, CA to Fresno, CA every Friday morning … and was shocked and annoyed to discover those ancient cars and the non-existent WIFI last Friday. THERE WAS NO PUBLIC INPUT SOUGHT FROM THE PASSENGERS!

Someone needs to have their head examined.

My next email will go to Senator Feinstein asking her to have her staff look into this.

Cordially,

James M. Spitze Exec Dir., Fisher CIO Leadership Program, UC-Berkeley Chairman, SCC Sequoia, www.sccsequoia.com 510-409-2888 Mobile

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HOW TO PARTICIPATE The California State Transportation Agency (CalSTA) and the California Department of Transportation (Caltrans) are currently developing a state

freight plan, titled the California Freight Mobility Plan (CFMP). Per Assembly Bill WEBSITE: www.cfmp.dot.ca.gov 14 (Lowenthal, 2013) the CFMP will be a comprehensive plan that governs the immediate and long-range planning activities and capital investments of The website will be updated with the state with respect to the movement of freight. The CFMP will also comply the latest information as the with the relevant provisions of the federal Moving Ahead for Progress in the st plan is developed. 21 Century Act, which encourages each state to develop a freight plan.

E-MAIL: [email protected] CFMP Vision

As the national gateway for international trade and domestic commerce, You can join the CFMP e-mail California enhances economic competitiveness by collaboratively list to receive future notifications developing and operating an integrated, multimodal freight transportation system that provides safe, sustainable freight mobility. This system facilitates and information. Requests to the reliable and efficient movement of freight while ensuring a prosperous join the mailing list, questions, economy, social equity, and human and environmental health. and input can be directed by email. CFMP Goals 1. Economic Competitiveness: Improve the contribution of the California PUBLIC WORKSHOPS: freight transportation system to support economic efficiency, productivity, and competitiveness. Eight workshops will be held around the state to inform and 2. Congestion Relief: Reduce costs to users by minimizing congestion on the receive input from the public on freight transportation system. the draft CFMP. They will be held 3. Safety and Security: Improve the safety, security, and resilience of the between June 16 and July 31, freight transportation system. 2014. The workshop locations are Redding, Sacramento, 4. Freight System Infrastructure Preservation: Improve the state of good Oakland, Marina, Fresno, Los repair of the freight transportation system.

Angeles, San Bernardino, and 5. Innovative Technology and Practices: Use innovative technology and San Diego. More information on practices to operate, maintain, and optimize the efficiency of the freight the workshops will be posted to transportation system while reducing its environmental and community the website and distributed to impacts. the email list as it is finalized. 6. Environmental Stewardship: Avoid and reduce adverse environmental and community impacts of the freight transportation system.

Page 154 of 156 Collaboration Partners The CFMP is being prepared in parallel with Caltrans’ California Transportation Plan (CTP) 2040 which is a long-range transportation plan to achieve our collective vision for California’s future statewide, integrated, multimodal, sustainable transportation system. The CFMP is one of several Caltrans modal plans that will be integrated within the CTP.

In addition to the CTP working groups, the CFMP development is guided by the California Freight Advisory Committee (CFAC). The CFAC is an advisory committee to CalSTA and Caltrans consisting of a representative cross section of public and private sector freight stakeholders, including representatives of seaports, railroads, airports, trucking, shippers, carriers, freight-related associations, the freight industry workforce, regional and local governments, state and federal agencies, Tribal governments, and environmental, safety, and community organizations.

Schedule The CFMP Administrative Draft will be posted in early May 2014 and the CFMP Public Review Draft will be posted by mid-June 2014. The Public Comment Period will be between June 16 and July 31, 2014. During this time the public workshops will be held and the public can review the draft CFMP and submit comments to [email protected]. The submitted comments will be reviewed and incorporated as necessary, with the goal of finalizing the CFMP by December 31, 2014.

Page 155 of 156 California Freight Mobility Plan (CFMP) Delivery Schedule May 14, 2014

. May 14: California Freight Advisory Committee (CFAC) meeting

. May 28: CFMP Administrative Draft comments due

. June 16: CFMP Public Review Draft released for Public and CFAC review

. June 16 – July 31: CFMP Public Comment Period & Public Workshops

. July 31: CFMP Public Review Draft comments due

. August 28: Final draft CFMP posted for CFAC review

. September 10: CFAC meeting to discuss final draft CFMP

. September 30: Final CFMP comments due

. October 24: Final CFMP completed and circulated for signatures

. December 31: CFMP finalized by Dec. 31

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