CAPITOL CORRIDOR JOINT POWERS AUTHORITY MEETING of the BOARD of DIRECTORS Wednesday, April 21, 2021

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CAPITOL CORRIDOR JOINT POWERS AUTHORITY MEETING OF THE BOARD OF DIRECTORS Wednesday, April 21, 2021 | 10:00 a.m. | Virtual

Due to social distancing regulations in place, public participation will be via teleconference only.

You may join the CCJPA Board Meeting via Zoom as follows: • Call 1-669-900-6833. • Enter access code 970 2187 8471.

You may watch the Board Meeting live at www.capitolcorridor.org/ccjpa-board.

The full agenda packet, supplemental materials, and presentation materials will be available for download at www.capitolcorridor.org/ccjpa-board.

You may submit a public comment via the following methods: 1) Submit written comments: • Send email to [email protected]. • Indicate “Public Comment” as the subject line. • Please submit your comments as far in advance as possible. Emailed comments received by 2:00 pm on Tuesday, April 20th will be provided to the Board in advance of the meeting and will be included as part of the permanent Meeting record. Comments received after that time will be provided to the Board following the Meeting; or 2) Submit verbal comments: • Call 1-669-900-6833. • Enter access code 970 2187 8471. • Dial *9 to raise your hand when you wish to speak. • Public comment is limited to three (3) minutes per person, per item.

AGENDA I. Call to Order II. Roll Call and Pledge of Allegiance III. Report of the Chair IV. Consent Calendar Action 1. Approval of Minutes of the February 17, 2021 Meeting 2. Suisun-Fairfield Station Lighting and Waiting Shelter Improvements 3. CCJPA/Union Pacific Railroad Right-of-Way Maintenance Agreement V. Action and Discussion Items 1. FY 2021 Operations Budget and Service Modification Action 2. Annual Business Plan Update (FY 2021-22 – FY 2022-23) Action* 3. CCJPA/El Dorado County Transit Authority Bus Service Action 4. Legislation and Funding – State and Federal Action 5. Capital Projects Update - Davis Signal Upgrade and Station Design Info 6. Oakland Waterfront Ballpark District Project Draft EIR: CCJPA Comment Letter Info 7. Managing Director’s Report Info 8. Work Completed Info a. Capitol Corridor Spring Schedule Change

b. Annual Business Plan Update Public Workshops c. Corridor Conversations: California Intercity Passenger Rail Leadership Roundtable d. Marketing and Communications Activities (February 2021 – March 2021) 9. Work in Progress Info a. California Passenger Information Display System (CalPIDS) Modernization b. South Bay Connect c. Link21 Program (formerly New Transbay Rail Crossing) d. Surfliner Door Panels Replacement e. Davis Crossovers and Signal Replacement f. Agnew Siding in Santa Clara g. Sacramento to Roseville Third Track Phase 1 h. California Integrated Travel Program (Cal ITP) i. Upcoming Marketing and Communications Activities VI. Board Director Reports VII. Public Comment VIII. Adjournment. Next Meeting Date: 10:00 a.m., June 16, 2021

The CCJPA Board reserves the right to take action on any agenda item. Consent calendar items are considered routine and will be enacted, approved, or adopted by one motion unless a request for discussion or explanation is received from a CCJPA Board Director or from a member of the audience.

*Approval of the business plan requires an affirmative vote of at least two-thirds (11) of the appointed members.

Item IV.1 (Consent)

CAPITOL CORRIDOR JOINT POWERS AUTHORITY Regular Board Meeting

Capitol Corridor Joint Powers Authority Board of Directors Minutes of the 120th Meeting February 17, 2021

The 120th meeting of the Board of Directors of the Capitol Corridor Joint Powers Authority (CCJPA) was held at 10:00 a.m., Wednesday, February 17, 2021, via teleconference, pursuant to Governor Gavin Newsom’s Executive Order N-29-20 and the California Shelter-in-Place mandate. Chair Saylor presided; Patricia K. Williams, Recording Secretary.

I. Call to Order. Chair Saylor called the meeting to order at 10:00 a.m.

II. Roll Call and Pledge of Allegiance.

Directors present: Don Saylor, Yolo County Transportation District (YCTD); Raul Peralez, Santa Clara Valley Transportation Authority (SCVTA); Bevan Dufty, San Francisco Bay Area Rapid Transit District (BART); Lucas Frerichs, YCTD; Jim Holmes, Placer County Transportation Planning Agency (PCTPA); Bruce Houdesheldt, PCTPA; Janice Li, BART; John McPartland, BART; Steve Miller, Sacramento Regional Transit District (SRTD); Rebecca Saltzman, BART; Harry Price, Solano Transportation Authority (STA); Robert Raburn, BART; Jim Spering, STA; and Lisa Gillmor, SCVTA.

Absent: Director Kerri Howell, SRTD. Director Debora Allen, BART, and Director Lucas Frerichs, YCTD, entered the Meeting later.

Director Frerichs entered the Meeting.

III. Report of the Chair. Chair Saylor gave instructions on the virtual meeting, accessing presentation materials online, Public Comment, and Board Members’ remarks. Chair Saylor also gave thanks to the exiting Directors, Director Allard, and Director O’Neill. Chair Saylor welcomed Director Houdesheldt and Director Gillmor. Chair Saylor thanked staff members, Rose Poblete, Treasurer, and Patricia Williams, Recording Secretary for their careers at CCJPA.

Director Allen entered the Meeting.

IV. Consent Calendar.

Director Saltzman moved the adoption of Item IV.1, Approve Minutes of the November 18, 2020 Meeting; IV.2, Resolution No. 21-1, In the Matter of Approving the State Rail Assistance Administrative/Budget Update; and Item IV.3, Resolution No. 21-2, In the Matter of Entering into Cooperative Agreements with the San Joaquin Regional Rail Commission and the San Joaquin Joint 3

Powers Authority for Design, Installation, Operation, and Maintenance of California Passenger Information Display System. Director Miller seconded the motion.

Director Houdesheldt abstained from the motion.

The motions brought by Director Saltzman and seconded by Director Miller carried by roll call vote. Ayes: 12 – Directors, Saylor, Peralez, Dufty, Frerichs, Holmes, Li, McPartland, Miller, Saltzman, Raburn, Spering, and Gillmor. Noes: 0. Abstentions: 1 – Director Houdesheldt. Absent: 1 – Director Howell.

V. Action and Discussion Items.

1. COVID-19 Update Impact of and Response Update. Robert Padgette, Managing Director, gave opening remarks. Leonel (Leo) Sanchez, Deputy Managing Director, presented the item, highlighting ridership recovery; service restoration; front line safety; service modifications, federal emergency relief support; and budget projections. Mr. Padgette gave remarks about the equipment issue.

Recording Secretary Williams announced that Mike Barnbaum had submitted a written comment that was previously provided to the Board.

The item was discussed.

2. CCJPA FY 2020-2021 Budget Update: Amtrak Operations – February 2021 through September 2021. Catherine Relucio, Manager of Budget, and Administration, presented the item, highlighting the second Fiscal Year (FY) 2021 Annual Allocation letter from the California State Transportation Agency, Amtrak Operations, and funding allocations in the FY 21 budget.

Chair Saylor invited questions or comments from the Board on Item V.2. No comments were received.

Director Price exited the Meeting.

Director Raburn moved the adoption of Resolution No. 21-3, In the Matter of Adopting the Updated CCJPA Fiscal Year 2021 Budget: Amtrak Operations – February – September 2021. Director McPartland seconded the motion, which carried by roll call vote. Ayes: 14 – Directors Saylor, Peralez, Allen, Dufty, Frerichs, Holmes, Houdesheldt, Li, McPartland, Miller, Saltzman, Raburn, Spering, and Gillmor. Noes: 0. Absent: 2 – Directors Howell and Price.

3. The CCJPA/Amtrak FY 2021 Operating Agreement – February through September 2021. Budget and Administration Manager Relucio presented the item, highlighting the approval of the four-month extension of FY 20 Operating Agreement that aligns with the funding from the state and would be incorporated with the remaining eight months of FY 21.

The item was discussed.

Director Raburn moved the adoption of Resolution No. 21-4, In the Matter of Approving of the Agreement for the Provision of Rail Passenger Service (“FY 2021 Operating Agreement”) between the National Railroad Passenger Corporation and the Capitol Corridor Joint Powers Authority. Director Frerichs seconded the motion, which carried by unanimous roll call vote. Ayes: 14 – Directors Saylor, Peralez, Allen, Dufty, Frerichs, Holmes, Houdesheldt, Li, McPartland, Miller, Saltzman, Raburn, Spering, and Gillmor. Noes: 0. Absent: 2 – Directors Howell and Price.

4. Legislative Matters/ Federal and State Funding. Managing Director Padgette presented the item, highlighting the December 2020 COVID Relief Package; American Rescue Plan; and Reauthorization of Fast Act.

Recording Secretary Williams announced that Mike Barnbaum had submitted a written comment that was previously provided to the Board.

The item was discussed.

Director Price entered the Meeting.

Director Dufty exited the meeting.

5. Federal FAST Act Reauthorization Ad Hoc Subcommittee. Chair Saylor gave opening remarks to establish an Ad Hoc Subcommittee, appointed by the CCJPA Chair and Managing Director Padgette to guide CCJPA’s input into the passenger rail component of the Federal Reauthorization of the FAST Act in the upcoming year.

Director Saltzman moved the adoption of Resolution No. 21-5, In the Matter of Ad Hoc Subcommittee for Federal FAST Act Reauthorization.

The item was discussed.

The motion brought by Director Saltzman and seconded by Director Li carried by roll call vote. Ayes: 14 – Directors Saylor, Peralez, Allen, Frerichs, Holmes, Houdesheldt, Li, McPartland, Miller, Saltzman, Price, Raburn, Spering, and Gillmor. Noes: 0. Absent: 2 – Directors Dufty and Howell.

6. Advertising Services to Support the FY 21 Marketing and Communications Program. Managing Director Padgette gave opening remarks. Priscilla Kalugdan, Manager of Capitol Corridor Marketing and Communications, presented the item, highlighting the continuance of the current advertising campaign to communicate health and safety; phases of travel recovery; and the marketing plan.

Chair Saylor invited questions or comments from the Board on Item V.6. No comments were received.

Director Miller exited the Meeting.

Director McPartland moved the adoption of Resolution No. 21-6, In the Matter of Authorizing Staff to enter Contract for Advertising Services to Support the FY21 Advertising Campaign. Director Raburn seconded the motion, which was carried by a unanimous roll call vote. Ayes: 13 – Directors Saylor, Peralez, Allen, Frerichs, Holmes, Houdesheldt, Li, McPartland, Saltzman, Price, Raburn, Spering, and Gillmor. Noes: 0. Absent: 3 – Directors Dufty, Howell, and Miller.

7. Capital Projects Update. Managing Director Padgette gave opening remarks and introduced Robert Powers, General Manager of BART. Robert Powers discussed the partnership between BART and Capitol Corridor.

8. Link21 Program Update and Bay Area Council Economic Institute Report Briefing. Camille Tsao, Manager of Special Projects at Capitol Corridor, noting that the Link21 Program is in the Plan Bay Area 2050; website launch; and developing program concepts. Jeff Bellisario, Bay Area Council Economic Institute, presented the pre-pandemic megaregional trends in 21 counties; population trends; and commutes. Greer Cowan, Bay Area Council Economic Institute, presented the megaregion post-pandemic report; employment trends; shifted housing preferences; megaregional economic benefits.

The item was discussed.

Director Li exited the Meeting.

Chair Saylor invited comment from the Public on Item V.8.

BART Director Elizabeth Ames addressed the Board.

9. Managing Director’s report, Managing Director Padgette presented the item, highlighting the Capitol Corridor Spring schedule change; FY2020 Annual Performance Report; Service Report; Customer Service Report; and appreciation of staff members, Patricia K. Williams, and Rose Poblete.

Recording Secretary Williams noted that a written comment from Mike Barnbaum was submitted to the Board.

10. Work Completed and 11. Work in Progress. Managing Director Padgette announced that Items V.10 and V.11 would be brought before the public for comments and questions.

Chair Saylor invited comments for Items V.10 and V.11.

Item was discussed.

The following individuals addressed the Board:

James Zeng BART Director Elizabeth Ames Yong

VI. Board Member Reports. Chair Saylor invited Board Member reports. Director Houdesheldt introduced himself and he expressed his interests.

VII. Public Comment. Chair Saylor invited comments from the public. Doug Kerr addressed the Board.

VIII. Adjournment. The Meeting adjourned at 11:54 a.m.

Next Meeting Date: 10:00 a.m., April 21, 2021.

Item IV.2 (Consent)

CAPITOL CORRIDOR JOINT POWERS AUTHORITY

______MEMORANDUM

TO: Capitol Corridor Joint Powers Authority Board DATE: April 16, 2021

FROM: Robert Padgette Managing Director, CCJPA

SUBJECT: Suisun-Fairfield Station Lighting and Waiting Shelter Improvements

PURPOSE For the CCJPA Board to approve the Suisun-Fairfield Station Lighting and Waiting Shelter Improvements Project.

BACKGROUND The Solano Transportation Authority (STA) and Suisun City propose to improve passenger safety and comfort at the Suisun-Fairfield station (Project) for Capitol Corridor passengers. The improvements will include additional lighting on the boarding platform and additional waiting shelters to provide passengers protection from wind and weather.

Especially during the winter months, the Suisun-Fairfield Train Station currently lacks adequate lighting to make riders feel safe and comfortable as they wait for their trains, navigate the station, or make their way to and from the adjacent parking facility. Enhanced lighting provided by the new twin-arm lamp posts will increase actual and perceived safety while preserving the character of the historic Suisun-Fairfield Train Station.

Existing seating on the platform is limited to short, exposed benches where windy conditions exist. The new shelters will incorporate additional seating and a shatter-proof glass enclosure to provide warmth to passengers without compromising visibility. Destination signage will be removed and incorporated into the shelter design to minimize crowding the platform area. These upgrades will positively impact the waiting experience of Capitol Corridor riders.

With a goal of enhancing the safety and comfort for Capitol Corridor passengers at the Suisun-Fairfield station, CCJPA proposes to support the lighting, seating, and shelter improvements using Minor Capital Improvement Program (MCIP) funding allocated by the California State Transportation Agency (CalSTA).

RECOMMENDATION The SCG recommends that the CCJPA Board approve a budget of not-to-exceed $303,500 in MCIP funding to implement the Project and authorize the CCJPA Executive Director or his designee to execute all necessary and appropriate actions for the implementation of the Project.

Motion: The CCJPB adopts the attached resolution.

BEFORE THE CAPITOL CORRIDOR JOINT POWERS AUTHORITY BOARD OF DIRECTORS

In the Matter of Suisun Suisun-Fairfield Lighting and Waiting Shelter Improvements/ Resolution No. 21-7

WHEREAS, the Suisun-Fairfield Train Station lacks adequate lighting to make riders feel safe and comfortable as they wait for their trains; and

WHEREAS, The Suisun-Fairfield Train Station is located near the Suisun Marsh and is often subject to windy conditions; and

WHEREAS, Existing seating on the platform is limited to short, exposed benches; and

WHEREAS, The Solano Transportation Authority (STA) proposes to make improvements to improve passenger safety and safety at the Suisun-Fairfield station (Project); and

WHEREAS, The Project improvements will include additional lighting on the boarding platform and additional waiting shelters to provide passengers protections from wind and weather; and

WHEREAS, CCJPA Staff have identified funding from the Minor Capital Improvement Program (MCIP) available to fund this Project; and therefore, be it

RESOLVED, that the CCJPA Board does hereby approve a budget of not-to-exceed $303,500 of MCIP funding to implement the Project and authorize the CCJPA Executive Director or his designee to execute all necessary and appropriate actions for the implementation of the Project; AND BE IT FURTHER RESOLVED, that the CCJPA forthwith transmit a copy of this resolution to STA and Caltrans.

# # #

ACTION: DATE: ATTEST: Ayes:

______Noes: Jacqueline Edwards Secretary Abstain:

Item IV.3 (Consent)

CAPITOL CORRIDOR JOINT POWERS AUTHORITY ______

MEMORANDUM

TO: Capitol Corridor Joint Powers Authority Board DATE: April 16, 2021

FROM: Robert Padgette Managing Director, CCJPA

SUBJECT: CCJPA/Union Pacific Railroad Right-of-Way Maintenance Program

PURPOSE For the CCJPA Board to approve the continuation of the CCJPA/UPRR Right-of-Way (ROW) Maintenance Program to enhance right-of-way safety, security, and improvements to reduce trespasser access and delays.

BACKGROUND In December of 2017, CCJPA and UPRR partnered together to develop a program to identify and mitigate safety/security concerns along the UPRR ROW. The ROW program includes maintenance, safety, and security improvements funded by State Rail Assistance (SRA) funding to reduce trespasser access, address vegetation overgrowth, add and repair security barriers/fences, and remove homeless encampments along the ROW, including: • UPRR contracted maintenance company for ROW cleanup • Expanded metal security fencing • Rip rap or other similar ground cover material • Security pipe gates

The CCJPA experiences illegal dumping and trespasser incidents in many areas along the Capitol Corridor route. This has resulted in injuries and fatalities to trespassers, delays to train service, damage to equipment and property, and additional costs to the service. Separately, the CCJPA continues to pursue education and enforcement activities to dissuade the public from trespassing on the tracks. However, experience has shown that cleanup activities, fencing and other security improvements are the most effective ways to keep people off the tracks. These actions help decrease trespasser fatalities as well as delays caused by debris on the tracks.

The estimated cost of the ROW safety program improvement program is $1.4 million per year or a total not- to-exceed budget of $7 million for the five-year program. CCJPA staff has identified State Rail Assistance (SRA) funding to support the ROW safety enhancement program.

RECOMMENDATION The SCG recommends that the CCJPA Board approve a budget of not-to-exceed budget of $7 million to provide ROW cleanup, installation of security fencing and other improvements, and authorize the CCJPA Executive Director or his designee to enter into agreements for the implementation of the Project.

Motion: The CCJPB adopts the attached resolution. 10

BEFORE THE CAPITOL CORRIDOR JOINT POWERS AUTHORITY BOARD OF DIRECTORS

In the Matter of Authorizing the CCJPA/Union Resolution No. 21-8 Pacific Railroad (UPRR) Right-of-Way (ROW) Maintenance Agreement

WHEREAS, In December of 2017, CCJPA and Union Pacific Railroad (UPRRR) partnered together to develop a program for Right-of-Way (ROW) maintenance, safety, and security improvements to reduce trespasser access.; and

WHEREAS, the passage of SB-1 has provided CCJPA with State Rail Assistance (SRA) funding for three years to support the CJPA/UPRR ROW Maintenance program through March 31, 2021; and

WHEREAS, the success of the ROW maintenance partnership has demonstrated that cleanup activities, fencing, and other security and safety improvements are the most effective ways to decrease trespasser fatalities and delays caused by trespasser incidents and debris on the tracks; and

WHEREAS, the estimated cost of the ROW safety program improvement program is $1.4 million per year or a total not-to-exceed budget of $7 million for the five-year program, and

WHEREAS, at its November 2020 meeting, the CCJPA Board of Directors has authorized CCJPA staff to allocate the necessary State Rail Assistance (SRA) funding to support the ROW safety enhancement program for the upcoming five years; and

RESOLVED, that the CCJPA Board does hereby authorize a budget of not-to-exceed $1.4 million dollars per year (or $7 million for the five year program) in SRA funding, and further authorize the CCJPA Executive Director or his designee to submit and execute any actions and agreements to complete the Project; and

BE IT FURTHER RESOLVED, that the CCJPA Board transmits this resolution to UPRR, Caltrans, and any project and funding partners.

# # #

ACTION: DATE: ATTEST: Ayes:

______Noes: Jacqueline Edwards Secretary Abstain:

Item V.1

CAPITOL CORRIDOR JOINT POWERS AUTHORITY

______MEMORANDUM

TO: Capitol Corridor Joint Powers Authority Board DATE: April 16, 2021

FROM: Robert Padgette Managing Director, CCJPA

SUBJECT: CCJPA FY 2020-21 Budget and Service Modification: Amtrak Operations for June – September 2021

PURPOSE For the CCJPA Board to adopt the modified CCJPA FY 2021 Amtrak Operations budget for June – September 2021.

BACKGROUND Pursuant to the Interagency Transfer Agreement, the Secretary of California State Transportation Agency (CalSTA) is required to allocate funds in the state budget to cover the CCJPA’s annual budget for the period covering July 1 to the following June 30. The CalSTA Secretary transmitted the initial FY 2021 Allocation Letter to the CCJPA on July 9, 2020 (approved September 2020, Resolution 20-13) and provided to CCJPA early approval of administrative and marketing elements of the FY 2021 Annual Business Plan (ABP) necessary to support the CCJPA’s activities in managing the Capitol Corridor service.

On September 23, 2020, CCJPA received the FY 2021 Amtrak Operations allocation from CalSTA for the first four months of FY 2021, October 2020 – January 2021 (approved November 2020, Resolution 20-18). CCJPA received a second allocation letter from CalSTA to support Amtrak Operations on January 29, 2021,which provided approval of ABP operations for the remainder of FY 2021 (eight months of service from February through September 2021) based on the reduced level of service at the time of approval (approved February 2021, Resolution 21-3).

In March 2021, President Biden signed the American Rescue Plan Act of 2021 which provided additional relief funding to Amtrak, allocating $13.4 million to offset costs to run the Capitol Corridor state-supported intercity passenger rail service.

Due to positive ridership trends as a result of vaccination progress in the region and anticipated increased ridership demand in the summer, Capitol Corridor is planning to increase service to 22 weekday trains and 18 weekend trains, as well as to reinstate food service onboard the trains, effective June 7, 2021. An additional ABP approval letter for FY 2021 Amtrak Operations received on April 15, 2021 approves the service increase and provides modified budget from CalSTA for the final four months of the fiscal year, June – September 2021. The allocation letter provides additional FY 2021 Operations funding in the amount of $2.82 million to support the service increase which is based on

a conservative revenue projection. Capitol Corridor is required to first expend federal relief funds to support FY 21 operating costs, followed by FY 20 Surplus Operations funds, prior to using the allocated FY 2021 Operations funding.

CCJPA will continue to work together with our State partners, the California Intercity Passenger Rail partners, and Amtrak to ensure that costs and revenues align in a manner that allows us to support the current level of service and propose future increases. COVID-19 has significantly impacted ridership and revenue of the services, and, as a result, fiscal results will continue to be closely monitored in the months ahead.

RECOMMENDATION It is recommended that the CCJPA Board, in accordance with Section 8.1 of the Amended Joint Exercise Powers Agreement to Establish the CCJPA, authorize the restoration of train service to 22 weekday and 18 weekend trains, as well as the reinstatement of onboard food service. As well, it is recommended that the CCJPA Board of Directors authorize the additional FY 21 Operations funding allocated by CalSTA in the amount of $2.82 million and $13.4 million in American Rescue Plan Relief funding provided to Amtrak to offset Capitol Corridor operations costs.

Motion: The CCJPA Board adopts the attached resolution.

BEFORE THE CAPITOL CORRIDOR JOINT POWERS AUTHORITY BOARD OF DIRECTORS

In the Matter of Adopting the Updated CCJPA Resolution No. 21-9 Fiscal Year 2021 Budget: Amtrak Operations – June – September 2021

WHEREAS, On July 9, 2020, the CCJPA received the FY 2020-21 allocation letter from the Secretary of the California State Transportation Agency (CalSTA) providing $9,05to the CCJPA to support its administrative management of the Capitol Corridor service for FY 2021; and

WHEREAS, the FY 2021 Annual Business Plan (ABP) was developed before the COVID-19 global pandemic which caused a dramatic reduction in ridership and revenue across the statewide system, and approval of the FY 2021 Amtrak Operations budget was deferred while CCJPA staff worked with CalSTA, Caltrans, and Amtrak to develop updated Operations estimates based on both the temporary reduced train service (55% of normal service), planned resumption of the Capitol Corridor service, and additional cost saving actions identified; and WHEREAS, on September 23, 2020, CCJPA received the FY 2021 Amtrak Operations allocation from CalSTA for October 2020 – January 2021 (four months) in the amount $18,501 incorporating the Federal CARES Act funding and FY 2020 Surplus Operating funds to support the temporary reduced service operations under specific operating requirements in the first four months of FY 2021; and WHEREAS, on January 21, 2021, CCJPA received a second FY 2021 Amtrak Operations allocation from CalSTA for February – September 2021 which provides a conservative estimate of total revenue at $3.3 million, operating cost estimate in the amount of $28.69 million, and total amount to fund the service at $25.39 million; and WHEREAS, due to positive ridership trends as a result of vaccination progress in the region and anticipated increased ridership demand in the summer, Capitol Corridor is planning to increase service to 22 weekday trains and 18 weekend trains, as well as reinstate food service onboard the trains, effective June 7, 2021.

WHEREAS, on April 15, 2021, CalSTA provided an additional ABP approval letter approving the service increase and providing a modified budget for the final four months of the fiscal year, June – September 2021; and

WHEREAS, the April 15th allocation letter provides additional FY 2021 Operations funding from CalSTA in the amount of $2.82 million to support the service increase described above which is based on a conservative revenue estimate; and

WHEREAS, In March 2021, President Biden signed the American Rescue Plan Act of 2021 which provided additional relief funding to Amtrak, allocating $13.4 million to offset costs to run the Capitol Corridor state-supported intercity passenger rail service; and

WHEREAS, Capitol Corridor is required to first expend federal relief funds for FY 21 operating costs, followed by FY 20 Surplus Operations funds, prior to using the allocated FY 2021 Operations funding; and therefore be it

RESOLVED that the CCJPA Board, in accordance with Section 8.1 of the Amended Joint Exercise Powers Agreement to Establish the CCJPA, authorize the restoration of train service to 22 weekday and 18 weekend trains, as well as reinstatement of onboard food service, and also authorize the additional FY 21 Operations funding in the amount of $2.82 million and $13.4 million in American Rescue Plan Relief funding provided to Amtrak to offset Capitol Corridor operations costs; AND BE IT FURTHER RESOLVED, that the CCJPA Board forthwith transmit a copy of this resolution to the California State Transportation Agency, and California Department of Transportation Division of Rail and Mass Transportation.

# # #

ACTION: DATE: ATTEST: Ayes:

______Noes: Jacqueline Edwards Secretary Abstain:

Item V.2

CAPITOL CORRIDOR JOINT POWERS AUTHORITY ______MEMORANDUM

TO: Capitol Corridor Joint Powers Authority Board DATE: April 16, 2021

FROM: Robert Padgette Managing Director, CCJPA

SUBJECT: Draft CCJPA FY 2021-22 – FY 2022-23 Annual Business Plan Update

PURPOSE For the CCJPA Board to approve the Draft CCJPA FY 2021-22 – FY 2022-23 Annual Business Plan Update.

BACKGROUND The draft FY 2021-22 – FY 2022-2023 Annual Business Plan (ABP) Update was released for public review on March 12, 2021. Public workshops for the ABP were held March 16-19, 2021. Comments received during the public review process have been incorporated as appropriate. At the April 21, 2021 meeting, CCJPA staff will present the draft ABP to the CCJPA Board for approval. The draft ABP and summary of public comments received are provided to the CCJPA Board for review in the supplemental materials. This year, the Board-approved draft ABP will be finalized and submitted to the Secretary of the California State Transportation Agency (CalSTA) by May 1, 2021, an adjusted timeline due to the impacts of the COVID-19 pandemic.

Due to the COVID-19 global pandemic, CCJPA reduced service beginning in March 2020 and will continue to operate a temporary reduced operating plan for train and bus service into the first quarter of FY 2021-22 with a goal to transition to full service in the second quarter. For the purposes of budget forecasting, the business plan reflects these presumed service levels but may need to be adjusted based on changing health and financial conditions.

FY 2021-22 FY 2022-23 Capitol Corridor Route Q1, Reduced Service Q 2 – 4, Full Service Q 1 – 4, Full Service Sacramento – 22 weekday (18 30 weekday (22 30 weekday (22 Oakland weekend) trains weekend) trains weekend) trains Oakland – San Jose 14 daily trains 14 daily trains 14 daily trains Sacramento – 2 daily trains 2 daily trains (with plans 2 daily trains (with plans Roseville for up to 20) for up to 20) Roseville – Auburn 2 daily trains 2 daily trains 2 daily trains Operating Budget $61.04 million $57.40 million

In summary, this ABP calls for restoration of the Capitol Corridor train service plan to pre-COVID levels (30 weekday and 22 weekend trains) after the first quarter of FY 2022; provides a capital program that is consistent with the CCJPA Vision Implementation Plan (adopted November 2016), aligns with the California State Rail Plan (December 2017); and conforms with the guidelines for the new state funding opportunities via the enactment of SB 1 to support the CCJPA’s service expansion plans.

• Long-term service plan improvement activities over the next two fiscal years will include the final engineering design of Sacramento to Roseville service expansion project, and the environmental and design phase of the South Bay Connect (formerly Oakland to San Jose Phase 2A) project. CCJPA will also continue to work in partnership with BART on the initial planning stages for Link21, a new Transbay rail crossing, that includes BART and standard gauge interregional passenger rail services. • CCJPA will continue to work with Union Pacific Railroad to maintain railroad right-of-way infrastructure in prime condition to reduce delays and ensure excellent on-time performance [90%+] for Capitol Corridor trains. • Improvements to rolling stock include improvement of onboard bike storage and testing of renewable diesel as an alternative fuel source will present an exciting opportunity to decrease carbon emissions associated with train operations. • Service amenity improvements include modernization of the Passenger Information Display System across State-supported intercity passenger rail services, with implementation ongoing through calendar year 2022 and a Minimum Viable Project (MVP) phase for the California Integrated Ticketing Program (CalITP) which is intended introduce new ticketing options to the public. • The CCJPA’s marketing strategies for FY 2020-21 and FY 2021-22 and FY 2022-23 will focus on developing and implementing a comprehensive marketing plan to attract and grow ridership to pre- pandemic levels. Over the next two fiscal years, CCJPA will develop renew partnerships with new destinations, create programs to enhance the overall customer experience, and seek out opportunities to grow ridership via micro-markets. Seasonal campaigns are planned to position Capitol Corridor as a distinct regional service brand, and CCJPA will continue to coordinate with local partners and Amtrak on promotions, outreach, and shared marketing collateral efforts.

Compared to the current period (FY 2020-21), the FY 2021-22 total proposed budget for the CCJPA’s operating, marketing, and administrative expenses is expected to increase by 56 percent in FY 2021-22 due to the projected low ridership. There is an unusual level of uncertainty regarding operating costs and passenger revenue that will likely necessitate later updates to the budget forecasts.

As presented in Section 9 of the ABP, the operating budgets for FY 2021-22 and FY 2022-23 were developed using historical operating costs and service data/metrics. Amtrak is expected to provide its final estimates (operating expenses, ridership, and revenues) for FY 2021-22 in late Spring 2021, at which time, staff will update the budget. The operating budget update and any budget estimate revisions will be included in Section 9 of the CCJPA FY 2021-22 – FY 2022-23 Annual Business Plan submitted to CalSTA. As well, operating budget changes will be included in the FY 2022 CCJPA/Amtrak operating contract (effective October 1, 2021), which will be presented to the CCJPA Board for adoption at its September 15, 2021 meeting.

RECOMMENDATION It is recommended that the CCJPA Board approve the draft CCJPA FY 2021-22 – FY 2022-23 Annual Business Plan and submit a copy of the Annual Business Plan to the Secretary of CalSTA. (Approval of the revised Annual Business Plan Update requires an affirmative vote of at least two-thirds (11) of the appointed members.)

Motion: The CCJPA Board adopts the attached resolution.

BEFORE THE CAPITOL CORRIDOR JOINT POWERS AUTHORITY BOARD OF DIRECTORS In the Matter of Approving the Draft Fiscal Year 2021-22 to FY 2022-23 Annual Business Plan For the Capitol Corridor Joint Powers Authority/ Resolution No. 21-10

WHEREAS, the CCJPA staff have prepared a Draft FY 2021-22 – FY 2022-23 Annual Business Plan (ABP) Update, held a series of public workshops to solicit input from between March 16-19, and received public comments, which were incorporated into the draft document as appropriate; and

WHEREAS, CCJPA staff has, in the ABP update, included updated service plans and operating cost estimates as a result of the COVID-19 global pandemic and its impact on travel demand for the Capitol Corridor intercity passenger rail service; and

WHEREAS, the ABP Update reflects a reduced weekday train schedule of 22 weekday trains and 18 weekend trains for the first quarter of FY 2021-22, and a plan to restore train service to pre-COVID-19 pandemic levels in the second quarter, which is 30 weekday trains and 22 weekend trains; and

WHEREAS, the ABP, and outlines a capital funding strategy to advance the Capitol Corridor Joint Powers Authority’s (CCJPA) Capital Improvement Program (CIP) that incorporates relevant elements of the California State Rail Plan (December 2017), and conforms with the guidelines for the new state funding opportunities via the enactment of SB 1 to support the CCJPA’s service expansion plans; and

WHEREAS, Funding Requirements (Table 9-1) includes budget forecasts to reflect the temporary reduction in service levels, restoration of the service to pre-pandemic levels in the second quarter, and decreased ridership demand due to the COVID-19 pandemic, and

WHEREAS, CCJPA expects to receive Amtrak’s operating forecast in late Spring/early Summer and will update the budget request to the State to reflect the funding need to operate the Capitol Corridor Service; and

WHEREAS, CCJPA staff will continue working with the California State Transportation Agency, Caltrans, the other California Intercity Passenger rail partners, and Amtrak to monitor ridership demand and pursue cost saving strategies and additional funding opportunities to support the service; and therefore be it

RESOLVED that the CCJPA Board does hereby approve and adopt the draft FY 2021-22 - FY 2022-23 Annual Business Plan Update for the Capitol Corridor Service;

AND BE IT FURTHER RESOLVED, that the CCJPA forthwith transmit a copy of this resolution to CalSTA and Caltrans.

# # #

ACTION: DATE: ATTEST: Ayes:

______Noes: Jacqueline Edwards Secretary Abstain:

Item V.3

CAPITOL CORRIDOR JOINT POWERS AUTHORITY

______

MEMORANDUM

TO: Capitol Corridor Joint Powers Authority Board DATE: April 16, 2021

FROM: Robert Padgette Managing Director, CCJPA

SUBJECT: CCJPA/El Dorado County Transit Authority Partnership to Provide Bus Service Between Sacramento and South Lake Tahoe PURPOSE For the CCJPA Board to approve the CCJPA/El Dorado County Transit Authority (EDTCA) to provide bus service between Sacramento and South Lake Tahoe.

BACKGROUND The Sacramento to South Lake Tahoe bus route is currently included under the Amtrak Operating agreement and provided by a third-party vendor. CCJPA will upgrade the current service with a new partnership with EDTCA. El Dorado Transit will expand its existing Sacramento commuter service to include South Lake Tahoe using its own coach operators and equipment. The South Lake Tahoe commuter service will operate between the Sacramento Valley Station and South Lake Tahoe in accordance with the schedule and route as agreed to by El Dorado Transit and CCJPA.

The proposed three-year agreement with EDCTA will provide CCJPA with an opportunity to enhance connecting bus service from the Sacramento Station to the South Lake Tahoe area for Capitol Corridor passengers through a public partnership at a reduced cost, with the potential to pay for itself as ridership returns to pre-pandemic levels. The vehicles for this route are fueled with biodiesel.

CCJPA’s equal share of the operating cost to support the El Dorado South Lake Tahoe Commuter Service is a not-to-exceed amount of $185,000 per year for three years which will be funded by CCJPA Operating Funds. The EDCTA contract will be offset by a decrease of 40% in connecting motorcoach expenses under the Amtrak Operating contract. As well, CCJPA’s share under the new contract will be further reduced by revenue earned on the route.

RECOMMENDATION The SCG recommends that the CCJPA Board approve a budget of not-to-exceed $185,000 per year for FY 2022 through FY 2024 for the CCJPA/El Dorado Transit Authority Bus Service partnership, pending annual funding received from the California State Transportation Agency, and authorize the CCJPA Executive Director or his designee to enter into all agreements for the implementation of the agreement.

Motion: The CCJPA Board adopts the attached resolution.

BEFORE THE CAPITOL CORRIDOR JOINT POWERS AUTHORITY BOARD OF DIRECTORS

In the Matter of Authorizing the CCJPA/El Dorado Resolution No. 21-11 Transit Authority Bus Service Agreement

WHEREAS, CCJPA and Amtrak currently operate bus service between Sacramento Valley Station and South Lake Tahoe provided under the CCJPA/Amtrak Operating Agreement; and

WHEREAS, CCJPA and El Dorado County Transit Authority (EDCTA) plans to enter into a partnership for El Dorado Transit from July 01, 2021 through June 30, 2024 to replace the bus service between Sacramento Valley Station and South Lake Tahoe in an effort to reduce operating costs and increase service frequency; and

WHEREAS, CCJPA’s equal share of the operating cost to support the El Dorado South Lake Tahoe Commuter Service is a not-to-exceed amount of $185,000 per year for three years funded by CCJPA Operating Funds and offset by a decrease of 40% in connecting motorcoach expenses under the Amtrak Operating contract, and will be further reduced by revenue earned on the route; and

WHEREAS, El Dorado Transit will provide service utilizing their contractor and current bus fleet; and therefore be it

RESOLVED, that the CCJPA Board does hereby approve a budget of not-to-exceed $185,000 per year for the term of the agreement, and authorize the CCJPA Executive Director or his designee to execute any agreements necessary for the completion of the program; and

BE IT FURTHER RESOLVED, that the CCJPA Board transmits this resolution to all applicable project partners.

# # #

ACTION: DATE: ATTEST: Ayes:

______Noes: Jacqueline Edwards Secretary Abstain:

Item V.4

CAPITOL CORRIDOR JOINT POWERS AUTHORITY

______MEMORANDUM

TO: Capitol Corridor Joint Powers Authority Board DATE: April 16, 2021

FROM: Robert Padgette Managing Director, CCJPA

SUBJECT: Legislation and Funding - State and Federal

PURPOSE To provide the CCJPA Board with an overview of the proposed legislative matters affecting Capitol Corridor service.

BACKGROUND State Legislation and Funding Draft FY 2021-2022 Governor’s Proposed State Budget Governor Newson’s draft FY 21-22 State budget released January 8, 2021 presents improved estimates for key state funding programs benefitting passenger rail including approximately $667 million for the State Transit Assistance (STA) Program, an increase of almost $24 million over the revised current year estimates. Under the proposed budget, Intercity and Commuter Rail will receive an estimated $214 million in the coming fiscal year. Cap and Trade funding will provide an additional $106 million to the Low-Carbon Transit Operations Program, which is distributed using the STA formula. Lastly, the Transit and Intercity Rail Capital Program will receive SB 1 funds and Cap and Trade revenues for a total of $487 million in 2021-22. The FY 21-22 state operating support for the three state-supported services (Capitol Corridor, Pacific Surfliner, and San Joaquins) is projected to be the same as last year at $131 million.

Federal Legislation and Funding Request for Authorization – CCJPA Request for FY 2021 Federal Appropriations CCJPA is requesting authorization from the CCJPA Board of Directors to apply for federal funding support in the amount of $6.61 million through the FY 2021 federal earmark process and the Federal FAST Act Reauthorization process under sponsorship by Representative Ro Khanna. The Agnew Siding will be developed in Santa Clara County in the City of Santa Clara, California, on the Union Pacific Railroad (UP) track immediately south of Levi’s Stadium and the Great America Station. The new siding will be located in the middle of a 12-mile stretch of single-track territory, providing an opportunity for a critical passing point through this long section.

Public Meeting on Railroad Safety Advisory Committee Process The Federal Railroad Administration (FRA) invites interested persons to participate in a public meeting to discuss recommendations to improve the efficiency and effectiveness of FRA’s Railroad Safety Advisory Committee (RSAC). The RSAC is a Federal Advisory Committee that provides a forum for collaborative problem solving of critical safety issues and, as appropriate, develops recommendations for railroad safety regulations through a consensus process. The public meeting is scheduled for April 16, 2021. For further information, contact the FRA Office of Railroad Safety, (202) 493–6286 or [email protected].

White House Infrastructure American Jobs Plan On March 31, 2021, the White House released a Fact Sheet on President Biden’s American Jobs Plan. The $2.25 trillion American Jobs Plan includes an investment of $80 billion in federal support for reliable passenger and freight rail service over an eight-year period. This multi-year funding stream would address deferred maintenance, enhance existing corridors, and build new lines in high-potential locations. CCJPA will work with our national and state legislators and partners to advocate for increased investment in State- supported intercity passenger rail in this infrastructure plan.

Fixing America’s Surface Transportation (FAST) Act Reauthorization The Fixing America’s Surface Transportation (FAST) Act enacted in December 2015 represented the first comprehensive, long-term surface transportation legislation since 2005’s SAFETEA-LU. The FAST Act continues to fulfill the Constitutional directive that investment in transportation is a core federal responsibility. A one-year extension of the FAST Act currently extends the statute through September 30, 2021. CCJPA staff is working in collaboration with CalSTA, the California JPAs, SAIPRC, and Amtrak to provide input regarding the reauthorization bill. A draft is expected to be released by the House Transportation and Infrastructure Committee within the next few months.

Federal FAST Act Reauthorization – CCJPA Ad Hoc Subcommittee Update The CCJPA Ad Hoc Committee for the Federal FAST Act Reauthorization had its first meeting on March 5, 2021. The Ad Hoc Committee discussed existing Intercity Passenger Rail legislation, key partners in advocacy, and legislative proposals under HR2: Moving Forward Act (2020). CCJPA staff highlighted key issues impacting the State-supported intercity passenger rail (IPR) services including Section 209 reforms, discretionary funding programs, and a potential formula funding for IPR.

FY 2020-21 American Rescue Plan – COVID Relief Funding On March 11, 2020, President Biden signed H.R. 1319, the American Rescue Plan of 2021, a $1.9 trillion emergency relief bill that includes $30.5 billion for public transit agencies nationwide as well as $1.7 billion for Amtrak. Of the $1.7 billion included for Amtrak, $174.9 million is allocated to offset revenue loss for the State-supported services due to the global pandemic, the same amount provided under the Covid Relief Bill passed on December 27, 2020. The $174.9 million will be allocated using a similar calculation as the first FY 2021 emergency relief bill, which will provide approximately $13.4 million in relief to Capitol Corridor.

The table below provides a summary of the FY 2021 federal appropriations and emergency relief funding, including the American Rescue Plan, for passenger rail.

FY 2021 Appropriations and COVID Relief Passenger Rail Funding (In millions)

FY 2021 FY 2021 COVID Relief FY 2019 FAST COVID Relief American Act (P.L. 114- FY 2020 FY 2021 December Rescue March FY 2021 Program 94) Appropriations Appropriations 2020 2021 TOTAL Funding Consolidated Rail Infrastructure and Safety (CRISI) $255.0 $325.0 $375.0 $0.0 $0.0 $375.0 Federal State Partnership for State of Good Repair $300.0 $200.0 $200.0 $0.0 $0.0 $200.0 Restoration and Enhancement $20.0 $2.0 $4.7 $0.0 $0.0 $4.7 Amtrak - Northeast Corridor $557.0 $700.0 $700.0 $655.0 $970.4 $2,325.4 Amtrak - National Network $1,143.0 $1,300.0 $1,300.0 $345.0 $729.6 $2,374.6 FRA Safety and Ops & Railroad Research and Development $262.0 $264.8 $275.9 $0.0 $0.0 $275.9

RRIF Loans $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 MAGLEV Technology Deployment Program $0.0 $2.0 $2.0 $0.0 $0.0 $2.0 Total $2,537.0 $2,793.8 $2,857.6 $1,000.0 $1,700.0 $5,557.6

BUILD/TIGER/National Infrastructure Investments $1,000.0 $1,000.0 $0.0 $0.0 $1,000.0

3-10-21 Update: American Rescue Plan Funding includes $284.7M for State and Commuter Rail properties for making Amtrak Payments. Reflects $109.8M for NEC Line in lieu of capital payments from States and Commuter Rail Authorities and $174.9M to Amtrak's National Network Line in lieu of Section 209 payments from states to Amtrak for state-supported corridors. It also includes $165.9M from within NEC and National Network lines to restore long-distance routes to daily service and recall furloughed employees within 90 days. Senate version enacted added an additional $150M each for NEC and National Network lines over the House original version. Amtrak announced that it will restore 12 long-distance routes to daily service between May 24 and June 7.

Source: Don Hannon for States for Passenger Rail

RECOMMENDATION For information only.

BEFORE THE CAPITOL CORRIDOR JOINT POWERS AUTHORITY BOARD OF DIRECTORS

In the Matter of Authorizing the Requests for Federal Funding Support for the Agnew Siding Project Resolution #21-12

WHEREAS, the Agnew Siding project, formerly known as the Santa Clara Siding project, will provide a critical passing opportunity through a 12-mile stretch of single-track territory just south of the Great America Station and Levi’s Stadium; and

WHEREAS, the addition of the siding will provide substantial benefits to the multiple rail services that travel the heavily used section of railroad, improving the reliability of service for Capitol Corridor, the Altamont Commuter Express (ACE), Amtrak long-distance, and Union Pacific (UP) freight trains; and

WHEREAS, CCJPA has identified and secured $3.39 million in State funding for the Agnew Siding project, through a combination of State Rail Assistance (SRA) and Proposition 1A/1B fund sources; and

WHEREAS, because the total project budget is $10 million, the Agnew Siding project has a funding need of an additional $6.61 million to complete the project; and

WHEREAS, the project is located within the 17th California Congressional District which is represented by Congressman Ro Khanna; and

WHEREAS, opportunities for federal funding support have been announced for the FY 2022 Appropriations Bill and Federal FAST Act Reauthorization, and requests for funding support are to be submitted for sponsorship by Congressional Representatives; and therefore be it

RESOLVED, that the CCJPA Board does hereby authorize CCJPA to apply for federal funding in the amount of up to $6.61 million sponsored by Representative Ko Khanna to support the Agnew Siding project, and authorize the CCJPA Executive Director or his designee to execute any agreements necessary for the completion of the program; and

BE IT FURTHER RESOLVED, that the CCJPA Board transmits this resolution to all applicable project partners.

# # #

ACTION: DATE: ATTEST: Ayes:

______Noes: Jacqueline Edwards Secretary Abstain:

Item V.5

CAPITOL CORRIDOR JOINT POWERS AUTHORITY

______MEMORANDUM

TO: Capitol Corridor Joint Powers Authority Board DATE: April 16, 2021

FROM: Robert Padgette Managing Director, CCJPA

SUBJECT: Capital Projects Update

PURPOSE To provide the CCJPA Board with an update on the CCJPA’s Capital Program.

BACKGROUND CCJPA maintains an ongoing listing of various capital projects led by CCJPA and those led by others that will influence the Capitol Corridor service. The table on the next page provides the latest update on the projects that are underway by the CCJPA.

A more extensive list of all capital projects in all development stages is presented in the required Annual Business Plan Update document, which was revised and adopted by the CCJPA Board at the November 18, 2020 Board meeting.

The current list of active projects underway using secured capital funds is provided below.

RECOMMENDATION For information and discussion.

CCJPA CAPITAL PROJECTS April 2021 Projected Project Name Project Description/Benefits Cost Completion Replace outdated signal systems to reduce signal system Phase II Signal Replacement/Upgrade $ 1,200,000 interruptions and delays (three-year program). December-20 Annual funding to support UP in ROW clean-up including ROW Safety/Security vegetation removal, clean-up and encampment relocation $ 2,250,000 March-21 (three-year program). Design May-21 Design and construct 2,000' siding in the vicinity of the Santa Santa Clara Siding $ 1,441,969 Construction Clara Great America Station June-22 Environmental, design, and construction to relocate Capitol Environmental: Corridor service between Oakland Coliseum and Newark Dec-21 Design: South Bay Connect (Oakland from Niles Subdivision to Coast Subdivision, which will $ 349,422,000 Dec-25 to San Jose Phase 2A) decrease travel time between Oakland and San Jose and to Construction: Dec- improve connections to SF Peninsula. 26 Capitalized Maintenance Track maintenance for State of Good Repair Program to $ 450,000 December-21 2020-2021 maximize on-time performance (annual program) Improve the railroad signal system and replace track Davis Station Signal crossovers at Davis station to improve reliability and lifespan $ 5,150,000 December-21 Improvements of the railroad infrastructure. Improvements to the railroad signal system in the vicinity of Stege Signal Improvements Richmond station which will result in improved reliability and $ 1,050,000 June-22 better on-time performance. Design/ROW - Construct first phase of third main track and layover facility Sacramento to Roseville June-22 improvements in order to increase service frequency $ 83,535,000 Third Main Track Phase I Construction - between Sacramento and Roseville. June-24 CAPITAL PROJECT TOTAL $ 444,498,969

CCJPA PARTNER PROJECTS April 2021 Projected Project Name Project Description/Benefits Cost Completion Procurement of door panels for Caltrans-owned Surfliner Rail Door Panel Procurement $ 550,000 June-21 Cars California Passenger Design, test, and implement an improved passenger train Information Display System arrival/alerts system all communication channels including $ 1,260,529 December-21 (CalPIDs) Modernization station hardware, servers, data, and software. Develop a governance structure and approach for a system California Integrated Travel Pilot that allows for seamless statewide travel and fare purchase $ 27,100,000 Program (CalITP) October-22 across multiple agencies and modes Support for initial Second Transbay Crossing study and Network Integration $ 2,000,000 Ongoing Southern Alameda County Rail Study WiFi Upgrade & Oversight Management of onboard WiFi upgrade and operations for the $ 2,773,878 Ongoing FFY 2020-2021 Capitol and San Joaquins Corridors. Link21 (New Transbay Rail Planning and implementation strategies for a new Transbay $ 1,500,000 Ongoing Crossing) FY 2020-2021 Rail Crossing. (Cumulative funding since FY 20: $2.750M) PARTNER PROJECT TOTAL $ 33,134,407

Item V.6

CAPITOL CORRIDOR JOINT POWERS AUTHORITY

______MEMORANDUM

TO: Capitol Corridor Joint Powers Authority Board DATE: April 16, 2021

FROM: Robert Padgette Managing Director, CCJPA

SUBJECT: Oakland Waterfront Ballpark District Project Draft Environmental Impact Report (dEIR) CCJPA Comment Letter

PURPOSE For the CCJPA Board to be updated on the rail operating and safety concerns regarding the proposed Oakland Waterfront Ballpark District Project Draft EIR.

BACKGROUND In February 2021, the City of Oakland released the draft Environmental Impact Report (dEIR) for the Oakland Waterfront Ballpark District Project. The Project proposes a Major League Baseball (MLB) stadium that can seat 35,000 people for events (A’s games and concerts) as well as two phases of mixed-use, commercial, and retail developments. For reference, the Union Pacific Railroad (UPRR) tracks border the eastern boundary of the Project. These mainline tracks are used by UPRR, Capitol Corridor, San Joaquins, and Amtrak Long Distance trains. The Port of Oakland and Schnitzer Steel is just to the north of the proposed project.

CCJPA staff had provided comment input during the Project’s formative process nearly two years prior when the CCJPA staff met with the Oakland Athletics and City of Oakland staff in a project concept presentation. CCJPA staff expressed our safety and operational concerns about the largely ‘at-grade’ access options presented and suggested designs that would grade separate access to the facility, conceptually minimize safety and operational concerns. CCJPA also submitted scoping comments in response to the Notice of Preparation in January 2019.

Shortly after learning about the potential for the project, CCJPA commissioned a study of other North American MLB stadiums for how proximity to rail facilities was treated. The research found that other MLB stadiums with the main entrance adjacent to a rail corridor utilize a combination of infrastructure components to separate rail operations from pedestrians – usually a combination of grade separations, pedestrian overpasses, and railroad corridor fencing. The proposed Oakland Waterfront Ballpark would be the only MLB stadium where patrons will cross the mainline heavy rail tracks at grade at all five nearby railroad crossings. Long freight trains can block multiple crossings regardless of the time of day, and these trains can sometimes be stationary for an

extended period of time, during which roadway users (motorists, pedestrians, and bicyclists) would have no access across the tracks and may be tempted to navigate around crossing gate arms and the stationary train unsafely. What behaviors patrons will exhibit before or after events in such a scenario has grave implications for the safety and operations of trains along the entire CCJPA route.

CCJPA will be providing a dEIR comment letter by the 4 PM April 27, 2021 due date. In this comment letter, the CCJPA will address the following generalized summations of concern:

• Transportation impacts related to railroad crossing hazards are described as significant and unavoidable even with proposed mitigation. The CCJPA will contend that other alternatives, mitigations, and/or design options were dismissed for spurious reasons and that the City of Oakland should not make a finding of ‘overriding consideration’ for these significant and unavoidable impacts. • Analyses of transportation impacts and their mitigation with the preferred design was either unclear when drawing conclusions about effectiveness or was inadequate in the analyses. • The limited footprint of the project area precluded potential design options within the City’s sphere of influence that could have been analyzed, which could have potentially mitigated (through a combination of grade separation and crossing closures) nearly all of the railroad crossing safety impacts that were deemed significant and unavoidable. The fundamental flaw in the proposed project approach as presented in the dEIR is the lack of comprehensive crossing grade separation and/or closure strategy.

CCJPA is very concerned, along with our service partners and especially UPRR, about the operational and safety impacts of the proposed Waterfront Ballpark Project. Should there be a need, the CCJPA will reserve the right to take or join legal action initiated by others that attempt to preserve the safe operations of the railroad service in the area through adequate analysis, mitigation, and pursuit of alternative design options. If CCJPA should pursue legal actions, this will be brought to the CCJPA Board for consideration.

RECOMMENDATION For information only.

Item V.7

Date: April 16, 2021

From: Robert Padgette

To: CCJPA Board of Directors

Subject: Monthly Service Performance Report – March 2021

March 2021 Service Performance for the Capitol Corridor The Capitol Corridor continues to experience relatively low ridership due to the ongoing pandemic. During the month of March 2021, the Capitol Corridor experienced a slight increase in ridership compared to February 2021. We continue to focus on safety and health measures onboard the trains and at the stations to ensure passenger safety while using our service.

Standard Mar 2021 vs. Mar 2020 YTD vs. Prior YTD vs. FY21 Plan Ridership 22,897 -64.5% 116,220 -86.6% -28.1% Revenue $509,472 -68.2% $2,748,470 -85.4% -39.8% End-Point OTP 92% +5% 90% +2% +1% Passenger OTP 92% +7% 91% +4% +1%

Legislation/Funding Matters State Legislation and Funding Draft FY 2021-2022 Governor’s Proposed State Budget Governor Newson’s draft FY 21-22 State budget released January 8, 2021 presents improved estimates for key state funding programs benefitting passenger rail including approximately $667 million for the State Transit Assistance (STA) Program, an increase of almost $24 million over the revised current year estimates. Under the proposed budget, Intercity and Commuter Rail will receive an estimated $214 million in the coming fiscal year. Cap and Trade funding will provide an additional $106 million to the Low-Carbon Transit Operations Program, which is distributed using the STA formula. Lastly, the Transit and Intercity Rail Capital Program will receive SB 1 funds and Cap and Trade revenues for a total of $487 million in 2021-22. The FY 21-22 state operating support for the three state-supported services (Capitol Corridor, Pacific Surfliner, and San Joaquins) is projected to be the same as last year at $131 million.

Federal Legislation and Funding White House Infrastructure American Jobs Plan On March 31, 2021, the White House released a Fact Sheet on President Biden’s American Jobs Plan. The $2.25 trillion American Jobs Plan includes an investment of $80 billion in federal support for reliable passenger and freight rail service over an eight-year period. This multi-year funding stream would address deferred maintenance, enhance existing corridors, and build new lines in high-potential locations. CCJPA will work with our national and state legislators and partners to advocate for increased investment in State- supported intercity passenger rail in this infrastructure plan. 29

Fixing America’s Surface Transportation (FAST) Act Reauthorization The Fixing America’s Surface Transportation (FAST) Act enacted in December 2015 represented the first comprehensive, long-term surface transportation legislation since 2005’s SAFETEA-LU. The FAST Act continues to fulfill the Constitutional directive that investment in transportation is a core federal responsibility. A one-year extension of the FAST Act current extends the statute through September 30, 2021. CCJPA staff is working in collaboration with CalSTA, the California JPAs, SAIPRC, and Amtrak to provide input regarding the reauthorization bill. A draft is expected to be released by the House Transportation and Infrastructure Committee within the next few months.

The table below provides a summary of the FY 2021 federal appropriations and emergency relief funding, including the American Rescue Plan, for passenger rail.

FY 2021 Appropriations and COVID Relief Passenger Rail Funding (In millions)

RRIF Loans $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 MAGLEV Technology Deployment Program $0.0 $2.0 $2.0 $0.0 $0.0 $2.0 Total $2,537.0 $2,793.8 $2,857.6 $1,000.0 $1,700.0 $5,557.6

BUILD/TIGER/National Infrastructure Investments $1,000.0 $1,000.0 $0.0 $0.0 $1,000.0

Source: Don Hannon for States for Passenger Rail

Program Updates

To better serve our passengers and improve service reliability, we have introduced a new Capitol Corridor Spring Schedule that went into effect on Monday, March 29, 2021. This new schedule continues eight round trips on weekdays and five on weekends and includes some adjustments in departure times and a shift in trains to better match current customer demand. With this new schedule, we are keeping the service frequencies the same with some adjustments in departure times and a shift in trains to better match current customer demand. Highlights of the new schedule include:

• Consistent/”Pulse” Departure Times: The new schedule will begin to offer more consistent and predictable departure times after the hour (e.g. 5:11pm, 6:11pm . . . ) for select trains, sometimes referred to as a “pulse schedule.” We plan to transition more trains to a “pulse schedule” with future schedule changes. • Daily Direct Service between Auburn and San Jose: Passengers will now be able to take advantage of a new direct, round-trip train on weekdays between Auburn and San Jose, with no transfers or waiting. With an earlier morning departure out of Auburn and a later evening arrival into Auburn, passengers will have ample time for work or day trips to the San Francisco Bay Area. • Reduced midday gaps between trains: New schedule will have a better distribution of trains throughout the day with a smaller gap between morning trains and midday trains. • Improved arrival and departure times at the Sacramento and San Jose stations to better meet increased demand during peak periods. • Earlier eastbound departure out of Oakland Jack London Square to Sacramento: New schedule shifts earliest eastbound train from Train 522 to Train 520, departing Oakland at 5:12am and arriving into Sacramento at 7:10am. • More Time at Busier Stations: On weekends, the schedule will provide more time at busier stations to accommodate travelers with luggage or bikes. • Return of a sixth round trip between San Jose and Oakland. • Better connections with Bay Area Rapid Transit (BART).

CCJPA staff held three public workshops regarding its draft Annual Business Plan Update designed to obtain feedback and provide an opportunity for riders to submit their input on the plans in advance of being adopted by the Board and presented to the California State Transportation Agency (CalSTA). This year, the workshops were held virtually during the week of March 15th instead of on board due to the pandemic. Questions and comments received via the public workshops, US Mail, phone, and online were compiled in a document along with responses. The compiled comments and responses were distributed to the CCJPA Board of Directors and posted on the Capitol Corridor website.

As part of its ongoing “Corridor Conversations” virtual webinar series, staff coordinated with teams at the other two intercity rail JPAs to host a Leadership Roundtable featuring the Managing Directors of the CCJPA, San Joaquin JPA (SJJPA), and LOSSAN. Attendees heard about how California voters have repeatedly supported transportation initiatives, and specifically support for intercity rail. As well, attendees were invited to submit questions for the Managing Directors to answer live, on-air. More than 270 registered for the webinar, which has been reposted and reshared on social media channels. Watch the recording here.

Find local travel inspiration by joining us on Wednesday, April 28, for a fun, virtual “getaway” featuring five amazing destinations along our route. You’ll hear how those destinations are planning to welcome back visitors and get ideas for COVID-safe experiences. Staff from the Capitol Corridor will also provide reminders on how to ensure healthy and safe travel while using our service. REGISTER TODAY!

SPEAKERS: Sonya Bradley, Visit Sacramento Anand Patel, Visit Fairfield Dan Marengo, Visit Berkeley Scott Streeter, SF Travel Lisa Baird, Visit Oakland Frances Wong, Visit San Jose

As part of the state of good repair program, CCJPA competitively procured replacements for the 21-years old side door panels for the Surfliner (6000 series) rail cars that are at the end of their useful life. The new panels are stronger, have glass windows for better clarity, and are more weatherproof and soundproof. CCJPA staff will oversee the removal of existing door panels followed by installation of new door panels performed by Amtrak staff at the Oakland Maintenance Facility (OMF) as part of the routine, scheduled rail car maintenance program. Last year, we received the first 30 door panels for this project, and in late March 2021, we received the final 34 door panels that were delayed in delivery due to the pandemic. The project is now on track to be completed by November 2021.

The Capitol Corridor owns two vehicles used by staff to travel to remote sites for field inspections, meetings, and other uses. In keeping with the Capitol Corridor’s vision of reducing reliance on fossil fuels and the State’s goal of a greener California, the Capitol Corridor recently replaced one of these vehicles with a zero- emission battery-electric Chevy Bolt. The vehicle is now in daily use traveling all over the Capitol Corridor service area, and the staff look forward to many years of service with no need to purchase gasoline. In the future, the Capitol Corridor will look for more ways to reduce greenhouse gas emissions in all parts of our operation.

Outlook As we see many signs of optimism, we are actively beginning efforts to rebuild our service and respond to increases in ridership that we consistently see week over week. We expect to return additional service in early June and, at the same time, beginning operating our café service again. We appreciate all of the commitment of the employees who have stood with us through the many challenging days over the past 15 months and look forward to a return to normalcy. We hope to see you on our service again soon!

Item V.8

CAPITOL CORRIDOR JOINT POWERS AUTHORITY ______

MEMORANDUM

TO: Capitol Corridor Joint Powers Authority Board DATE: April 16, 2021

FROM: Robert Padgette Managing Director, CCJPA

SUBJECT: WORK COMPLETED (April 21, 2021 Meeting)

PURPOSE To provide a report on work completed up to the April 21, 2021 CCJPA Board meeting.

BACKGROUND The following is a report on recently completed work:

a. Capitol Corridor Spring Schedule Change: To better serve our passengers and improve service reliability, we have introduced a new schedule that went into effect on Monday, March 29, 2021. This new schedule continues eight round trips on weekdays and five on weekends and includes some adjustments in departure times and a shift in trains to better match current customer demand. Our intent is to eventually return to our pre-pandemic level of 15 round trips on weekdays and 10 on weekends. With this new schedule, we are keeping the service frequencies the same with some adjustments in departure times and a shift in trains to better match current customer demand. Highlights of the new schedule include:

• Return of a sixth round trip between San Jose and Oakland. • Better connections with Bay Area Rapid Transit (BART).

b. Annual Business Plan Public Workshops: In keeping with past years, CCJPA staff held three public workshops to engage with riders and present its Annual Business Plan. These workshops are designed to obtain feedback on our upcoming plans and provide an opportunity for riders to submit their input on the plans in advance of being adopted by the Board and presented to the California State Transportation Agency (CalSTA). This year, the workshops were held virtually during the week of March 15th instead of on board, as in the past. Questions and comments received via the public workshops, US Mail, phone, and online were compiled in a document along with responses and included in the supplemental board meeting materials.

c. Corridor Conversations: California Intercity Passenger Rail Leadership Roundtable: As part of its ongoing “Corridor Conversations” virtual webinar series, staff coordinated with teams at the other two intercity rail JPAs to host a Leadership Roundtable featuring the Managing Directors of the CCJPA, San Joaquin JPA (SJJPA), and LOSSAN. Attendees heard about how California voters have repeatedly supported transportation initiatives, and specifically support for intercity rail. As well, attendees were invited to submit questions for the Managing Directors to answer live, on-air. More than 270 registered for the webinar, which has been reposted and reshared on social media channels. To view the recording, click here.

d. Marketing Activities (February 2021 – March 2021): ● Advertising, Promotions, and Offers: a. Following the last Board meeting, staff selected an advertising agency and has set up a contract for activities utilizing the current fiscal year’s funds through August. Agency will develop creative for ridership recovery marketing campaign and coordinate media plan development. b. Staff is focusing messaging on the existing California Everyday Discount offers and will introduce additional offers based on the market. c. Capitol Corridor Rewards launched, and staff is developing offers to grow membership in the program.

● Print and Digital Communications: a. Communications: New March 29th Schedule, Notices for Business Plan Public Workshops b. Created series of social media posts to celebrate contributions of African-Americans to transportation for Black History Month.

● Public Relations, Events, Outreach, and Customer Service: a. Held a “Corridor Conversation” virtual webinar with the JPA leaders promoted as a roundtable to engage with riders from all three service areas. b. Coordinated with Link21 and South Bay Connect for respective communications programs c. Contact Center: coordinating with BART on refinement of call scripts and IVR flow to manage call volume

RECOMMENDATION For information only. 35

Item V.9

CAPITOL CORRIDOR JOINT POWERS AUTHORITY ______

MEMORANDUM

TO: Capitol Corridor Joint Powers Authority Board DATE: April 16, 2021

FROM: Robert Padgette Managing Director, CCJPA

SUBJECT: WORK IN PROGRESS (April 21, 2021 Meeting)

PURPOSE To provide an update on work in progress up to the April 21, 2021 CCJPA Board meeting.

BACKGROUND The following is a report on work efforts currently underway:

a. California Passenger Information Display System (CalPIDS) – Project is currently in the software design and testing phase, with expected completion in Spring 2021. Implementation of CalPIDS will require physical work at stations, including installation of new equipment cabinets and new hardware. Staff will be working with consultants to locate space at stations for new equipment cabinets, pending additional project funding from SRA. Meanwhile, staff continues to coordinate with partner agencies San Joaquin Regional Rail Commission (SJRRC) and San Joaquin Joint Powers Authority (SJJPA) on the design and implementation of CalPIDS for ACE and San Joaquins, respectively.

b. South Bay Connect – Since concluding the initial Scoping Period for Environmental Impact Report (EIR) in August 2020, the project team is working on the technical analyses of environmental impacts for the draft EIR, while continuing public outreach and engagement activities such as presentations and meetings with various local city councils and community groups. The first set of Community Working Group (CWG) meetings occurred in late February, and the next set of CWG meetings are currently scheduled for end of May 2021. Development of the draft EIR will continue into late 2021, and CCJPA continues to work with UPRR on modeling the shift of service to Coast Subdivision and understanding the need for infrastructure improvements necessary to maintain efficient passenger and freight railroad operations as a result of the project.

c. Link21 Program (formerly the New Transbay Rail Crossing) – The Link21 team is continuing to introduce the program to multiple stakeholders across the megaregion. The team is using stakeholder input to develop program concepts and is coordinating with the Caltrans Division of Rail and Mass Transit on the update of the State Rail Plan. Following the launch of the program website and release of the Bay Area Council Economic Institute report in February, Link21 has continued to receive attention in the media. An extensive market analysis of the 21-county megaregion continues and should be complete in mid-2021. We are also exploring funding opportunities at the federal level.

d. Side Door Panels – As part of the state of good repair on the State-owned fleet of 6000 series Surfliner cars, CCJPA is currently involved in a program to replace the 21-year-old side door panels that are at the end of their useful life. The 8000 series cars side door panels were last replaced in 2008/2010, but the 6000 series cars have never been changed since they were first put into service in 2000. The new panels are stronger and will have glass windows instead of the lexan windows to stay clear and not haze over them with time. They will make the cars more weatherproof, soundproof and will reduce door-related delays. Due to COVID related delays, the manufacturing was delayed over the winter, but we are still on track to complete the project by June 2021. e. Davis Crossovers and Signal Replacement – The design team has continued working with the Union Pacific Railroad (UPRR) to refine the track design for this project and has reached the 25% design completion level. The CCJPA has been working with the City of Davis to modify the adjacent 2nd Street. Following completion of the track design, the UPRR will complete the signal design and construct the project. When complete, this project will provide a gateway to the future replacement of the Davis boarding platforms with a safer, ADA-compliant arrangement utilizing a center island platform with grade-separated pedestrian access. Managed by Amtrak, the boarding platform project is in the initial exploratory phase with the project stakeholders to develop a conceptual design and expects to engage a designer soon. f. Agnew Siding in Santa Clara (formerly known as the Santa Clara Siding) – The project has been renamed to honor the historic community of Agnew that grew up around the railroad beginning over 150 years ago, and now is incorporated into the City of Santa Clara. The design team has reached the project 30% design completion level. When the design is complete, the UPRR will construct this siding, which will allow Capitol Corridor and other trains to meet and pass in the segment of a single track between Newark and San Jose. The Agnew siding will reduce delays that occur in the area due to train congestion. As described in Agenda Item V.3, CCJPA is pursuing federal funding to support this project. g. Sacramento to Roseville Third Track Phase 1 – The Union Pacific Railroad remains importantly engaged as a partner in this project and has provided extensive review comments to the recently revised 25% design submittal. The design team is working steadily to respond to those review comments, and when all changes have been reviewed, the project will move into the critical 30% design step. This revision to the design utilized significant changes to the scope of the project for a major reduction in project cost while preserving the project benefits to the Capitol Corridor service. When complete, this project will allow the Capitol Corridor to operate two additional round trips between Sacramento and Roseville. The future Phase II of this project will permit the Capitol Corridor to operate a total of 10 round trips in this segment. h. California Integrated Travel Program (Cal ITP) – Cal-ITP is a statewide effort to make a more efficient and integrated means across the State to plan, pay, and be eligible for appropriate transit discounts (e.g., age). The CCJPA is a fiscal sponsor of the project having gotten a $27.34M grant to spearhead the effort. At present, the Cal-ITP project is launching with several minimum viable projects (MVPs) utilizing one or more the Cal-ITP principles of trips information, payments, and eligibility. These are largely for bus and/or light rail transit vehicles. CCJPA along with SJJPA/SJRRC, are working on an MVP for passenger rail at this time which, in due course, may be rolled out in 2022. Overall, the CCJPA fiscal oversight of the. We are nearing the halfway point in committed funding from the awarded contract grant for all Work Tasks and subcontracted projects. CCJPA is working with all partners (CalSTA, Caltrans) and the subconsultants to transform Cal-ITP into a more permanent governance structure.

i. Upcoming Marketing and Communications Activities – ● Advertising, Promotions, and Offers: a. Ridership Recovery campaign development underway as regions return to a “Travel Allowed” status. ● Communications: a. Continual updates to the website and out to social channels as needed for public health-related shifts in policies ● Public Relations, Events, Outreach, and Customer Service: a. Collaborating with destination marketing organizations along our route to promote leisure travel in Northern California via an upcoming Corridor Conversations virtual webinar b. Planning for 30th Anniversary campaign underway

RECOMMENDATION For information only.

DATE: April 16, 2021

FROM: Robert Padgette, Managing Director

TO: CCJPA Board of Directors

SUBJECT: Supplemental Materials for the CCJPA Virtual Board Meeting April 21, 2021

Please find attached the following supplemental materials for your review:

• Item V.1 - FY 2021 CalSTA Allocation Letter #4, Operations, Dated April 15, 2021 • Item V.2 - Draft FY 2021-22 & FY 2022-23 Annual Business Plan • Item V.2 - Annual Business Plan – Summary of Public Comments & Responses • Item V.7 - Anti-Asian/Pacific Islander Violence Statement • Item V.8d - Marketing and Communications Activities Report

Should you have any questions, please do not hesitate to contact me at [email protected] or 510-464-6990. Thank you.

Attachments

Gavin Newsom 915 Capitol Mall, Suite 350B Governor Sacramento, CA 95814 916-323-5400 David S. Kim www.calsta.ca.gov Secretary

April 15, 2021

Mr. Don Saylor, Chair Capitol Corridor Joint Powers Authority 300 Lakeside Drive, 14th Floor East Oakland, CA 94612

Dear Mr. Saylor:

The California State Transportation Agency (CalSTA) is in receipt of the Capitol Corridor Joint Powers Authority (CCJPA) Business Plan for Fiscal Year (FY) 2020-21 and FY 2021-22. The Final Annual Business Plan (ABP) was submitted on May 1, 2020 to CalSTA and the California Department of Transportation (Caltrans).

The July 10, 2020 letter from CalSTA to CCJPA provided early approval of administrative and marketing elements of the ABP in order to provide important direction on the approach to encumbering resources to support July 2020 to June 2021 administrative and marketing costs.

The September 23, 2020 letter from CalSTA to CCJPA provided approval of ABP operations for the first four months of Federal Fiscal Year (FFY) 2020-21 in order to provide important direction on the approach to encumbering resources to support operations October 2020 through January 2021.

The January 29, 2021 letter from CalSTA to CCJPA provided approval of ABP operations for the remainder of the FFY 2020-21 for the months of February through September 2021 based on the reduced level of service at the time of approval.

On March 11, 2021, the President signed the American Rescue Plan Act of 2021 which allocated $13,408,255.76 in Federal funding towards Capitol Corridor operations.

As a result of the dramatic reduction in ridership and revenue across the statewide system as a result of the COVID-19 Pandemic, CalSTA had previously directed that all intercity rail services operate no more than 50- 60% of the train miles previously approved in their FY 2019-20 ABPs.

Since the January 29, 2021 allocation, the vaccination progress has resulted in positive trends in ridership and move to a new normal ridership level along all intercity rail services. Considering this increasing ridership trend and anticipated upcoming increase in summer ridership demand, CCJPA and Caltrans recommend funding sufficient to reinstate food service and ramp up service levels along the Capitol Corridor to 11 weekday roundtrips and nine weekend roundtrips on or after June 7, 2021. This recommendation is approved. No additional equipment shall be requested from Amtrak to accommodate this service increase.

Based on a conservative revenue scenario, Caltrans estimates that the additional state intercity rail operating resources of $2,824,000 will be necessary to cover costs related to re-instating food service and implementing the additional service levels on the Capitol Corridor for an estimated four months of operations in FY 2020-21 (from June 2021 through September 2021). This amount is approved.

All Federal relief funds shall be used first, followed by the balance of remaining state funds carried forward by Capitol Corridor into the current fiscal year from federal fiscal year 2019-20. All relief funds and 2019-20 surplus funds must be used prior to requesting any FY 2020-21 allocated operations funds. Any allocated funds that have not been invoiced by the end of FFY 2021 are authorized for use in FFY 2022.

We will continue to work together to ensure that costs and revenues align in a manner that allows us to provide continued funding for these service increases. There remain many unknowns as a result of the lingering effects of the COVID-19 Pandemic. Therefore, fiscal results will continue to be closely monitored in the months ahead.

CalSTA will continue to schedule regular budget check-in meetings throughout FY 2020-21 to review updated operations estimates and may provide additional funding to CCJPA for FY 2020-21 based on those needs identified and the availability of State funds.

FY 2020-21 Funding Request Summary:

Budget Item Previously Approved Approved in this letter Administrative $3,846,000 $0 Marketing $1,174,000 $0 Information/Customer Services $1,161,000 $0 Onboard Technology (Wi-Fi) $2,773,878 $0

CA PIDS $0 $0 Minor Capital $0 $0 Capitalized Maintenance $100,000 $0 October 2020 through January $18,501 $0 2021 Amtrak Operations February 2021 through $9,747,611.80 $0 September 2021 Amtrak Operations Funding for additional Amtrak $0 $2,824,000 Operations costs from June 2021 through September 2021 due re-instating food service and increasing weekday roundtrips to 11 and weekend roundtrips to nine. Total $18,820,990.80 $2,824,000

If you have any questions or need additional information, please contact Chief Deputy Secretary for Rail and Transit Chad R. Edison at (916) 323-5400.

Sincerely,

DAVID S. KIM Secretary

cc: Robert Padgette, Managing Director, Capitol Corridor Joint Powers Authority Chad R. Edison, Chief Deputy Secretary for Rail and Transit, California State Transportation Agency Toks Omishakin, Director, California Department of Transportation Jeanie Ward-Waller, Deputy Director, California Department of Transportation, Planning and Modal Programs Kyle Gradinger, Chief, California Department of Transportation,

CAPITOL CORRIDOR INTERCITY PASSENGER RAIL SERVICE DRAFT ANNUAL BUSINESS PLAN FY 2021-22 – FY 2022-23 APRIL 2021

PREPARED BY Capitol Corridor Joint Powers Authority

PREPARED FOR CALIFORNIA STATE TRANSPORTATION AGENCY

DRAFT ANNUAL BUSINESS PLAN UPDATE APRIL 16, 2021 CAPITOL CORRIDOR FY 2021-22 – FY 2022-23 DRAFT ANNUAL BUSINESS PLAN – APRIL 2021

EXECUTIVE SUMMARY ...... I 1. INTRODUCTION ...... 1 2. HISTORICAL PERFORMANCE OF THE SERVICE ...... 1 3. OPERATING PLAN AND STRATEGIES ...... 2 Train Service and Expansions ...... 2 Motorcoach Service and Transit Connections ...... 3 FY 2020-21 Operating Plan ...... 3 FY 2021-22 and FY 2021-22 Operating Plans and Strategies ...... 3 4. CAPITAL IMPROVEMENT PROGRAM ...... 5 Capital Improvement Program Funding ...... 5 Programmed and Current Capital Improvements ...... 5 Out-Year Capital Improvement Program ...... 5 Specific Capital Improvement Program Discussion ...... 5 Railroad Infrastructure Maintenance and Improvements ...... 5 Rolling Stock Equipment Improvements ...... 6 Service Amenity Improvements ...... 6 Service Plan Improvements and Expansions ...... 7 5. PERFORMANCE STANDARDS AND ACTION PLAN ...... 8 FY 2019-20 Performance Standards and Results ...... 8 FY 2020-21 Performance Standards and Results to Date ...... 8 FY 2021-22 and FY 2022-23 Performance Standards ...... 8 FY 2021-22 and FY 2022-23 Action Plan ...... 8 6. ESTABLISHMENT OF FARES ...... 9 FY 2020-21 Fares ...... 10 FY 2022-23 Fares ...... 11 7. SERVICE AMENITIES, FOOD SERVICES, & EQUIPMENT ...... 11 Service Amenities ...... 11 Equipment Acquisition, Renovation, and Upgrades ...... 12 Rehabilitation and Modification Programs ...... 13 Rail Equipment Projects Completed in FY 2020-21 ...... 13 Rail Equipment Projects Upcoming in FY 2021-22 ...... 13 8. MARKETING STRATEGIES ...... 14 FY 2021-22 Marketing Program ...... 15 FY 2022-23 Marketing Program ...... 15 9. FY 2021-22 & FY 2022-23 ANNUAL FUNDING REQUIREMENT ...... 16 Operating Costs ...... 16 Marketing Expenses ...... 16 Administrative Expenses ...... 16 Total CCJPA Funding Request ...... 16 CCJPA Supplemental Allocations ...... 16 10. SEPARATION OF FUNDING ...... 19 11. CONSIDERATION OF OTHER SERVICE EXPANSIONS AND ENHANCEMENTS ...... 19 Megaregional Rail Planning & Vision Plan Update ...... 19 LINK 21 (Formerly New Transbay Rail Crossing) ...... 20 Rail Service Expansion Planning ...... 20 APPENDIX A...... 22 APPENDIX B ...... 23

CAPITOL CORRIDOR FY 2021-22 – FY 2022-23 DRAFT ANNUAL BUSINESS PLAN – APRIL 2021 EXECUTIVE SUMMARY

Introduction. This Annual Business Plan (ABP) presents an overview of the Capitol Corridor Joint Powers Authority’s (CCJPA) strategic plan and funding request for the next two fiscal years (FY 2021-22 and FY 2022-23). This document outlines the service and capital improvements that have contributed to the Capitol Corridor’s success, identifies necessary improvements to sustain its growth, and incorporates customer input as detailed in Chapter 263 of California State Law.

Intercity passenger rail business plans are integral to the overall statewide planning, coordination, and budgeting of the services. The CCJPA will submit this draft ABP to the Secretary of the California State Transportation Agency (CalSTA) in April 2021 and, as necessary, a revised version can be submitted by June 15, 2021.

As administrator of the Capitol Corridor®, the CCJPA’s primary focus is the continuous improvement of the train service through effective cost management, gaining share in the travel market, and delivering a customer-focused, safe, frequent, reliable, and sustainable transportation alternative to the congested I-80, I-680, and I-880 highway corridors. The CCJPA is governed by a Board of Directors comprised of 16 elected officials from six member agencies along the 170-mile Capitol Corridor route (see Figure 1-1): • Placer County Transportation Planning Agency (PCTPA) • Solano Transportation Authority (STA) • Yolo County Transportation District (YCTD) • Sacramento Regional Transit District (Sac RT) • San Francisco Bay Area Rapid Transit District (BART) • Santa Clara Valley Transportation Authority (VTA)

History. The Capitol Corridor service began in December 1991 with six daily trains between San Jose and Sacramento. The CCJPA assumed management responsibility for the service in October 1998. Since then, Capitol Corridor has grown into the third busiest intercity passenger rail service in the nation. In August 2006, the CCJPA expanded service from 24 to 32 weekday trains between Sacramento and Oakland and from eight to 14 daily trains continuing to San Jose. In August 2012, the CCJPA utilized the reconfigured Sacramento station to optimize operational cost effectiveness and reduced service to 30 daily round trips between Sacramento and Oakland (freeing up the two allotted track capacity slots to the San Joaquin Intercity Passenger Rail service).

Operating Plan. Due to the COVID-19 global pandemic, CCJPA reduced service beginning in March 2020 and will continue to operate a temporary reduced operating plan for train and bus service into the first quarter of FY 2021-22 with a goal to transition to full service in the second quarter. For the purposes of budget forecasting, the business plan reflects these presumed service levels but may need to be adjusted based on changing health and financial conditions. Operating plan changes in the next fiscal year include the full implementation of a paper-free Transit Transfer Program.

The basic operating costs for the Capitol Corridor conform with Section 209 of the Passenger Rail Improvement and Investment Act of 2008 (PRIIA). This policy is used to develop the costs for the FY 2021-22 and any future CCJPA/Amtrak operating agreement, as summarized in the table below for the upcoming fiscal years.

FY 2021-22 FY 2022-23 Capitol Corridor Route Q1, Reduced Service Q 2 – 4, Full Service Q 1 – 4, Full Service Sacramento – Oakland 22 weekday/18 weekend 30 weekday/22 weekend 30 weekday/22 weekend trains trains trains Oakland – San Jose 14 daily trains 14 daily trains 14 daily trains Sacramento – Roseville 2 daily trains 2 daily trains (with plans for 2 daily trains (with plans for up to 20) up to 20) Roseville – Auburn 2 daily trains 2 daily trains 2 daily trains Operations Budget $61.04 million $62.26 million

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Uniform Performance Standards. For this ABP, the CCJPA incorporates the most recent version of the Uniform Performance Standards (UPS) as modified by CalSTA. The table below provides an overview of the performance of the Capitol Corridor compared to the UPS as well as the updated forecasted UPS for the next two fiscal years:

FY 19-20 FY 20-21 FY 21-22 FY 22-23 Performance Standard Actual Standard % Difference Standard Standard Standard Usage Route Ridership 898,007 1,759,000 -49% 388,488 522,000 783,500 Passenger Miles 60,045,281 119,086,000 +50% 26,060,000 35,016,000 52,557,000 Efficiency System Operating Ratio 35% 52% -32% 52% 52% 52% (train and feeder bus) Total Operating Cost/Passenger-Mile $1.82 $0.55 +230% $0.55 $0.55 $0.55 Service Quality End-Point On-Time Performance 88% 90% -2% 90% 90% 90% Passenger On-Time Performance 87% 90% -3% 90% 90% 90% Operator Delays/10K Miles 327 >325 +0.5% >325 >325 >325

Capital Improvement Program. The CCJPA’s Capital Improvement Program (CIP) is consistent with the CCJPA’s Vision Plan, regional and State of California transportation plans (e.g. Regional Transportation Plans [RTPs] and Caltrans’ 2018 State Rail Plan). The CIP includes projects in four broad categories: railroad infrastructure maintenance and improvements, rolling stock equipment improvements, service amenity improvements, and service plan improvements and expansions.

Long-term service plan improvement activities over the next two fiscal years will include the final engineering design of Sacramento to Roseville service expansion project, and the environmental and design phase of the South Bay Connect (formerly Oakland to San Jose Phase 2A) project. CCJPA will also continue to work in partnership with BART on the initial planning stages for Link21, a new Transbay rail crossing, that includes BART and standard gauge interregional passenger rail services.

For railroad infrastructure maintenance and improvements, CCJPA will continue to work with Union Pacific Railroad to maintain railroad right-of-way infrastructure in prime condition to reduce delays and ensure excellent on-time performance [90%+] for Capitol Corridor trains. For rolling stock improvements, maintaining and improving onboard bike storage will continue to be a priority, and testing of renewable diesel as an alternative fuel source will present an exciting opportunity to decrease carbon emissions associated with train operations.

For service amenity improvements, customers can expect to see continual Wi-Fi portal improvements in content and bandwidth. CCJPA is partnering with the San Joaquin Joint Powers Authority (SJJPA), the San Joaquin Regional Rail Commission (management agency of the Altamont Corridor Express, or ACE), and the North County Transit District (NCTD) to modernize PIDS across State-supported intercity passenger rail services, with implementation ongoing through calendar year 2022. The California Integrated Travel Program, in coordination with the California State Transportation Agency (CalSTA), will be entering a Minimum Viable Project (MVP) phase which is intended during the Fiscal Year to introduce new ticketing options to the public. This will require internal Capitol Corridor management and oversight changes, and as experienced by the public, there will be a notable change to ticket sales can proceed. CCJPA is presently developing the nature of the MVP and will engage with the public as to the nature of the ticketing change.

Marketing Strategies. The CCJPA’s marketing strategies for FY 2020-21 and FY 2021-22 and FY 2022-23 will focus on developing and implementing a comprehensive marketing plan to attract and grow ridership to pre-pandemic levels. Over the next two fiscal years, CCJPA will develop renew partnerships with new destinations, create programs to enhance the overall customer experience, and seek out opportunities to grow ridership via micro-markets. Seasonal campaigns are planned to position Capitol Corridor as a distinct regional service brand, and CCJPA will continue to coordinate with local partners and Amtrak on promotions, outreach, and shared marketing collateral efforts.

Action Plan. The CCJPA is committed to manage the service to meet or exceed near-term budget projections. Promotional programs and campaigns will showcase the Capitol Corridor as the preferred transport alternative in the Northern California Megaregion. CCJPA will conduct the planning analysis and cultivate the partnerships and funding opportunities necessary to make incremental as well as longer-term transformational changes to the Capitol Corridor route.

- ii - CAPITOL CORRIDOR FY 2021-22 – FY 2022-23 DRAFT ANNUAL BUSINESS PLAN – APRIL 2021 1. INTRODUCTION The Annual Business Plan is submitted in draft form in April 2021 and final form by June 15, 2021 to the Secretary of the California State Transportation Agency (CalSTA), providing adequate time for Amtrak to develop its final operating cost estimates for the Capitol Corridor® intercity passenger rail service. As part of Chapter 263 of State Law that allowed for the transfer of the Capitol Corridor service to the CCJPA on July 1, 1998, the CCJPA is required to prepare an ABP that identifies the current fiscal year’s operating and marketing strategies; summarizes capital improvement plans for the Capitol Corridor; and the includes the funding request to the Secretary of CalSTA for the CCJPA’s operating, administrative, and marketing costs for inclusion in the State Budget proposal to the Legislature.

. Placer County Transportation Planning Agency (PCTPA) THE CAPITOL CORRIDOR PROVIDES A . Solano Transportation Authority (STA) SUSTAINABLE TRANSPORTATION . Yolo County Transportation District (YCTD) SERVICE CONNECTING THE THREE . Sacramento Regional Transit District (Sac RT) ECONOMIC EMPLOYMENT CENTERS IN . San Francisco Bay Area Rapid Transit District (BART) NORTHERN CALIFORNIA: . Santa Clara Valley Transportation Authority (VTA) SACRAMENTO, SAN FRANCISCO/OAKLAND, AND The CCJPA is governed by a Board of Directors comprised of 16 elected officials from six SAN JOSE/SILICON VALLEY. member agencies (listed below) along the 170-mile Capitol Corridor rail route (see Figure 1-1):

For FY 2021-22, CCJPA will continue the operation of the pulse schedule introduced on March 29, 2021, which is a regularized hourly arrival and departure pattern (i.e. 5:01, 6:01, 7:01, etc.). This was a major change in CCJPA’s schedule and is in alignment with the California Rail State plan. Additionally, this new schedule will connect Auburn to San Jose with a direct train each way seven days a week.

The Capitol Corridor serves 18 train stations along the 170-mile rail corridor connecting the counties of Placer, Sacramento, Yolo, Solano, Contra Costa, Alameda, San Francisco (via motorcoach), and Santa Clara. The train service parallels the I-80/I-680 highway corridor between Sacramento and Oakland, and I-880 between Oakland and San Jose. In addition, the Capitol Corridor connects outlying communities to the train service via a dedicated motorcoach bus network as well as partnerships with local transit agencies that assist passengers traveling to destinations beyond the train station.

Capitol Corridor train and connecting motorcoach services are developed with input from riders, private sector stakeholders (such as Chambers of Commerce), and public interests (such as local transportation agencies), along with the entities that help deliver the Capitol Corridor service – Amtrak, Union Pacific Railroad (UPRR), Caltrans, and the various transportation agencies and communities that are along the Capitol Corridor route.

2. HISTORICAL PERFORMANCE OF THE SERVICE On December 12, 1991, the State of California Department of Transportation (Caltrans) and Amtrak initiated the Capitol Corridor intercity train service with six daily trains between San Jose and Sacramento. In 1996, legislation was enacted to establish the CCJPA, a partnership among six local transportation agencies sharing in the administration and management of the Capitol Corridor intercity train service.

In July 1998, an Interagency Transfer Agreement (ITA) transferred the operation of the Capitol Corridor service to the CCJPA for an initial three-year term, which was extended in 2001. In September 2003, legislation was enacted that eliminated the sunset date in the ITA and established the current, permanent governance structure for the CCJPA. The CCJPA now operates and manages the Capitol Corridor service through an operating agreement with Amtrak.

Under management of the CCJPA, collection and use of train operations and revenue data has been a consistent tool to expand and fine tune service plans to optimize ridership, increase revenue, achieve cost efficiency, and improve safety. Appendix A presents an overview of the financial performance and ridership growth of the Capitol Corridor service since its inception in December 1991.

- 1 - CAPITOL CORRIDOR FY 2021-22 – FY 2022-23 DRAFT ANNUAL BUSINESS PLAN – APRIL 2021

Figure 1-1 Map of Capitol Corridor Service Area

3. OPERATING PLAN AND STRATEGIES The CCJPA aims to meet the travel and transportation needs of Northern Californians by providing safe, frequent, reliable, and sustainable Capitol Corridor intercity train service. CCJPA is increasing the use of detailed daily operating information (e.g. ridership, delays, safety incidents, and customer comments) to drive efficiencies and identify capital improvement needs to enhance the reliability of service. Applying business intelligence and analytics ensures that the CCJPA uses sound business principles in developing short- and long- term operating strategies for the Capitol Corridor trains.

Train Service and Expansions The Capitol Corridor has maintained service at 30 weekday (22 weekend) trains between Sacramento and Oakland and 14 daily trains between Oakland and San Jose since August 2012. Due to the unprecedented effects of the COVID-19 global pandemic, CCJPA reduced train service in order to mitigate revenue shortfalls while still providing a critical transportation lifeline to essential and frontline workers during 2020. Immediately following the shelter in place orders in March of 2020, CCJPA reduced train service to ten trains per day. In June of 2020, the service frequency was increased to eight round trips on weekdays and five on weekends, representing fifty-five percent of pre-pandemic levels. In June of 2021, service frequency was increased to 11 round trips on weekdays and 9 round trips on weekends, representing 85% of pre-COVID service level. The short-term strategy is to match our service to demands as public health and financial conditions allow. CCJPA’s goal is to return to pre-pandemic train service levels by the second quarter of FY 2021-22.

- 2 - CAPITOL CORRIDOR FY 2021-22 – FY 2022-23 DRAFT ANNUAL BUSINESS PLAN – APRIL 2021

Prior to the pandemic, through February 2020, the Capitol Corridor train service CCJPA WILL CONTINUE TO PURSUE experienced ridership growth for 31 consecutive months. CCJPA will focus comprehensive SPECIFIC STRATEGIES TO ADDRESS strategies to restore service and ridership towards pre-pandemic levels in the FY 2021- SEATING CAPACITY CONCERNS ON 22 and FY 2022-23. SELECT PEAK TRAINS, SUCH AS ADDING ADDITIONAL TRAIN CARS The CCJPA continues to plan for service expansions to/from Roseville and longer-term AS AVAILABLE. service expansions to/from San Jose. These service expansion/extension projects will also require additional rolling stock.

Motorcoach Service and Transit Connections The Capitol Corridor provides dedicated motorcoach bus connections to San Francisco, communities along the Central Coast region south of San Jose (Salinas and San Luis Obispo), and communities east of Sacramento (South Lake Tahoe, CA and Reno, NV). In addition, the CCJPA partners with local transit agencies to offer expanded options for transit connections throughout the corridor. The CCJPA reimburses transit agencies through its Transit Transfer Program that allows Capitol Corridor passengers to transfer free of charge to participating local transit services. CCJPA has a joint ticketing arrangement with Placer Commuter Express and Roseville Transit, and also partners with Santa Cruz Metro and Monterey-Salinas Transit to share operating costs for the benefit of both agencies and their riders. Figure 3-1 illustrates the range of passenger rail, Amtrak Thru-way bus, and other local transit connections available from Capitol Corridor stations.

As part of the overall FY 20-21 COVID-19 temporary service reduction, the motorcoach bus connection to Santa Barbara was discontinued, and the connection to San Francisco was reduced to serve a subset of Capitol Corridor trains. CCJPA will continue to explore the possibility of transitioning to an AC Transit provided connection for this service. CCJPA is currently in discussions to form a partnership with El Dorado Transit for the Sacramento to South Lake Tahoe route.

As of April 2021, CCJPA is close to completing the implementation of a paper-free Transit Transfer program which will allows passengers to transfer to partnering transit agency services by showing an electronic ticket instead of a paper slip. In the coming months, Show Your Amtrak Ticket Transit Transfer program will be fully implemented with all CCJPA transit agency partners which reduces COVID-19 health risks and printing costs.

Pursuant to Senate Bill (SB) 742 which was enacted in 2020 and enables the State-supported intercity passenger rail services (Capitol Corridor, San Joaquins, and Pacific Surfliner) to provide bus service to passengers without a train ticket, CCJPA is coordinating with the other two intercity passenger rail services on the implementation and expect to identify opportunities to provide such services on additional routes during the next fiscal year.

FY 2020-21 Operating Plan As of April 2021, the current Operating Plan for FY 2020-21 is a temporary reduced schedule due to the current pandemic, with a plan to increase service on June 7, 2021: • Sacramento – Oakland: 16 weekday (10 weekend) trains • Oakland – San Jose: 12 weekday (8 weekend) trains • Sacramento – Roseville – Auburn: 2 daily trains (one round-trip)

As of June 7, 2021, the Operating Plan is expected to increase to: • Sacramento – Oakland - 22 weekday (18 weekend) trains • Oakland – San Jose: 14 daily trains • Sacramento – Roseville – Auburn – 2 daily trains (one round-trip)

FY 2021-22 and FY 2021-22 Operating Plans and Strategies CCJPA will continue to operate a temporary reduced operating plan for train and bus service in the first quarter of FY 2021-22 with a goal of transitioning to full service in the second quarter. FY 2021-22 FY 2022-23 Capitol Corridor Route Q1, Reduced Service Q 2 – 4, Full Service Q 1 – 4, Full Service Sacramento – Oakland 22 weekday (18 weekend) 30 weekday (22 weekend) 30 weekday (22 weekend) trains trains trains Oakland – San Jose 14 daily trains 14 daily trains 14 daily trains Sacramento – Roseville 2 daily trains 2 daily trains 2 daily trains Roseville – Auburn 2 daily trains 2 daily trains 2 daily trains

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Safety and Security CCJPA WILL PARTNER WITH The CCJPA will continue to work with partners, including UPRR, Amtrak, Caltrans, and Caltrain, to AMTRAK TO INCREASE THE monitor and maintain the PTC system on Capitol Corridor rolling stock as well as along the route PRESENCE OF SECURITY AND that Capitol Corridor trains operate on for safe and reliable train service. THE FREQUENCY OF DEEP CLEANING AT SELECT EAST During FY 20-21 CCJPA implemented health and safety measures soon after the COVID-19 global BAY STATIONS. pandemic. This included hand sanitizers aboard, enhanced cleaning procedures and mandated mask wearing while riding onboard. CCJPA is exploring additional technology that can enhance health & safety for FY 21-22.

Figure 3-1: Connecting Bus, Transit, and Train Services

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Service Reliability The CCJPA consistently takes action to address issues with service reliability and On-Time Performance (OTP). Two actions that were initiated in FY 2018-19 and that will continue in the FY 2021-22 and future year operating strategies are:

• Supporting an additional two Amtrak transportation supervisors in the Oakland to San Jose section of the route to address unauthorized trespassing and service incidents. • Introducing a right-of-way (ROW) cleaning crew (financed with CCJPA State Rail Assistance (SRA) funds and executed by UPRR) to address vegetation overgrowth, add and repair security barriers/fences, and remove homeless encampments along the ROW.

4. CAPITAL IMPROVEMENT PROGRAM The CCJPA maintains a Capital Improvement Program (CIP) used to continuously improve the Capitol Corridor’s reliability, travel times, OTP, safety/security, and to expand service frequency. These initiatives are supported by capital funding sources at the local, regional, state, and federal levels.

Capital Improvement Program Funding Since the inception of the Capitol Corridor service in 1991, more than $1 billion have been invested or programmed to purchase rolling stock, build or renovate stations, upgrade track and signal systems for increased capacity, and construct train maintenance and layover/storage facilities from a mixture of funding sources. The vast majority of funding has come from the State. See Appendix B for a list of CCJPA capital projects, project status, and related funding.

The 2018 State Rail Plan update lays out a transformative long-term vision of the statewide railroad network. The Plan envisions capital investments supporting a multi-tiered freight and passenger rail operating environment that better serves travel markets with improved cost efficiency. While ambitious, this plan would transform State rail operations and service, including Capitol Corridor service in the years to come. The CCJPA’s Northern California Megaregional Rail planning efforts, which evolved from the Vision Plan process, are coordinated within the larger context of the 2018 State Rail Plan.

Programmed and Current Capital Improvements Improvements made in this fiscal year as well as capital projects planned for FY 2021-22 and FY 2022-23 can be categorized into four broad categories: railroad infrastructure maintenance and improvements, rolling stock equipment improvements, service amenity improvements, and service plan improvements and expansions.

Out-Year Capital Improvement Program The out-year CIP is bolstered with new stable, long-term funding sources from the passage of Senate Bill 1 (SB1). A combination of dedicated (State Rail Assistance) and competitive grant (TIRCP) funds, for which CCJPA has been historically successful in securing, enables CCJPA to confidently plan for significant, long-term capital projects such as Sacramento to Roseville Third Track, South Bay Connect (formerly Oakland to San Jose Phase 2A). This funding also allows CCJPA to take a variety of measures to optimize service, including working with CalSTA on a statewide Integrated Travel Program. CCJPA is also working in partnership with BART to continue planning efforts for Link21, which includes a megaregional assessment of both BART and standard gauge rail that would be enhanced by a crossing between San Francisco and Oakland.

Specific Capital Improvement Program Discussion

Railroad Infrastructure Maintenance and Improvements Davis Station Improvements Design The CCJPA has entered a partnership with Amtrak, UPRR, and the City of Davis to begin a major program of improvements at the Davis station. This project will improve passenger safety and accessibility at this station while reducing train delays, improving railroad fluidity, and providing new pedestrian connectivity to adjacent neighborhoods. The first phase of this work will involve replacement of track crossovers and railroad signal system near the station. Design of the remaining improvements will proceed concurrently.

Agnew Siding Improvement Design Final design for a new passing siding in the Santa Clara-Great America station vicinity is underway and will be completed in FY 2020-21. To date, funding is available to cover all design and pre-construction activities. A new passing siding in the Santa Clara-Great America station vicinity would offer two benefits: 1) Provide a storage track to hold Capitol Corridor special/extra trains to serve events at Levi’s Stadium, which is adjacent to the Santa Clara-Great America Station; and 2) Reduce delays to Capitol Corridor and ACE trains due to

- 5 - CAPITOL CORRIDOR FY 2021-22 – FY 2022-23 DRAFT ANNUAL BUSINESS PLAN – APRIL 2021 unscheduled meets in the current single-track territory. These delays cascade throughout the respective train systems, causing further service disruptions and delays. CCJPA is working to obtain the remaining funds to implement the project as soon as the design phase is complete.

Signal Replacement/Upgrade The CCJPA has continued to work in partnership with UPRR to improve the railroad signal system. As a result, signal-related train delays have since been reduced. In FY 2021-22, additional improvements will be made to the signal system to reduce train delays and improve the signal system reliability.

Right-of-Way (ROW) Safety and Security Improvements The ROW Safety and Security Improvement Project is a partnership between CCJPA and UPRR to identify and mitigate safety/security concerns along the UPRR right-of-way, such as removing debris and temporary shelters. These actions help decrease trespasser fatalities as well as delays caused by debris on the tracks. The project is expected to continue in perpetuity based on available funding.

Capitalized Maintenance The Capitol Corridor Capitalized Maintenance program focuses on upgrades and improvements to the railroad infrastructure to achieve and maintain a high level of on-time performance. In the past fiscal year, funding was used for improvements to the railroad track to improve passenger ride comfort and on-time reliability. The program also funded railroad signal system reliability improvements.

Rolling Stock Equipment Improvements Wi-Fi Upgrade In December 2020, the CCJPA completed significant Wi-Fi system upgrades to the entire Northern California bi-level fleet which serves both the Capitol Corridor and San Joaquin intercity routes. CCJPA, working with Caltrans DRMT, performs this work as a ‘center of excellence’ on behalf of the State’s northern intercity passenger rail systems. In due course, this is available to extend to the Southern California fleet. The upgrades were completed using a service model approach, in which both the capital, ongoing operating support costs, and the associated amenities (e.g., entertainment and service applications) are amortized over time to allow for appropriate and consistent technology life-cycle upgrades. While the bi-level fleet has been upgraded, the new Siemens ‘Venture’ cars, are tentatively scheduled to be outfitted with the same Wi-Fi system starting in April 2021 and this install may continue into the fiscal year of this Business Plan. In addition to portal/landing page features described in Chapter 8, Marketing Strategies, the CCJPA will work with the Wi-Fi to test some internet traffic shaping treatments that can improve the overall passenger experience.

Renewable Diesel Testing To help the State meet its greenhouse gas reduction targets and eliminate harmful air pollution emissions, CCJPA is actively engaged with its statewide rail partners and the California Air Resources Board (CARB) to complete testing of renewable diesel as a substitute for carbon-based diesel fuel with the intention to transition the fuel source during FY 21-22.

Additional New Rolling Stock Caltrans has procured new single-level passenger rail cars (Siemens ‘Venture Cars”, described above in Wi-Fi) and these cars will be delivered for use on the San Joaquins service (tentatively) beginning in Fall 2021. This delivery will result in a shift of some vehicles to CCJPA. In advance of the order of new rail vehicles for the NorCal IPR fleet, Caltrans is spearheading a fleet management plan that is supported by the CCJPA, SJJPA, and the LOSSAN Rail Corridor Agency.

Service Amenity Improvements Bicycle Access In prior years, CCJPA has implemented a number of projects to support bicycle access to the service, including the installation of new electronic bicycle lockers at most of our stations. The COVID-related decreased ridership has slowed the demand for additional bike storage on and off the train, but we will continue to maintain and install new angled bike racks in additional cars as demand regrows.

California Passenger Information Display System (PIDS) Modernization PIDS provides passengers with train arrival information at Capitol Corridor stations and the current system is now in need of replacement. CCJPA is partnering with the San Joaquin Joint Powers Authority (SJJPA), the San Joaquin Regional Rail Commission (management agency of the Altamont Corridor Express, or ACE), and the North County Transit District (NCTD) to modernize PIDS across State-supported intercity passenger rail services, with implementation ongoing through calendar year 2022.

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California Integrated Travel Program (Cal ITP) CCJPA is managing a CalSTA and Caltrans DRMT-led, multi-agency initiative to research, develop and implement an Integrated Travel Program (Cal ITP) that will enable California residents and visitors to plan and pay for travel across multiple modes of transportation, including bus, metro, light and intercity rail, paratransit, bike hire, and ride-hailing services in California. With the help of dedicated Caltrans staff leading integration, the CCJPA is fiscally and programmatically supporting these critical objectives. While the first year of the project was spent developing the work program, 2020 was spent further building capacity in following standards and building upon scale of data systems, hardware, and software that would need to be in place to support early pilots. The latter half of 2020 was also spent developing Minimum Viable Projects (MVP) with selected transit operators. During this fiscal year, the California Intercity Passenger Rail system is expected to begin a Cal ITP payment system upgrade in a MVP approach which builds upon other prior MVP developments in California. As well, the funding grant and responsibilities for Cal-ITP are expanding into a program approach that requires a future entity or collection of partner entities to deliver on this key State level objective. To that end, CCJPA is working with CalSTA/Caltrans DRMT to explore governance options that can emerge handed off from CCJPA’s fiscal oversight of Cal-ITP.

Service Plan Improvements and Expansions Sacramento to Roseville Third Track Service Expansion Project The Sacramento to Roseville Third Track Project is currently at the 25% final design phase and working towards future design percentages until, nearly mid-2022, we should be at 100% design completed. Starting in early 2021, the CCJPA has been actively seeking additional funding opportunities at the State and Federal level to overcome an estimated $68M construction phase funding gap. During this fiscal year the CCJPA will seek funding agreements for newly added State and Federal funding sources to prepare for construction commencing in late 2022 or early 2023.

South Bay Connect (Oakland to San Jose Service Expansion Project Phase 2A) The South Bay Connect project involves two main elements: 1) the rerouting of Capitol Corridor train service from its existing UPRR Niles Subdivision to the UPRR Coast Subdivision between Oakland and Newark and 2) a new intermodal station at Ardenwood Park & Ride (in the Fremont/Newark area) that connects north-south rail service and existing east-west transit and shuttle service across the Dumbarton transportation corridor, enhancing transit connections between Alameda County and the Peninsula. The proposed service reroute reduces travel time by up to 13 minutes between Oakland and San Jose and reduces overall freight and passenger train congestion in the East Bay. Resulting increases in ridership from travel time reduction and new intermodal station connections would reduce vehicle miles traveled on this congested corridor, resulting in lower overall transportation GHG emissions and harmful air pollutants. This project is being developed in coordination with a broad range of stakeholders, including Alameda CTC, AC Transit, and other public and private entities. The project completed its Project Definition phase in December 2019 and kicked off a two-year environmental and final design phase in Summer 2020. The draft Environmental Impact Report (EIR) is expected to be released by end of 2021 and the final EIR by end of 2022. While this project is fully funded through environmental and final design, CCJPA will continue to seek additional funding required to complete construction.

Service Optimization Study The Service Optimization Study is a multifaceted look at potential short- to medium-term opportunities to increase ridership across the Northern California passenger rail system. Strategies to be examined include market-to-market travel demand and improve existing train scheduling and equipment utilization to maximize reliability and connectivity quality between different train systems. This work will heavily rely on a Northern California railroad network-level analysis of various NorCal passenger rail services that is expected to commence in early 2020. Another important element of the Service Optimization Study is to refine a travel demand and ridership model for the explicit use of Northern California passenger rail operators that can more accurately capture the nuances of land-use details, intercity travel, and intercity/commuter hub station performance that are not captured by existing Amtrak or metropolitan planning organization (MPO) models. CCJPA is building towards a distributed delay pulse schedule for 2026 through this work that will require Union Pacific approval.

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Link21(New Transbay Rail Crossing) CCJPA is partnering with BART on the extensive planning efforts needed to deliver on a Northern California Megaregional Project, a new transbay rail crossing between San Francisco and Oakland with implications that extend far beyond just the connection across the San Francisco Bay. The planned new rail crossing is evaluating provisions to include BART and/or standard gauge passenger rail services. The undertaking of such a project involves considering project concepts, markets, options, formal alternatives, across over 21 Northern California counties and requires a multi-disciplinary team of expertise to complete the extensive process. Section 9 of this ABP continues to include resources to support the full-time staff positions and supporting resources over the next five years to advance the planning studies and outreach efforts for interregional passenger rail services serving the greater NorCal Megaregion as part of Link21.

5. PERFORMANCE STANDARDS AND ACTION PLAN CCJPA maintains a customer-focused business model which emphasizes delivering reliable, frequent, safe, and cost-effective train service designed to sustain growth in ridership and revenue. During the past 20 years, ridership has trended upward as the service provides a viable, transport alternative to the parallel congested I-80/I-680/I-880 highway corridors that is competitive in terms of travel time, reliability, and cost. The CCJPA develops performance standards for the Capitol Corridor service to be aligned with the Uniform Performance Standards (UPS) developed by the CalSTA. CCJPA has long used data analysis to drive cost effective service improvements and expects to increase the role of data in future fiscal years. Table 5-1 summarizes the UPS and CCJPA results for FY 2019-20 and for FY 2019-20 through October/November 2019, as well as the standards for the next two fiscal years.

FY 2019-20 Performance Standards and Results • Ridership: 898 thousand, a decrease of forty-nine percent compared to the prior FY 2018-19. • Revenue: $20.3 million, forty-seven percent less than FY 2018-19. • System Operating Ratio (farebox ratio): 34 percent, forty-three percent less than FY 2018-19, primarily due to the decrease in ridership and revenue as a result of the COVID pandemic. • On-Time Performance (OTP): 88 percent, slipping one percent from FY 2018-19.

FY 2020-21 Performance Standards and Results to Date • Ridership: Year-to-date (through February 2021) ridership is 87 percent less than last year and 28 percent below business plan projections. • Revenue: Year-to-date (through February 2021) revenue is 86 percent less than last year and 41 percent below business plan projections. • System Operating Ratio: Year-to-date (through February 2021) system operating ratio is 13 percent, less than the FY 2019-20 standard of 52 percent. • On-Time Performance (OTP): Year-to-date (February 2021) End-Point OTP is 90 percent, which is even with the standard. Passenger OTP is 91 percent, 1 percent above the 90 percent standard.

FY 2021-22 and FY 2022-23 Performance Standards Table 5-1 provides the preliminary performance standards for FY 2021-22 and FY 2022-23. The FY 2020- 21 and FY 2021-22 future operating costs have been developed to conform with PRIIA Section 209 pricing policy, which stipulates that all state-financed, Amtrak-operated intercity passenger rail (IPR) routes under 750 miles shall be priced by Amtrak in a fair and equitable manner.

FY 2021-22 and FY 2022-23 Action Plan Table 5-2 summarizes projects, ongoing and planned, over FY 2020-21 and FY 2021-22. The projects listed are new, one-time initiatives and do not reflect recurring or annual CCJPA objectives (e.g. develop annual marketing plan, update business plan, rider appreciation events, etc.). Each project shown in Table 5-2 is dynamic and can change based on circumstances beyond CCJPA’s control.

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Table 5-1: System Performance Standards and Results FY 19-20 FY 20-21 FY 21-22 FY 22-23 % Performance Standard Actual Standard Standard Standard Standard Difference Usage Route Ridership 898,007 1,759,000 -49% 388,488 522,000 783,500 Passenger Miles 60,045,281 119,086,000 -50% 26,052,000 35,016,000 52,557,000 Efficiency System Operating Ratio 35% 52% -32% 52% 52% 52% (train and feeder bus) Total Operating $1.82 $0.55 +230% $0.55 $0.55 $0.55 Cost/Passenger-Mile Service Quality End-Point On-Time 88% 90% -2% 90% 90% 90% Performance Passenger On-Time 87% 90% -3% 90% 90% 90% Performance Operator Delays/10K Miles 327 >325 +0.5% >325 >325 >325

6. ESTABLISHMENT OF FARES The CCJPA develops fares in conjunction with Amtrak to ensure the Capitol Corridor service is attractive and competitive with other transportation options. Ticket types include standard one-way and roundtrip fares, monthly passes, and 10-ride tickets valid for 60 days. Ten-ride tickets are discounted roughly 35 percent as compared to one-way fares and monthly tickets are discounted roughly 50 percent from one-way fares, assuming use of 40 times per month. A 6-ride ticket was introduced in summer 2019, designed for college/university students. These discounted multi-ride fares have become increasingly popular due to the high number of repeat riders who use the Capitol Corridor trains as their primary means of travel along the corridor. Multi-ride tickets can be used year-round for all regularly scheduled train service. Reservations are not required for any of the trains.

The CCJPA also offers targeted discount programs for leisure travelers. The “Take Five for $5 on Weekends” buy-one/bring up to five others at $5 each way is a seasonal discount for small group travel. Due to its popularity, CCJPA developed the “Friends and Family” year-round offer that allows savings for buy-one/bring up to five others at 50 percent off. The Capitol Corridor also utilizes a variety of seasonal discounts aimed at specific target groups such as seniors, to promote off-peak and weekend ridership. In addition, Capitol Corridor offers a variety of Everyday Discounts for seniors, children, military, disabled person, and members of select organizations.

Under the Cal-ITP process, CCJPA, along with SJJPA staff, are positioned to re-cast the fare and ticketing system in an effort to simplify connections to other transportation services, reduce the costs of fare collection, and greatly simplify travel for customer. The process for this change will emerge over the period of this Business Plan and will require the development of internal capacity for CCJPA to manage revenue and customer service, much of which is handled by Amtrak at present. CCJPA will work closely with Cal-STA and Caltrans DRMT leadership to ensure that the proper staffing resources are in place to shift and then grow into a new fare and ticketing system that delivers on the objectives described.

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Table 5-2: FY 2021-22 and FY 2022-23 Action Plan

Past FY 2021-22 FY 2022-23 Future PROJECT Fiscal Fiscal Years Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Years

Davis Station Improvements

Agnew Siding

UPRR Signal Replacement/Upgrade

UPRR ROW Safety and Security

Surfliner Door Panel Replacement

Renewable Diesel Testing

Bicycle Access Plan Implementation (Angled Rack Installation)

California Integrated Travel Program California Passenger Information Display System (PIDS) Modernization

Service Optimization Plan

Sacramento to Roseville Third Track Phase 1 Service Expansion

South Bay Connect (Oakland to San Jose Phase 2A)

Link21

FY 2020-21 Fares In 2019, CCJPA completed a multi-year series of fare increases on multi-ride tickets that followed an inflationary increase of two percent per year. Given the budget and ridership demand uncertainties resulting from the COVID pandemic, no fare increases are planned in FY 2021-22 for single-ride or multi-ride tickets. To offer riders more flexibility with their multi-ride tickets, CCJPA extended the 10-ride/45-day ticket to 60 days, recognizing that riders may not be traveling as frequently given that many employees were encouraged and continue to work from home. This year and next, we will seek out more ways to offer ticket flexibility for riders as we learn more about ridership patterns and prepare for a new ticketing platform. CCJPA is working with Amtrak on an overall adjustment for some bus fares to keep pace with a significant increase in bus costs for some routes. Bus fares were not adjusted in recent fare increases and changes may be necessary to maintain current service levels.

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As part of its Marketing Program (Section 8), the CCJPA will develop initiatives designed to regain ridership and build customer satisfaction. Opportunities related to fares and ticketing include:

• Perform a fare analysis to benchmark our existing fare offerings and better inform future fare products • Develop new fare products or adjust existing ones to better meet the needs of riders • Raise awareness of the flexibility of Capitol Corridor’s “unreserved” ticketing • Continue to promote the college/university 6-ride ticket and the “Stride On Board” loyalty program. • Continue to promote California’s “Everyday Discounts” • Increase utilization of Amtrak’s mobile ticketing features, since they enable real-time validation and improve customer convenience

Together, these fare and ticketing programs for FY 2021-22 will enhance customer convenience and increase revenue yield as part of the expanding eTicketing program.

FY 2022-23 Fares Currently, we do not anticipate fare increases for multi-ride or single-ride train tickets in FY 2022-23 beyond an inflationary increase. If operating expenses fluctuate significantly (either increases or decreases), this plan will be revisited and adjusted accordingly. Other fare and ticketing opportunities include:

• Continue to expand and raise visibility of transit connectivity programs such as the Transit Transfer Program, joint ticketing, and transfer of motorcoach bus routes to parallel local transit services • Enhance customer loyalty and referral programs to retain existing riders and attract new riders • Integration and implementation of new ticketing platform will likely offer new fare products and expand choices for riders

7. SERVICE AMENITIES, FOOD SERVICES, & EQUIPMENT Service Amenities Accessibility The Capitol Corridor provides complete accessibility to passengers. Accessibility features 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. Mobility-impaired persons not in wheelchairs can utilize grip bars at each door, work with conductors to utilize on-train step stools, or even utilize the wheelchair lifts, if needed, to board from the platform. Passengers who require assistance may contact the conductors for assistance in boarding or detraining.

Passenger Information Displays (PIDS) Onboard train journey information is provided via the Wi-Fi landing page/portal associated with the recently upgraded Wi-Fi system. Refinements in this information as regards passenger journeys will evolve over time but remain as a consistent on-train amenity.

At the stations, there are electronic PIDS displays that provide train arrival times, delay information, and other notifications. CCJPA is leading an effort to modernize the PIDS system to improve system reliability and functionality. Description of the PIDS modernization can be found in Section 4, Capital Improvement Program.

Lavatories Lavatories in California cars feature electric hand dryers, soap dispensers, and infant diaper-changing tables. New air fresheners were added in the last fiscal year to help mitigate odors.

Wi-Fi All cars in the fleet have complimentary Wi-Fi service that originates from the “brain” car (Café car). As described in Chapter 4, CCJPA delivered a next-generation Wi-Fi solution in 2020, a significant upgrade from the original system. CCJPA will manage the upgraded Wi-Fi system under a long-term services-based contract, thus ensuring the Wi-Fi technology on California Intercity trains is kept modernized. See details on the next- generation Wi-Fi in Chapter 9, CA IPR Supplemental Allocation for Onboard Technology (page 19).

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Bicycle Access The impacts of the COVID pandemic reduced the prior trending demand for bicycle storage demand. The CCJPA Bicycle Access Plan (2012) presented key actions to improve and increase on-train and secure station bicycle capacity that have been delivered upon ever since adoption. These improvements include:

• Installed bike storage racks in all Northern California Coach Cars to store three bicycles on the lower level of the car. • Retrofitted 14 first generation California Cab Cars (8300-series) in FY 2013-14 to hold 13 bicycles as opposed to seven bicycles. • Configured five Surfliner Cab Cars (6000-series) with storage space for up to 13 bicycles in the lower level baggage area. • Added former California baggage cars (8200-series) with 15 bike storage capacity per car to the Capitol Corridor fleet as second bike cars on select Capitol Corridor trains. • Installed secure station bicycle parking at most Capitol Corridor stations. • Designed and installing onboard bike racks that increases storage capacity by 33 percent. • Designing an onboard bicycle storage solution for the Superliner cars, which are leased from Amtrak for operations in the Capitol Corridor system.

Food and Beverage Services In accordance with California public health guidance, Café Car service was temporarily suspended in 2020. While we do not have a firm date as to when Café Car service will return, we anticipate that it will be operational by late summer or early fall 2021, with a limited menu and with health and safety measure in place to limit COVID-19 transmission. Together with SJJPA, CCJPA will review opportunities to improve operational efficiencies while also bringing back customer favorites in the Café Car.

CCJPA will continue to work with SJJPA and Amtrak to ensure the food and beverage service meets customer needs and expectations.

Equipment Acquisition, Renovation, and Upgrades The CCJPA works closely with Caltrans and Amtrak to refine the maintenance and operations programs at the Oakland Maintenance Facility to improve the reliability, safety, and cost-effectiveness of the Northern California rail fleet, which supports both the Capitol Corridor and San Joaquin services. The fleet is a mix of California-owned equipment and leased Amtrak equipment as shown in Table 7-1. New fleet acquisitions under development will dramatically increase service capacity.

In January 2014, the State of Illinois, as lead agency for the Midwest states, California, Oregon, and Washington, announced the award of a federally-funded locomotive procurement for Chargers, the cleanest diesel-electric locomotives in the world. Chargers are clean-burning and meet EPA Tier IV emissions requirements. Eight Chargers were assigned to Northern California for use on the Capitol Corridor and San Joaquins services. In 2017, Caltrans accepted ownership of the Chargers, Amtrak was contracted to operate them and CCJPA accepted to oversee the maintenance and service performance of the units. These eight Chargers were all equipped with federally mandated PTC (Positive Train Control). They now are now officially in operation on the Capitol Corridor in the lead position, further enhancing the safety of the Capitol Corridor service. CCJPA expects to receive two more Chargers in 2021, replacing two of the F59 locomotives. This upcoming change is not included in Table 7-1.

In response to the changing demands for service due to the COVID-19 pandemic, Capitol Corridor has been working collaboratively in a fleet management task force with Caltrans and the other CA IPRs to shift the state- owned fleet in order to minimize the use of Amtrak leased cars. The fleet plan for FY 2021-22 is below in Table 7-1. Capitol Corridor has been operating the temporary reduced service with a fleet that generally relies on seven four-car trainsets.

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Table 7-1: Northern California Equipment Fleet (Capitol Corridor and San Joaquins)

California owned rail equipment NOTES 15 F59 Locomotives Assigned to San Joaquin and Capitol Corridor service 2 Dash-8 Locomotives Assigned to San Joaquin and Capitol Corridor service 8 Charger Locomotives Assigned to San Joaquin and Capitol Corridor service 1 MP14B Yard Switcher Assigned to San Joaquin and Capitol Corridor service 78 Bi-Level California Coach and Café Cars Assigned to San Joaquin and Capitol Corridor service 14 Single Level Comet Cars Assigned to San Joaquin service

Amtrak Supplemental Equipment NOTES 4 NPCU Single Level Baggage Cars Assigned to San Joaquin and Capitol Corridor service

Rehabilitation and Modification Programs Using previously allocated State funds, the CCJPA, Caltrans, and Amtrak have created a multi-year program of periodic overhauls to the existing train fleet that will improve the fleet performance and maintain the valued assets of the State’s rolling stock investment, while at the same time still provide enough cars to effectively run the service until new cars start to arrive in 2021. Below are lists of both the completed and upcoming projects.

Rail Equipment Projects Completed in FY 2020-21 • PTC equipment was installed in all the State’s 23 locomotives and 19 cab cars and is now fully operational • 39 of the 66 first generation California IPR cars have gone through a multi-year project to upgrade HVAC systems to a more environmentally friendly-refrigerant (R-410A), redesign ducting, and upgrade computer-controlled thermostats for more comfortable and constant temperature. During this modification, workers replaced aging floors with new linoleum and enhanced bracing at high traffic areas. • Wi-Fi upgrades of key components to ensure reliability of the system utilized by the traveling public. These include antennas for cellular and GPS, access point modules and Ethernet switches. Also, the original systems were checked for any defective or worn cables and replaced to maintain the systems to optimal standards.

Rail Equipment Projects Upcoming in FY 2021-22 • Testing of renewable diesel in the new Tier IV California Charger locomotives to be EPA certified began in mid-2019 and will last until one year’ hours of operation have been accumulated. This has been delayed due to COVID-19 service changes and is expected to be completed by Fall 2021. After successful testing, the new California Charger locomotive will be the cleanest petroleum-powered locomotive in the world and move California-owned passenger rail vehicles towards their goal of being carbon-free by 2035. • Newly designed bike racks with more storage capacity are being tested and will be installed on all cab cars. A bike rack design for the Amtrak-leased Superliners was successfully completed and can be deployed at a future time when ridership to CCJPA returns to pre-pandemic levels. • Two of the 15 state owned F-59 are to be decommissioned and replaced with Tier IV Chargers by 2021, with an additional five possible by 2022/23. Caltrans has negotiated with the local air districts to keep and utilize the two HEP engines and Gensets (Generators) as spares for the program. The head-end power units in the locomotives that provide power for lighting, electrical outlets, etc., that were updated to EPA Tier IV standards in 2012, will be overhauled starting in 2020. • Upgrades to the HVAC, ducting, and thermostatic controllers will continue. • The diner cars built in 1995/96 will undergo a rehabilitation of the upper level galley to update the equipment with current technology standards. Modifications include installing new chillers, drainage, counter tops, lighting, internet connections and food storage units. The new design will also make the working area more ergonomic for the food service employees. The first diner car to undergo the upgrade is due back in service by summer 2021. • For added safety and security, beginning March 2020, event recorders (black boxes) will be upgraded for better compatibility with PTC as well as trainset operation monitoring. • Side door operator replacement on the 6000 series Surfliner cars completed July 2020. • Replacement of 20-year-old side door panels on the 6000 series Surfliner cars scheduled to be completed by July 2021. Original project was due in 2020, but was delayed due to COVID-19 production and delivery challenges.

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• Clean the waste tank systems and investigate the possible reroute the venting on the 8800-series cars to help mitigate foul odors. • Replace the destination sign LED displays by Fall 2021. • Overhaul the hydraulic ADA boarding lifts on all cars. • Ongoing replacement of current incandescent and fluorescent lighting with more energy efficient, brighter, longer lasting, and cooler operating LED lighting.

8. MARKETING STRATEGIES To raise brand awareness of the Capitol Corridor service and increase ridership, the CCJPA employs a strategy of combining targeted advertising campaigns, multi-channeled cross-promotions with strategic partners, paid social media, and media outreach efforts. Primary objectives include promoting the service in key markets and attracting riders to trains with available capacity. Staff will focus on rider acquisition and retention through targeted advertising and brand engagement, primarily in the digital media space. Marketing dollars and impact are maximized through joint promotions and social media sharing with key partners along the Capitol Corridor route.

Advertising Campaigns and Brand Awareness Advertising campaigns inform leisure and business travel audiences about the advantages of train travel, including amenities, promotions/pricing, and destinations. CCJPA’s advertising efforts emphasize the Capitol Corridor image, brand, and destinations, in accordance with the CCJPA Board’s edict to create a distinct, regional brand for the Capitol Corridor and strengthen brand awareness throughout the service area.

Promotions The CCJPA will continue successful programs that target specific markets designed to build ridership during off- peak hours such as midday/mid-week and weekend travel. Destination-focused promotions highlight riding the train to events at venues along the route, such as Oakland Coliseum and Levi’s® Stadium, creating awareness of the train as a convenient to reach leisure destinations throughout Northern California.

Online Presence and Customer Engagement The CCJPA places great importance on delivering timely and accurate passenger communications via multiple channels, and engaging customers in providing feedback. Ongoing efforts include:

• Maintaining a website that is mobile optimized and easy to navigate, with booking and trip planning tools that are easy to use, as well as timely and engaging content. • Boosting participation in online social networking platforms, such as Facebook, Twitter, Instagram, and LinkedIn and exploring new opportunities within these rapidly evolving platforms. • Continuing rider engagement programs such as our virtual “Corridor Conversations” webinars, bringing back onboard programs such as “Cappy Hour” discounted drink hours, and launching new benefits for riders such as our Capitol Corridor Rewards program. • Enabling consistent and timely passenger communications via a variety of channels, including SMS/text and email service alerts, to ensure customers receive clear and up-to-date information. • Encouraging passengers to provide input via our channels such as the website, social media, and toll- free number. We use this feedback to identify and prioritize service modifications, capital improvements, and desired amenities for the service. • Enhanced onboard complimentary Wi-Fi service (“YourTrainWiFi”) that is more reliable and includes new features such as “Share my train status” and selections from local newspapers and magazines. For FY 22, additional content will be featured, including key points of interest along the Capitol Corridor route.

Partnership Brand Marketing The Capitol Corridor’s Strategic Marketing Partnership program has established a catalog of marketing assets and associated metrics to enhance the CCJPA’s trade promotion negotiations, enabling selected partners to market their products via Capitol Corridor’s diverse marketing channels, such as interior, exterior, and station signage, social media, email, electronic station signs, and the onboard Wi-Fi landing page. The partnership program is designed to increase value, ridership and revenues by leveraging relationships with organizations that are close to Capitol Corridor stations and/or share similar target audiences to heighten Capitol Corridor’s brand visibility.

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Joint Marketing and Outreach The CCJPA achieves cost efficiencies by working with local community partners, such as CCJPA member agencies and local destinations, to promote both destination and rail travel.

Customer Relations The CCJPA views communication with passengers as the cornerstone of our customer-focused service delivery. CCJPA actively encourages passengers to provide input via our website, social media channels, and toll-free number, funneling these comments into an online platform, which allows CCJPA to better respond to the customer’s request or issue. We use this feedback to identify and prioritize service modifications, capital improvements, and desired amenities in the service.

Public Relations, Outreach, and Advocacy The CCJPA’s public information efforts incorporate traditional and digital media to build awareness about its service--activities include: • Advocacy and public relations efforts that aim to increase the Capitol Corridor’s visibility and recognition as a unique interagency partnership. • Helping communities along the route to build awareness of the service in their respective cities through local outreach campaigns, including transit connections via the Transit Transfer Program. • Publishing an Annual Performance Report that informs the public and elected officials of the service’s successes, benefits, and challenges. • Collaborating with Operation Lifesaver, a voluntary effort by railroads, safety experts, law enforcement, public agencies, and the general public. The CCJPA coordinates with Operation Lifesaver to support rail safety campaigns through education, engineering, and enforcement.

FY 2021-22 Marketing Program CCJPA’s FY 2021-22 Marketing Program will continue to focus on increasing ridership on trains with available capacity by emphasizing the convenience of modern train travel and targeting service periods with the highest growth potential.

CCJPA will continue its own independent advertising campaigns that position Capitol Corridor as a distinct regional service brand. CCJPA will evolve the Capitol Corridor brand to ensure that marketing and customer touchpoints align with the CCJPA’s overall vision at present and into the future. Key elements will include:

• Developing a comprehensive marketing plan to attract and grow ridership to pre-pandemic levels. • Commemorating Capitol Corridor’s 30th year of operation, celebrating the milestone with a series of customer engagement campaigns and promotional offers toward the end of 2021. • Creating more digital content (videos, photos, infographics, etc.) for distribution via website, blog, and social media channels, to educate and engage riders and non-riders. • Renewing promotions with partners to maximize media spend, attract riders, and expand market reach, as leisure events and destinations resume. • Conducting deeper analysis of ridership data to identify emerging markets post-COVID, opportunities for micro-markets (single day/train offers, short-distance city pairs, etc.) and more sophisticated market segmentation. • Extend visibility of the brand, via train exteriors, uniforms, and other channels. • Improve overall customer experience, in particular, seeking solutions for Contact Center communication gaps, planning for customer support center in preparation for integrated travel program, evaluate service hours, etc. • Identifying areas for marketing and customer service automation and personalization, to more efficiently use our resources.

FY 2022-23 Marketing Program The CCJPA will continue to strive to grow ridership and revenue to pre-pandemic levels in 2022, as well as increased brand awareness through the region and beyond. Additionally, CCJPA will continue to align its marketing efforts with planned service amenity improvement projects, to ensure consistency of the customer experience.

- 15 - CAPITOL CORRIDOR FY 2021-22 – FY 2022-23 DRAFT ANNUAL BUSINESS PLAN – APRIL 2021 9. FY 2021-22 & FY 2022-23 ANNUAL FUNDING REQUIREMENT The primary purpose of this ABP, as defined in the ITA, is to request the annual funds required by the CCJPA to operate, administer, and market the Capitol Corridor service for agreed-upon service levels as well as administer two State IPR technology programs and a megaregional rail service expansion planning effort. Previous sections in this document describe the proposed operating plan, planned service improvements, and capital improvements for FY 2021-22 and FY 2022-23.

Operating Costs Based on the Operating Plan and Strategies (Section 3), the CCJPA has prepared an initial forecast for the FY 2021-22 and FY 2022-23 operating expenses, ridership, and revenues. Due to the decreased ridership demand which commenced in March 2020 related to the COVID-19 global pandemic and is forecast to persist into FY 2021-22, CCJPA will continue to operate a temporary reduced operating plan for train and bus service in the first quarter of FY 2021-22 with a goal of transitioning to full service in the second quarter. For the purposes of budget forecasting, the business plan reflects this reduced level of service. The FY 2021-22 operating costs conform pursuant to PRIIA Section 209, which was implemented in FY 2013-14 as part of a national launch of a pricing policy for all Amtrak-operated IPR services under 750 miles. There is an unusual level of uncertainty regarding operating costs and passenger revenue that will likely necessitate later updates to the budget forecasts. The CCJPA will submit any updated operating cost forecasts by June 15, 2021.

Projected operating costs are shown in Table 9-1 and include the basic train service and associated throughway bus services provided by Amtrak, the Information and Customer Support Services provided at the BART/CCJPA Contact Center, as well as CCJPA’s share of costs relating to the local transit service partnerships.

CCJPA is developing a strategy, in collaboration with the SJJPA, to implement Cal-ITP-compatible ticketing. As of March 2021, this effort is in the initial planning stages. While the program scope is still being developed, CCJPA may need to provide resources for revenue collection and customer support as early as late 2021. Over a transitional period combining both CCJPA ticketing support and Amtrak ticketing support, state funding to support the CCJPA Administrative (for revenue collection support) and Information/Customer Support Services (for customer support) may be required. As the CCJPA responsibility of ticketing ramps up, the Amtrak costs for supporting ticketing will decrease which is expected to fund these new functions going forward. Overall, the Cal-ITP compatible ticketing introduction will require future interaction with Caltrans DRMT staff to give greater definition to the timing and costs. As such, CCJPA is requesting a flexible approach to funding this effort due to the unknowns at this time.

Marketing Expenses The CCJPA’s marketing budget for FY 2021-22 and FY 2022-23 will fund the respective fiscal year’s Marketing Programs presented in Section 8. The budget estimates shown in Table 9-1 represent only direct expenditures of the CCJPA and do not include any costs for marketing programs provided solely by Amtrak or the State.

Administrative Expenses Table 9-1 identifies the estimate for the FY 2021-22 and FY 2022-23 budgets that support the administrative management activities of the CCJPA for the Capitol Corridor service. See the potential need for funding resources related to the ticketing system operation above in Operating Costs.

Total CCJPA Funding Request Compared to the current period (FY 2020-21), the FY 2021-22 and FY 2022-23 total proposed budgets for the CCJPA’s operating, marketing, and administrative expenses are expected to increase by 56 percent in FY 2021-22 due to the projected low ridership. There is an unusual level of uncertainty regarding operating costs and passenger revenue that will likely necessitate later updates to the budget forecasts.

The Capitol Corridor service will remain a part of the State’s IPR system, and, pursuant to the ITA, the service will continue to receive annual funding appropriations from the State. To that end, the CCJPA will provide the level of service consistent with funding appropriated by the Legislature and allocated by the State. Any cost savings realized by the CCJPA or revenues exceeding business plan projections during the term of the ITA will be used by the CCJPA for service improvements.

CCJPA Supplemental Allocations CCJPA receives additional annual supplemental allocations from Caltrans for special projects that benefit the Capitol Corridor service and are not included in the core CCJPA annual operating budget. These CCJPA Supplemental Allocations are listed in Table 9-1.

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Minor Capital Projects Minor capital projects are small projects to improve Capitol Corridor passenger rail facilities and operations that are less than $314,000. Some recent examples of minor capital projects include the installation of signage at stations and the repair of damaged station bike eLockers.

Capitalized Maintenance See description in Chapter 4, Railroad Infrastructure Maintenance and Improvements section.

California Intercity Passenger Rail (CA IPR) Support Supplemental Allocations CCJPA receives additional annual supplemental allocations from Caltrans for special projects that benefit the CA IPRs that are led by CCJPA. These CA IPR Supplemental Allocations are listed in Table 9-1.

Onboard Technology [Wi-Fi] In 2018, CCJPA worked with Amtrak to transfer the provision of third-party onboard Wi-Fi and its associated management expenses for the two Northern California State-supported intercity passenger rail services (Capitol Corridor and San Joaquins) to the CCJPA, with the understanding that the Southern California Pacific Surfliner would eventually also join under CCJPA’s oversight. As part of this shift, CCJPA procured a Next Generation onboard Wi-Fi service provider and a Wi-Fi service oversight contractor. CCJPA commenced the transition to Next Generation Wi-Fi for the Northern California fleet in February 2020 and completed the installation by December 2020.

As well, CCJPA will oversee the Wi-Fi installation for the new Siemens “Venture Cars” fleet that will be part of the SJJPA operation, tentatively planned to be in service in Fall of 2021. In 2020, CCJPA began paying the capitalized and operational service fees for these Venture Cars based on the original schedule of car delivery which has been delayed due to changes in production and delivery schedules. The prototype and commissioning phase is expected to be completed prior to the FY 2021-22 period.

The funding request for FY 2021-22 for the Onboard Wi-Fi program is $2,539,030. The funding request is inclusive of the capex/open payments to the Wi-Fi service provider for the Northern California fleet comprised of bi-level and the new Siemens Venture Cars, the Wi-Fi oversight provider, cellular SIM costs, maintenance of two legacy Wi-Fi systems, and CCJPA’s estimated labor costs. CCJPA and SJJPA marketing and communications managers have also included updated costs for the Wi-Fi portal pages which are necessary for planned updates and delivered content.

Link 21 (formerly New Transbay Rail Crossing) Initial studies have begun though BART and the CCJPA on early planning and implementation strategies for a Second Transbay Rail Crossing that would support both BART trains and interregional (intercity and commuter) passenger train services between the East Bay and San Francisco. Previous studies have identified the need for a new Transbay crossing of BART plus stand-gauge passenger rail services --- Core Capacity Study for the Transbay Corridor (Metropolitan Transportation Commission (MTC) and the 2018 California State Rail Plan (Caltrans).

CCJPA was initially supporting this initial planning in FY 2019-20 with $1 million from a 2018 TIRCP funding grant for network integration (working with outside consultants). CCJPA is requesting an annual supplemental allocation amount of $2.0 million per fiscal year starting FY 2020-21 for the purposes of supporting dedicated full-time staff positions plus providing financial resources for project planning and implementation strategies over the next five years.

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Table 9-1 CCJPA FY 2021-22 - FY 2022-23 FUNDING REQUIREMENT & SUPPLEMENTAL ALLOCATIONS Approved Proposed FY 2020-21 Budget FY 2021-22 Budget FY 2022-23 Budget Capitol Corridor Service Reduced Service Reduced / Full Full Service Service TRAIN SERVICE BY ROUTE Sacramento-Oakland Weekday 16 22 / 30 30 Weekend 10 18 / 22 22 Oakland-San Jose Weekday 10 14 14 Weekend 8 14 14 Sacramento-Roseville 2 2 2 Roseville-Auburn 2 2 2

RIDERSHIP 388,488 522,000 783,500

FUNDING REQUIREMENT Amtrak Operating Amtrak Operating Expenses $ 42,220,000 $ 72,375,000 $ 73,823,000 Amtrak Operating Revenue $ (4,958,000) $ (11,337,000) $ (16,422,000) Amtrak Operating Budget1 (Expenses less revenue) $ 37,262,000 $ 61,038,000 $ 57,401,000 CCJPA Management Information/Customer Support Services $ 1,161,000 $ 1,207,000 $ 1,255,000 Marketing $ 1,174,000 $ 1,174,000 $ 1,174,000 Administration $ 2,846,000 $ 2,960,000 $ 3,078,000 TOTAL CCJPA Funding Requirement $ 42,443,000 $ 66,379,000 $ 62,908,000

CCJPA SUPPLEMENTAL ALLOCATION Minor Capital $ - $ 500,000 $ 500,000 Capitalized Maintenance $ 100,000 $ 1,000,000 $ 1,000,000 TOTAL CCJPA Supplemental Allocation $ 100,000 $ 1,500,000 $ 1,500,000

CA INTERCITY PASSENGER RAIL (IPR) SUPPORT SUPPLEMENTAL ALLOCATION Onboard Technology [Wi-Fi] $ 2,773,878 $ 2,539,000 $ 3,520,000 Link21 (New Transbay Rail Crossing) $ 1,000,000 $ 1,500,000 $ 1,500,000 TOTAL CA IPR Supplemental Allocation $ 3,773,878 $ 4,039,000 $ 5,020,000

1Amtrak Operating funding approved by the State is the estimated amount to cover State costs and is offset by carryover State funding and federal emergency relief funding awarded to Amtrak for State-Supported services.

- 18 - CAPITOL CORRIDOR FY 2021-22 – FY 2022-23 DRAFT ANNUAL BUSINESS PLAN – APRIL 2021 10. SEPARATION OF FUNDING As identified in the Joint Exercise of Powers Agreement (JEPA) for the CCJPA, the Controller-Treasurer of the Managing Agency of the CCJPA will perform the functions of Treasurer, Auditor, and Controller of the CCJPA. San Francisco Bay Area Rapid Transit District’s (BART) prior agreement with the CCJPA to serve as the CCJPA’s Managing Agency was first renewed in February 2005 for a five-year term through February 2010 and subsequently renewed for another five years for the period of February 2010 through February 2015. These five-year terms are consistent with AB 1717, enacted in September 2003, which allows the CCJPA Board five years to monitor BART’s performance as the Managing Agency. In November 2019, the CCJPA Board approved a five-year term with BART for the period of February 20, 2020 through February 19, 2025. This action was subsequently supported by BART’s Board in December 2019.

As identified in the ITA, the State performs audits and reviews of CCJPA’s Capitol Corridor service–related financial statements. In addition, the CCJPA requires that the Controller-Treasurer provide an annual independent audit of the accounts of the CCJPA within six months of the close of the State fiscal year. BART has established the appropriate accounting and financial procedures to ensure that the funds secured by the CCJPA during FY 2020-21 and FY 2021-22 to support the Capitol Corridor are solely expended to operate, administer, and market the service.

11. CONSIDERATION OF OTHER SERVICE EXPANSIONS AND ENHANCEMENTS This section presents service expansion and enhancement opportunities beyond the CCJPA’s FY 2020-21 and FY 2021-22 service plans and funding requirements. Planning for potential new services will require securing capital improvements, additional operating funds, and institutional agreements. The CCJPA CIP is fully aligned with the goals of the 2018 State Rail Plan, which includes integration of rail services (high speed rail, intercity and regional rail, and integrated express buses) and development of multimodal connection points across the State that allows for convenient and timed transfers between different transit services and modes.

The 2018 State Rail Plan was developed by CalSTA and Caltrans DRMT to envision the passenger and freight rail network in California at a larger scale than previous versions of the State Rail Plan. The Plan incorporates not only the IPR services, but also the planning efforts for the California High Speed Rail system. The leadership by CalSTA, as expressed through the 2018 State Rail Plan, is advancing the concepts of State rail planning and has greatly influenced the funding awards CCJPA has received from Cap and Trade as well as under SB1.

Megaregional Rail Planning & Vision Plan Update In November 2014 the CCJPA Board adopted the Vision Plan Update and in November 2016, adopted the Vision Implementation Plan that directed the CCJPA to plan the future of Capitol Corridor service in a larger Northern California megaregional context. This endeavor includes exploring cross-bay connections in San Francisco Bay Area and connections with passenger rail services in the San Joaquin Valley. In 2018, the State adopted a State Rail Plan that supported actions within the CCJPA Vision Implementation Plan and encourages cooperation among Northern California rail providers under a Northern California Megaregional context.

The long-term vision for Capitol Corridor fundamentally involves developing Capitol Corridor service as one where frequency (currently capped at 15 round-trips) is not limited by existing host railroad agreements. Instead, the vision is for a service with 15-minute frequencies in the peak hour, and one where higher-speed service (up to potentially 150 mph – electrified service) is permitted. This vision was first examined at a high- level in the Vision Plan Update where core concepts were studied, and several viable alignment alternatives were moved forward to the next step. The next step, the Vision Implementation Plan, eliminated alternatives to one alignment via a phased and detailed engineering and operations level analysis. By identifying a path to a railroad corridor in public control, the implications for layering intercity, commuter, and even high-speed rail, are all viable potential outcomes consistent with the objectives of the 2018 State Rail Plan.

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LINK 21 (Formerly New Transbay Rail Crossing) CCJPA is now working with BART on early planning and implementation strategies for a New Transbay Rail Crossing – an opportunity for a second crossing for BART between the East Bay and San Francisco and a first crossing of this heavily traveled corridor for interregional (intercity and commuter) passenger train services. This approach aligns with the Core Capacity Study needs identified in the Metropolitan Transportation Commission (MTC)-led study and with the CCJPA Board direction to blend a conventional rail crossing toward an expanded rail network described in the 2018 State Rail Plan. The context of the Northern California Megaregion is the backdrop for the planned incremental program development steps for this megaproject.

CCJPA is supporting initial planning for this project with a 2018 TIRCP funding grant and since FY 2019-20, annual CA IPR supplemental allocations provided to CCJPA from CalSTA. CCJPA is working with the Bay Area Council Economic Institute and the University of California Davis, Institute for Transportation Studies, on a combined economic and transportation impact study of the new crossing for the Northern California Megaregion. CCJPA will participate in a BART-led series of procured steps in development; critical program oversight, environmental and design efforts, right-of-way, and finally construction efforts that are aimed at project delivery over the next 15 to 20 years.

Rail Service Expansion Planning Most recently revised in February 2019, the CCJPA’s Train Station Policy supports future extensions to new markets beyond the Capitol Corridor or new locations within the existing route. This policy encourages partnerships between several passenger rail services and local/regional transportation agencies. The updated CCJPA Train Station Policy presents an improved process to consider new station viability, benefit, and integration into the Capitol Corridor route. It clarifies the process of establishing a potential new station and of developing the funding program to support the development of new stations along the route. On February 12, 2020, the CCJPA Board approved a candidate station status to the City of Hercules, pursuant to the new Train Station Policy. The City of Hercules will continue to pursue funding for station development and travel time mitigation.

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APPENDICES

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APPENDIX A

Historical Service Statistics

Daily Total % Change Riders % Change Operating % Change Farebox State Fiscal Year Trains Ridership Prior Year Per Day Revenue Prior Year Expenses Prior Year Ratio Costs SFY 91/92 (a) 6 173,672 - - 864 $1,973,255 - - $4,848,967 - - 40.7% $1,592,907 SFY 92/93 6 238,785 - - 650 $2,970,103 - - $8,333,093 - - 35.6% $6,712,017 SFY 93/94 6 364,070 52.5% 1,000 $3,598,978 21.2% $9,911,735 18.9% 36.3% $6,714,761 SFY 94/95 6 349,056 -4.1% 960 $3,757,146 4.4% $9,679,401 -2.3% 38.8% $6,012,315 SFY 95/96 (b) 8 403,050 15.5% 1,100 $4,805,072 27.9% $11,077,485 14.4% 43.4% $6,434,940 SFY 96/97 8 496,586 23.2% 1,360 $5,938,072 23.6% $20,510,936 85.2% 29.0% $9,701,519 FFY 97/98 (c) 8 462,480 -6.9% 1,270 $6,245,105 5.2% $20,527,997 0.1% 30.4% $11,404,143 FFY 98/99 (d) 10/12 543,323 17.5% 1,490 $7,314,165 17.1% $23,453,325 14.3% 31.2% $16,022,024 FFY 99/00 (e) 12/14 767,749 41.3% 2,100 $9,115,611 24.6% $25,672,749 9.5% 35.7% $16,440,540 FFY 00/01 (f) 14/18 1,073,419 39.8% 2,941 $11,675,117 28.1% $28,696,741 11.8% 40.7% $17,680,477 FFY 01/02 18 1,079,779 0.6% 2,960 $12,201,602 4.5% $32,842,038 14.4% 37.2% $20,590,919 FFY 02/03 (g) 18/20/22/24 1,142,958 5.9% 3,130 $12,800,469 4.9% $36,469,383 11.0% 38.1% $21,540,910 FFY 03/04 24 1,165,334 2.0% 3,190 $13,168,373 2.9% $35,579,266 -2.4% 37.2% $22,708,181 FFY 04/05 24 1,260,249 8.1% 3,450 $15,148,333 15.0% $35,110,571 -1.3% 43.2% $19,962,238 FFY 05/06 (h) 24/32 1,273,088 1.0% 3,490 $16,014,636 5.7% $35,147,033 0.1% 45.8% $19,132,397 FFY 06/07 32 1,450,069 13.9% 3,970 $19,480,992 21.6% $40,533,332 15.3% 48.1% $21,052,340 FFY 07/08 32 1,693,580 16.8% 4,640 $23,822,862 22.3% $43,119,290 6.4% 55.2% $22,265,039 FFY 08/09 32 1,599,625 -5.5% 4,383 $23,505,602 -1.3% $50,159,032 16.3% 47.0% $25,113,642 FFY 09/10 32 1,580,619 -1.2% 4,330 $24,372,185 3.7% $52,843,973 5.4% 46.0% $27,499,149 FFY 10/11 32 1,708,618 8.1% 4,681 $27,176,573 11.5% $56,699,385 7.3% 48.0% $29,158,222 FFY 11/12 (i) 32/30 1,746,397 2.2% 4,785 $29,200,000 7.4% $59,035,857 4.1% 50.2% $29,606,390 FFY 12/13 30 1,701,185 -2.6% 4,661 $29,186,617 -0.05% $60,472,128 2.4% 51.0% $29,110,318 FFY 13/14 (j) 30 1,419,084 -16.6% 3,888 $29,177,880 -0.03% $58,063,314 -4.0% 50.9% $28,421,000 FFY 14/15 30 1,474,873 3.9% 4,041 $30,092,694 3.1% $57,586,946 -0.8% 52.0% $32,595,784 FFY 15/16 30 1,560,814 5.8% 4,276 $32,187,647 7.0% $57,135,316 -0.8% 55.0% $31,745,660 FFY 16/17 30 1,607,277 3.0% 4,403 $33,968,835 5.5% $58,010,359 1.5% 57.0% $31,729,519 FFY 17/18 30 1,706,849 6.2% 4,676 $36,305,769 6.9% $61,221,333 5.5% 58.0% $31,000,000 FFY 18/19 30 1,777,136 4.1% 4,869 $38,109,114 5.0% $62,492,832 2.1% 60.0% $28,689,495 FFY 19/20 (k) 30/10/16 898,007 -49.5% 2,460 $20,364,433 -46.6% $48,856,227 -21.8% 35.7% $28,174,000 SFY = State Fiscal Year (July 1- June 30) FFY = Federal Fiscal Year (October 1 -September 30) a. Statistics available for partial year only because service began in December 1991. b. Increase to 8 trains began in April 1996. c. Statistics presented for FFY 97/98 and each subsequent FFY to conform with Performance Standards developed by BT&H. d. 10 trains began on October 25, 1998 and 12 trains began on February 21, 1999. e. 14 trains began on February 28, 2000 . f. 18 trains began on April 29, 2001. g. 20 trains began on October 27, 2002; increase to 22 trains began on January 6, 2003; increase to 24 trains began on April 28, 2003. h. 32 trains began on August 26, 2006 (with increase to 14 daily trains to/from San Jose). i. 30 trains began on August 13, 2012 (service optimization with re-opening of the Sacramento Valley Station platform). j. Starting in FY 2014 Amtrak adjusted ridership reports to account for the actual tickets lifted via the scanning of tickets by the conductors, which results in ridership forecasts and reports that are 15%-20% below previous forecasts and reports. Previously, multiride tickets were not directly logged into the system but the passenger counts for multiride tickets were estimated based on assumed inflated usage. Prior year % change is made using adjusted FY 12/13 ridership. k. Due to the COVID-19 global pandemic, train service was reduced to 16 weekday/10 weekend trains. $8.5 m in federal CARES Act funding helped to offset State Costs and supplement revenue loss due to the drastic decline in ridership.

- 22 - CAPITOL CORRIDOR FY 2021-22 – FY 2022-23 DRAFT ANNUAL BUSINESS PLAN – APRIL 2021 APPENDIX B Capital Projects by CCJPA (In millions)

CCJPA Sponsored Status Programmed Funding Sources Project Cost Projects PTA, SRA, CCJPA RAB, Davis Station Improvements Pre-construction acitvities $7.30 $7.30 Amtrak and UPRR

Agnew Siding Project Pre-construction acitvities $3.34 SRA, Prop 1A $5.73

STIP, PTA (ongoing 10- Capitalized Maintenance Ongoing ($1M annually) $10.00 $10.00 year dedicated funding) UPRR Signal In progress $7.15 SRA, PTA $7.15 Replacement/Upgrade

UPRR Right-of-Way Safety In progress $7.50 SRA $7.50 and Security

Surfliner Door Panel In progress $0.55 Caltrans DRMT $0.55 Replacement

Renewable Diesel Testing Pilot testing in progress $1.00 CCRP $1.00

Bicycle Access Plan Refinement for new onboard bike rack and $0.23 CCRP $0.23 Implementation design of Superliner bike rack

Various studies and business cases are being California Integrated Travel developed. Initial pilots with select operator $27.34 TIRCP $27.34 Program are expected in 2020.

California PIDS Modernization (CCJPA Design initiated $1.11 SRA $1.11 share) NorCal network analysis to begin in early Service Optimization Plan $0.40 TIRCP, CCRP $0.40 2020

Sacramento to Roseville Prop 1A HST, STIP, PCTPA Final design in progress $85.65 $150.00 Third Main Track Phase 1 STIP, TIRCP, SRA

Sacramento to Roseville Phase 2 for 7 additional round trips (10 round Third Main Track $4.00 CCRP $465.40 trips total). This phase is not fully funded. Construction Phase 2 South Bay Connect Environmental and final design to begin in STIP, TIRCP, RM3, Measure (Oakland to San Jose Phase $196.36 $264.38 early 2020 BB 2A)

Support for Link21 economic analyses and Network Integration megaregional transportation modeling $2.00 TIRCP $2.00 recommendations

$343.29 ESTIMATED TOTAL $937.06 TOTAL - ALL PROJECTS

- 23 -

CCJPA Annual Business Plan FY 2021-22 and FY 2022-23 Public Comments and Staff Responses

March 16, 2021 through March 19, 2021

VIRTUAL WORKSHOPS Tuesday, March 16, 2021 1. Q. Now that many counties are in the "Red Tier", could marketing soon promote the cafe car reopening, and if so, when?

A. We will be continuing to follow State guidance as it pertains to indoor dining. Currently, we are planning on a service increase coordinated with café service return for this summer. Amtrak is currently recalling their workforce and we are working closely with them to reinstate cafe service as allowed by the California Department of Public Health. 2. Q. Is it possible during this business plan update to expand service beyond pre- pandemic service levels, or would entities like Union Pacific prohibit that from happening?

A. The Capitol Corridor operates on Union Pacific (UP) railroad tracks and we have to negotiate all of our schedules with them. Currently we have negotiated rights for 30 slots. We implemented a new schedule on March 29, 2021. We did hear some feedback from riders about areas of the schedule that did not work for them. This year we did a more significant change. First, we worked to improve our connections to transit services like BART at the Richmond Station and transit services in Solano and Yolo counties. The second improvement we made was to mitigate some of the previously built in conflicts that primarily exist along the single-track territory south of Oakland. The other improvement was introducing a direct connection on weekdays between Auburn and San Jose. Although this shift negatively affected some passengers given the earlier departure, this direct connection will allow those coming from Placer County to spend a few hours in the San Francisco or San Jose areas and return the same day. Longer term, our plan is to expand our service up to Roseville to three roundtrips daily. In the meantime, we are providing bus connections to the Sacramento Station for access to more train options. Lastly, this new schedule allows us to use our train equipment more efficiently as it requires less equipment for the same level of service. This improves our operating costs and better serves more customers. As always, feel free to submit comments or questions on our website; we review all of our comments, and it helps in considering changes or modifications to future schedules. 3. Q. Could you talk about AB-1226 McCarty (D-Sacramento) about the Capitol Corridor service he submitted through the state legislative process?

A. There was a bill introduce by Kevin McCarty. Assemblymen McCarty is supportive of our service and introduced a bill to provide more funding to the Capitol Corridor. Our understanding is that this bill was too narrowly defined. We plan to continue to work with his team to look for opportunities for him to provide support to our service. 4. Q. As part of the PIDS modernization, will the modernized signs show San Joaquin trains and Amtrak long distance trains, as well as the Capitol Corridor Trains?

A. Currently, the Passenger Information Display System (PIDS) displays the San Joaquins, Capitol Corridor, and Amtrak long-distance trains. The intention is that the new system we have through back-end servers and different interfaces can show all the trains. Amtrak will not have separate signs for the long- distance trains, and all of the information is going to be through the same infrastructure we set up. 5. Q. How can riders be more involved in schedules? It seems that the schedules are changed without any rider input.

A. Due to the scale of this change most of our decisions were data driven and based on constraints we have on operating on a host railroad (UPRR) and having limited slots and flexibility with times. Please provide comments on our website. We are always looking for feedback and ways to better serve customers. We don't take schedule changes lightly and do value input. 6. Q. Will the Capitol Corridor and San Joaquins be soon transitioning transbay bus service at Emeryville to AC Transit's Transbay Line F? This Route does serve the UC Campus in Berkeley.

A. Our long-term plan is to have AC Transit take over that segment, and in fact, what we are trying to do across the system is leverage more of these transit partnerships. We would prefer to coordinate with local transit agencies rather than having a parallel contracted transit service. AC Transit, like a lot of other transit agencies, is working through COVID-related challenges, but we will continue to look into developing a partnership. We remain committed to partnering with AC Transit to provide the Emeryville to San Francisco transbay connection long term. 7. Q. The San Joaquins trains offer a 10-trip, multi-ride ticket with a longer timeframe than the Capitol Corridor. Will it be possible to offer a 60-day, 10-trip ticket in the future, instead of a 45-day ten trip ticket?

A. We actually are offering the 60-day, 10-trip ticket currently. Look on our website for the latest offerings. 8. Q. Unfortunately this new 521 schedule takes me off the train. 5 years from Martinez to SF. Too bad for me.

A. Sorry for the inconvenience but please look at our other train times to see if some of those trains work for your schedule. 9. Q. Regarding the A's EIR for Howard Terminal, how much are you involved given that Union Pacific controls the tracks.

A. We are in the process of reviewing the EIR and plan to provide feedback soon. This is a very important project to us because it is adjacent to where our service currently runs. Union Pacific also has the opportunity to provide comments on that proposal. The public crossing over the mainline tracks is a serious safety concern for us. 10. Q. Can you talk about the expansion to Monterey County? Will this be the Capitol Corridor expanding down there or CalTrain?

A. San Luis Obispo Council of Governments (SLOCOG) is currently working on a study to provide a connection between San Jose and San Luis Obispo. We will be participating in these discussions with SLOCOG to learn more. It is too early to say if this segment will be operated independently by the State or by another agency. 11. Q. I think there needs to be a very strong public/private partnership with Amtrak, UP, CCJPA, SJJPA, City of Oakland, and the Oakland A's, to financially contribute to safety and security measues in and around the Oakland Jack London area for security cameras, fencing and either over crossings or under crossings around Embracdero West to ensure we have a zero tolerance policy of fatalities in this future development area.

A. The Capitol Corridor has many crossings up and down the corridor without fencing. In these areas, we unfortunately have a lot of trespasser incidents and have made a real commitment to secure the corridor as much as we can. It is sometimes difficult to engineer these solutions. The problem surrounding Oakland Jack London Square is a complicated one that we will be commenting on for the Howard Terminal EIR. Thursday, March 18, 2021 1. Q. Are there plans to extend service to Gilroy?

A. There are no current plans to extend Capitol Corridor service to Gilroy. 2. Q. The new schedule for weekday trains between Roseville and Sacramento does not seem to me to be nearly as convenient for the average downtown worker. The train will be arriving downtown much earlier and the train back to Placer will be leaving much later. I understand that this change will be a benefit for people in Auburn connecting to the Bay Area. But it seems to me that the biggest contingent on the 529 and 536 is people traveling between Roseville (and perhaps Rocklin) and Sacramento. I hope you will reconsider.

A. Whenever we implement a schedule change, our goal is to improve the service for the greatest number of people, recognizing too that specific changes may not be convenient for every single rider. We currently have one train a day between Auburn and Sacramento, and that is what we have rights to run based on our negotiation with Union Pacific, which owns the tracks. We are actively working on an expansion of that service to three round trips a day between Roseville and Sacramento. This will give us more flexibility in our schedule long term at least to and from Roseville. We have an agreement with UP on how to do that and what improvements we need to make for the final design. In the short term, however, we updated the schedule between Auburn and Sacramento. The morning westbound train leaves about an hour earlier than it has in the past, but it goes all the way - no transfer required - to San Jose, which we've never offered on weekdays. Historically that train has stopped in Oakland and anyone who wanted to continue on to San Jose would have to transfer there, sometimes waiting an hour or more to get another train. Now they can do that in one, direct trip. The new schedule also makes it easier for people traveling from Placer County to destinations south of Sacramento (e.g. Martinez, Richmond for BART connection to SF, Santa Clara) to get to their destination and back in a single day. We realize this may be an inconvenience for those using the service to commute between Placer County and Sacramento because it makes for a long day. But, there are a couple of other options. For passengers getting on in Auburn or Rocklin, there are commuter buses run by Placer County Transportation Authority at those two stations. You can take the train one direction and use the Placer County bus service for the other leg. There is also Capitol Corridor's connecting bus service, which riders can take to/from Roseville, Rocklin, or Auburn. The Placer County bus service also stops at the Park & Ride Lot in Roseville. Our hope is that these alternatives will mitigate some of the concerns about the new schedule, and as with any service change, we are always monitoring ridership to ensure it is working well for the greatest number of people. 3. Q. Will Link 21 for the Capitol Corridor service be kept seperate from a second BART bay crossing in order to allow each service to be constructed whenever funding is available?

A. We don't know the answer to that yet, but it is something we will be studying as Link21 progresses. There are benefits to having two separate crossings/tunnels so we can more directly connect to our existing systems, but it's still too early to determine if both systems will travel in one consolidated tunnel or two separate ones. 4. Q. A one-seat ride to Gilroy from the North Bay would be much better for the rider, compared to the transfer required from Amtrak, which typically is often late.

A. SLOCOG is working on a study to provide rail service along the Central Coast. CCPJA will remain engaged, working with CalSTA and Caltrans DRMT, to be a partner in implementing the State Rail plan, including, as appropriate, to extend the Capitol Corridor route or to work with other passenger rail partners in the Northern California megaregion to support the larger Statewide vision for passenger rail across California. 5. Q. Can you give a more detailed description of the current status of the Roseville Third Track expansion project? Where exactly are you in the process and what is the current estimate of when the expansion will open? Thank you.

A. Right now, we are in the 25% design stage, and we are working on the final engineering design in coordination with Union Pacific, which owns the tracks along our corridor. There are many details that need to be worked out. We are actively seeking funding from Federal and State sources for this project, as we are not fully funded through construction. Assuming everything works out on the funding side the as well as the engineering design side, we estimate the additional service would start around 2025. 6. Q. Is there a plan for a new (game-day) station at the proposed new stadium at the Howard Terminal in Oakland?

A. There would not be a new station at that location. The closest station (which is closer than any of the Oakland BART stations) would be Oakland Jack London Square Station, which is just a short and easy walk from the proposed new stadium. 7. Q. Is it correct that you are planning to eliminate those extra paper tickets for transfers?

A. We currently have a plan to transition to a contactless ticket transfer system and should have that fully implemented by late Spring 2021. We are just waiting on one agency to approve the change, and as soon as that happens, we should be able to fully utilize contactless ticket transfers along the route. 8. Q. What is the plan for improved security at the Oakland Coliseum Station? The station is only a block from BART, but isolated and can feel uncomfortable.

A. The Amtrak Police Department is actively present at the Coliseum Station, and we also engage with local communities up and down the corridor. We had a recent clean up at several of our stations, with Coliseum being the most recent, but also monitor other stations where we are seeing increased crime. It is an ongoing effort, and we rely a lot on data and customer feedback. In the case of the Coliseum, as with all of our stations, the parking facility itself is maintained by the local jurisdiction. We engage regularly with the City of Oakland and let them know about any issues in the parking lot and also maintain the train platform. We can't change the reality that the station is a bit isolated, but we are committed to providing security by working with the local police department, for example, to minimize car break-ins. Friday, March 19, 2021 1. Q. I know this is a long-term item, but for intermodal San Francisco to Oakland Jack London, it would be nice to match OKJ with the SF-Oakland ferry, especially on the weekends.

A. It is a great idea and could be a very appealing option for leisure riders and tourists, especially since it's a relatively short walk between the train station and ferry terminal. Most people who go to San Francisco transfer to BART in Richmond or to our connecting bus in Emeryville. Like us and other transit providers, the ferry is working on building back their service. They have had to make a lot of changes to their schedule and also have a new director. We will certainly work with them, as we do with other transit agencies, to explore options for coordination. Part of the idea of this schedule change was to create a more predictable schedule so it will be easier for our transit partners to link their services. 2. Q. Maybe I missed it, what is the plan for the cafe cars?

A. The directive we received from the California Department of Public Health was to suspend service until we reach the orange tier in the counties in which we operate. Things are getting better, and we are getting close. Once that happens across all the counties we operate in we will inform Amtrak that we are interested in resuming our cafe service. We do need state approval for that, and we do need to wait until Amtrak's staff returns. At this point, we are optimistic that we will have cafe service back by early June 2021. Online Comments 1. Q. As you know from the currently adopted 2018 State Rail Plan, the Coast Corridor is an emerging corridor and the state is looking to expand options north of San Luis Obispo. Our Coast Rail Corridor Study, which will be adopted before the end of the fiscal year, explores governance options for new intercity rail trips north of San Luis Obispo, and CCJPA comes up as the most advantageous and option. Please add language to explore opportunities for expansion along the Central Coast by coordinating with both the San Luis Obispo Council of Governments (SLOCOG) and the Coast Rail Coordinating Council (CRCC), of which SLOCOG is the facilitating agency. It looks like the section on Rail Service Expansion Planning in Chapter 11 is the most suitable placement. Both SLOCOG and the CRCC look forward to partnering with you to learn more about CCJPA's current challenges and how we might be able to work together to further intercity rail development along California's Central Coast

A. CCPJA will remain engaged, working with CalSTA and Caltrans DRMT (Division of Rail and Mass Transportation), to implement the State Rail Plan, including, as appropriate, to extend the Capitol Corridor route or to work with other passenger rail partners in the Northern California megaregion to support the larger state-wide vision for passenger rail. 2. Q. As a nearly 14-year commuter between Rocklin and Sacramento, my only comment to the Business Plan is utter disappointment in CCJPA's decision to effectively eliminate trains 529 and 536 for commuters between Auburn and Sacramento, and beyond. I work in an essential industry and position, and have been riding daily, except for April & May 2020. Running the train out of Auburn nearly an hour earlier in the morning, and out of Sacramento nearly an hour later in the evening, puts Capitol Corridor out of reach for those of us who have been loyal commuters. Effective March 29th we are pushed to the crowded highways or local bus service. Admittedly ridership is very low compared to pre-pandemic, but I find it particularly curious CCJPA is willing to continue train service up to Auburn each day, just not on a schedule, the current schedule, that allows commuters to ride. This schedule change reduces ridership, significantly, while the Business Plan claims to have a goal of increasing ridership. What a sour ending to many years of enjoyable commuting on Capitol Corridor.

A. CCJPA will continue to look for ways to serve riders from Auburn, Rocklin, and Roseville. We understand that the latest schedule update may have negatively affected some riders, and we remain committed to providing rail transit to as many people as possible. In the meantime, we encourage passengers to ride the train for one segment of their trip and for the other leg, use one of the other options via our connecting buses, the Roseville Commuter bus, or Placer Commuter Express. 3. Q. You broke the schedule. I can't even imagine how the change could lead to a viable business plan. I've been riding the 529/536 from Rocklin since 2006. The change makes it completely unusable. Commuter trains need to be attuned to business hours at destination cities; the biggest single use is Roseville/Rocklin/Auburn -> Sacramento/Davis. Right now, you're losing money left & right because of the pandemic restrictions, but they'll soon be gone. The state workers are going to try to go back to riding and they're going to go "where's my train". Others who commuted daily into Sacramento or Davis are going to go "where's my train/that's completely unusable". I've computed the times; it's too long for 8/40 and it's too short for 10/40; and I don't have the stamina for 10/40 anyway. Change the schedule back. The result you received was so bad it should have been rejected out of hand, and they should have known it was bad, and you should have known it was bad. There's no way getting a few more heading into Oakland is worth the daily commute losses for the state workers. Your new business plan is most likely not viable with that loss

A. We are continuing to work with AC Transit as part of our long-term strategy to provide connections between Emeryville and San Francisco, utlizing the Salesforce Transit Center. AC Transit is working through some COVID-19 pandemic-related challenges, but we will resume conversations to transition from our current bus operator to AC Transit. 5. Q. Having reviewed the Business Plan and seeing the new schedule effective March 29, 2021, I can foresee that the business plan will fail. The schedule about to go into effect will drastically reduce ridership between Sacramento and Auburn as most commuters will be unable to take the train.

Capitol Corridor Stands Against Anti-Asian/Pacific Islander Violence

In July 2020 we at the Capitol Corridor took a stand against racism and stood in solidarity with those who believe Black Lives Matter. Today, we are reaffirming our position by speaking out against anti-Asian/Pacific Islander violence.

We should all be able to go for a walk, worship, run errands, or head to work free from the fear of violence. Yet, six women of Asian descent were gunned down in Atlanta at their workplace—simply because of their race. Pak Ho was fatally beaten in Oakland as he took his morning walk; Xiao Zhen Xie was just waiting for a light signal to change, when the 75-year-old woman was punched in the face. The rising vicious attacks on Asians and Pacific Islanders are based on malicious stereotypes and scapegoating that have been used for well over a century to marginalize groups of people and create division among Americans. This strategy paved the way for systemic racism against Asians and Pacific Islanders to become acceptable. The Chinese Exclusion Act in 1862 began a wave of laws that denied Asian and Pacific Islander Americans their basic civil rights just because of their ethnicity.

As an intercity passenger rail service, we honor the contributions and sacrifices that Chinese laborers, in particular, made to link the industrial United States in the 1800s through their work on America’s Transcontinental Railroad. Not only did they do the back-breaking labor to lay track and create tunnels, but hundreds died from accidents, explosions, and illness, while their communities suffered from the indignity of bigotry.

Racism has no place in the 21st Century. We must unite and stand against this disturbing rise in anti-Asian/Pacific Islander violence. We want those who use our service to always feel welcomed, safe, and an integral part of the Capitol Corridor community. Our statement today is part of our dedication to making a difference and our ongoing commitment toward a better future.

April 15, 2021

4/16/2021

Capitol Corridor Joint Powers Authority BOARD MEETING | VIRTUAL APRIL 21, 2021

Pledge of Allegiance

CCJPA Board Meeting ‐ April 21, 2021 1 4/16/2021

Report of the Chair

Item III. Don Saylor | Chair, CCJPA Board of Directors

IV. Consent Calendar

1. Approval of Minutes of the February 17, 2021 Meeting

2. Suisun‐Fairfield Station Lighting and Waiting Shelter Improvements

3. CCJPA/Union Pacific Railroad Right‐ of‐Way Maintenance Agreement

CCJPA Board Meeting ‐ April 21, 2021 2 4/16/2021

Item V.1 FY 2021 Operations Budget Modification

Ridership Health Demand & Safety

Funding

Equipment Availability

Proposed Service Prior service adjustments . March 2020: Reduced service Increase & Funding . March 29, 2021: Pulse schedule

FY 2021 Capitol Corridor Service & Funding

ADDITIONAL RESTORED SERVICE APPROVED Effective June 7, 2021

16 Weekday 22 Weekday Train 10 Weekend 18 Weekend Since June 2020

Reduced Connecting Motorcoach Minor Additions for SF Connections Since August 2020

Discontinued Onboard Café Full Service Since March 2020

FY20 Federal CARES Relief $ 4.69 Funding* FY21 Federal COVID Relief $13.40 FY21 Federal Rescue Relief $13.40 In millions FY20 Operations Surplus $ 8.77 FY21 Operations $ 2.82 FY21 Operations $ 9.77

*Federal relief funding is awarded to Amtrak and reduces Capitol Corridor’s payment obligation for the Capitol Corridor train and bus service provided by Amtrak. 6| Item V.1

CCJPA Board Meeting ‐ April 21, 2021 3 4/16/2021

Annual Business Plan Update (FY 2021‐22 –FY 2022‐23)

Item V.2 Rob Padgette | Managing Director Catherine Relucio | Manager of Budget & Administration

FY 2021‐22 & FY 2022‐23 Annual Business Plan (ABP)

. March 2021: Initial ABP released; Three public workshops hosted; Public comments collected

. April 2021: CCJPA Board approval of draft ABP; Submit draft ABP to CalSTA

. May 2021: Receive and incorporate Amtrak operating forecasts

. July 2021: Receive CalSTA ABP approval/annual allocation letter

. September 2021: CCJPA Board adoption8 of FY 2021‐22 Budget

8| Item V.2

CCJPA Board Meeting ‐ April 21, 2021 4 4/16/2021

ABP Highlights

. Long‐term service expansion plans . Sacramento to Roseville expansion . South Bay Connect . Link 21 . Railroad Right‐of‐Way safety and infrastructure . Rolling stock . Renewable diesel testing . Onboard bike storage . Service amenities . Passenger Information Display System . California Integrated Ticketing (CalITP) Minimum Viable Project (MVP) . Marketing strategies 9| Item V.2

ABP Operating Plan & Funding Request

CCJPA ABP Operating Plan & Funding Request APPROVED PROPOSED PROPOSED FY 2021 FY 2022 FY 2023

Service Level Reduced Full Q2‐4 Full Service

22/30 Weekday Trains 30 Weekday Trains Frequency 16 Weekday Trains 10 Weekend Trains 18/22 Weekend Trains 22 Weekend Trains

Ridership 388,488 522,000 783,500

Budget* $37.26 million $61.04 million $57.40 million

*Funding required to run the CC service is reduced by remaining federal relief funding provided to Amtrak for State‐supported services. Uncertainty regarding operating costs and passenger revenue may necessitate future updates to the budget forecasts. 10 | Item V.2

CCJPA Board Meeting ‐ April 21, 2021 5 4/16/2021

Item V.3 CCJPA/El Dorado County Transit Authority Bus Service

Sacramento to South Lake Tahoe Commuter Bus Service

. Effective July 1, 2021, replaces service under Amtrak Operating Contract

. Annual reduction of 40% in operating costs, plus additional savings in revenue earned

. Reduction in operating costs will facilitate future service increases to meet ridership demand

. Commuter pattern ‐ Early buses westbound; Evening buses eastbound

Request Board Authorization: Budget of not‐to‐exceed $185,000 per year for FY 2022 –24 for the CCJPA/El Dorado Transit Authority Bus Service partnership. 11

Item V.4 Legislation and Funding State and Federal

. COVID Federal Relief Bills . FY 2020 CARES Act Funding Expended . FY 2021 COVID Relief (December 2020) . FY 2021 American Rescue Plan (March 2021) . President Biden’s Infrastructure Plan/American Jobs Plan . Federal FAST Act Reauthorization . CCJPA Ad Hoc Subcommittee

CCJPA Board Meeting ‐ April 21, 2021 6 4/16/2021

Federal Funding Request ‐ Agnew Siding

Provide a critical Improved service Allow increased service passing through 12 mile ‐ reliability for passenger to support large events single track near Levi’s ‐ and freight rail in Silicon Valley Stadium

Cascading benefits in Federal Funding Silicon Valley and Broad Community Opportunities: Northern California Support • FY 2022 Appropriations Megaregion • FAST Act Reauthorization

Request Board Authorization: $6.61 million in federal funding to support the Agnew Siding Project, Sponsorship by Representative Ro Khanna

13 | Item V.4

Capital Projects Update Davis Crossover and Signal Project

Item V.5 Rob Padgette | Managing Director Joel Cox | Manager of Engineering

CCJPA Board Meeting ‐ April 21, 2021 7 4/16/2021

Davis Crossover and Signal Project

. Replace crossovers and signals to increase train speed and reliability . Design underway with construction expected in 2022 . Allow reconstruction of boarding platform

15 | Item V.5

Davis Depot Platform Upgrade

. Realign tracks and construct single island boarding platform for accessibility . Grade separated pedestrian access for passenger safety . Eliminate “Hold‐Out Rule” which causes operational delays . Pedestrian and bicycle access from Olive Drive to Depot and downtown . Amtrak leading design and RFP for design released in April 2021

16 | Item V.5

CCJPA Board Meeting ‐ April 21, 2021 8 4/16/2021

Oakland Waterfront Ballpark District Project Draft Environmental Impact Report: CCJPA Comment Letter

Item V.6 Rob Padgette | Managing Director Jim Allison | Manager of Planning Adrian Guerrero | General Director of Public Affairs, Union Pacific (UP)

180º at‐grade access across mainline tracks

No other MLB stadium adjacent to heavy rail does this

18 | Item V.6

CCJPA Board Meeting ‐ April 21, 2021 9 4/16/2021

Suggested 20’ wide All grade crossing pedestrian/bicycle mitigations subject overcrossing at Clay to review and or Jefferson or other approval by CPUC; June 2011: Final Report Oakland comparable however, even with Railroad Quiet Zone Study relied upon location. identified measures for rail crossing mitigation. Study did the impact is not envision an MLB Stadium. significant and unavoidable.

19 | Item V.6

Unfortunately, urban design concepts addressing pedestrian access via grade separating structures (in the 180º red shaded area) was not considered.

A grade separated road access was considered and dismissed as an alternative. However, this alternative never address the significant unavoidable impact of pedestrian access across mainline tracks.

20 | Item V.6

CCJPA Board Meeting ‐ April 21, 2021 10 4/16/2021

180º Grade Separated concept –not considered

Profile View UPRR Ramping area Stadium ROW from city grid Complex

Field level

Plan View Stadium Complex

Ramping area from city grid UPRR ROW Field level

21 | Item V.6

V.7 Managing Director’s Report

Anti‐Asian/Pacific Islander Violence Statement

FY 21 Performance Update

Right‐of‐Way Update

Corridor Conversations

Customer Comments 22

CCJPA Board Meeting ‐ April 21, 2021 11 4/16/2021

Our Stand Against Anti‐Asian/Pacific Islander Violence

Statement developed by Capitol Corridor’s Racial Equality Workgroup

23 | Item V.7

24 | Item V.7 24

CCJPA Board Meeting ‐ April 21, 2021 12 4/16/2021

Service Performance FFY 21 (October 2020 – March 2021)

FY 21 Business FY 21 Actual vs FY21 FY 21 vs FY 20 Actual Performance Measure FY 21 Actual Plan Forecast Business Plan (% Diff) (% Diff)

Ridership .116 .161 ‐28.1% ‐86.6%

Revenue $2.7 $4.5 ‐39.8% ‐85.4%

End‐Point 90% 90% 0.2% 1.8% On‐Time‐Performance Passenger 91% 90% 0.9% 3.7% On‐Time‐Performance

System Operating Ratio 14% 52% ‐73.4% ‐77%

In millions

25 | Item V.7

Market St. to Clay St. 3/17/2021

Before After

Fruitvale Ave to 37th Ave 3/24/2021

Before After

Right‐of‐Way Cleanup

City of Oakland 26 | Item V.7

CCJPA Board Meeting ‐ April 21, 2021 13 4/16/2021

Trespasser Fatalities FY 2019 –FY 2021

Fiscal year 2021 (10 total) Fiscal year 2020 (12 total) Fiscal year 2019 (11 total) Rail stations Capitol Corridor rail line

27 | Item V.7

Corridor Conversations: JPA Roundtable

March 25, 2021 Virtual Webinar

• 186 live attendees • Q&A with panelists • Background on California Intercity Passenger Rail and formation of JPAs • Status and outlook on all three state‐supported services

28 | Item V.7

CCJPA Board Meeting ‐ April 21, 2021 14 4/16/2021

Upcoming Corridor Conversations: Visit NorCal

. April 28, 2021 . Virtual Event with six Northern California destination marketing organizations (DMOs) . Highlight travel opportunities and sights along Capitol Corridor service route Webinar Registration: https://bit.ly/GoNorCal . Visit Sacramento, Visit Fairfield, Visit Berkeley, Visit Oakland, Visit San Francisco, Visit San Jose

29 | Item V.7

Comment Rating

Customer Service Report

Ticket Count and Average Per Day

Q4 FY 2020 Q1 FY 2021 Q2 FY 2021 Q3 FY 2021 Summary

Comment Rating #Tickets Avg/Day #Tickets Avg/Day #Tickets Avg/Day #Tickets Avg/Day #Tickets Avg/Day Negative/Complaint 19 0.21 28 0.31 17 0.19 39 0.43 103 1.13 Neutral 86 0.95 109 1.20 105 1.15 120 1.32 420 4.62 Positive/Compliment 1 0.01 10.01 Grand Summary: 106 1.16 137 1.51 122 1.34 159 1.75 524 5.76

30 | Item V.7

CCJPA Board Meeting ‐ April 21, 2021 15