Rio Metro Regional Transit District Budget and Capital Plan FY2021 - FY2027

May 2020

Table of Contents Introduction ...... 3 I.1 Plan Structure ...... 3 I.2 Relationship to the TAM Plan ...... 3 I.3 Key Issues for FY2021 ...... 4 Section 1: FY2021 Budget and FY2022-FY2027 Projections ...... 5 1.1 New Mexico Rail Runner Express Budget ...... 5 1.2 Transit Budget ...... 7 1.3 Accomplishments and Goals ...... 10 Section 2: New Mexico Rail Runner Express Capital Plan ...... 13 2.1 Capital Maintenance Program ...... 14 2.2 Grade Crossing Improvement Program ...... 19 2.3 Bridge Improvement Program ...... 22 2.4 Capital Projects Program ...... 23 2.5 Plans and Studies ...... 31 Section 3: Transit Capital Plan ...... 32 3.1 Revenue Vehicle Replacement Program ...... 32 3.2 Service Vehicle Replacement Program ...... 34 3.3 Capital Projects Program ...... 35 3.4 Plans and Studies ...... 37 Section 4: FY2022-FY2026 Infrastructure Capital Improvement Plan ...... 41

Introduction

I.1 Plan Structure The Rio Metro Regional Transit District (Rio Metro) Budget and Capital Plan is divided into four sections: . Section 1 supplements the budget resolution by providing a more detailed breakdown of the FY2021 budget and projections for the following six years. This section also highlights each division’s accomplishments in the last fiscal year and its goals for the upcoming fiscal year, including progress on major capital projects called out elsewhere in this document, as well as smaller initiatives that are funded within the operating budget. . Section 2, the New Mexico Rail Runner Express (NMRX) Capital Plan, satisfies the requirement in Rio Metro’s memorandum of agreement with NMDOT to jointly develop a five-year capital maintenance plan/capital improvement plan for the NMRX system. Through its direct relationship to Rio Metro’s Transit Asset Management (TAM) Plan, the NMRX Capital Plan also satisfies 49 USC 5337(b)(2), which requires that projects receiving Section 5337 State of Good Repair funding be included in a recipient’s TAM Plan. . Section 3, the Transit Capital Plan, describes Rio Metro’s non-rail capital needs, with particular emphasis on revenue vehicle and service vehicle replacement. Like the NMRX Capital Plan, it also describes plans and studies that may ultimately give rise to capital projects or operating enchantments. . Section 4, the Infrastructure and Capital Improvement Plan (ICIP), prioritizes unfunded and underfunded projects vetted in sections 2 and 3 for inclusion in the State of New Mexico’s ICIP database. That database, in turn, becomes the basis for requesting capital outlay and other state funds from the legislature and cabinet departments.

I.2 Relationship to the TAM Plan Rio Metro created an intentional relationship between the TAM Plan and this document (previously the Short Range Plan). Above all, the investment priorities that were established in the TAM Plan—adopted every four years—are revisited and refined annually in this plan. This occurs in two ways. First, lifecycle cost models that were developed in tandem with the TAM Plan help identify capital maintenance and replacement needs without regard to funding (i.e., an “unconstrained” scenario). The models’ outputs are subsequently weighed against staff’s knowledge of asset condition and known budget constraints to determine Rio Metro’s annual investment priorities.

Second, when replacing certain assets, staff also consider evaluation criteria from the TAM Plan to guide prioritization. For example, the criteria below, listed in descending order of importance, inform which cutaway buses should be replaced when funding is inadequate for the entire need: . Safety: Does the condition of the asset pose a safety risk to the traveling public, operators or others that cannot be easily mitigated through routine maintenance? . Impacts to Service/Operations: Does the condition of the asset impact the ability to provide revenue service and meet existing levels of service? . Maintenance: What is the level of maintenance and inspection required to keep the asset in working condition? . Age: Is the asset beyond its useful life? . Condition: What is the condition of the asset?

In summary, the graphic below demonstrates how the lifecycle cost models, evaluation criteria and staff input work together to inform this plan:

Figure I-1: Planning Approach

I.3 Key Issues for FY2021 This iteration of the Budget and Capital Plan is shaped by two issues. First, Rio Metro is concluding the installation and testing of Positive Train Control (PTC), a congressionally-mandated system designed to protect against train-on-train collisions, overspeed derailments, work zone incursions, and movements through red signals and misaligned switches. Rio Metro expects to fully implement this $60 million system by the December 31, 2020 deadline; however, the estimated $3.4-million annual maintenance cost of PTC will hinder Rio Metro’s ongoing ability to undertake other capital projects.

Second, as with Rio Metro’s member governments, the near- and long-term fiscal impacts of the COVID- 19 pandemic are not entirely clear. Because Rail Runner service was temporarily suspended at the Governor’s order and Rio Metro eliminated or reduced corresponding bus services, some anticipated costs (e.g., fuel) were never incurred. Nevertheless, the negative impact of the pandemic on GRT and farebox revenue in the coming year may hamper Rio Metro’s ability to fund operations and match federal funds for capital maintenance. Also, some federal formula funds are calculated, in part, based on the amount of transit service (i.e., revenue vehicle miles and hours) provided two years earlier; therefore, the FY2020 suspension could lead to lower federal funding in FY2022.

However, the Coronavirus Aid, Relief, and Economic Security (CARES) Act will provide significant relief. Essentially, it provides approximately three times Rio Metro’s annual FTA formula funding for “operating costs to maintain service and lost revenue due to the coronavirus public health emergency…”. As reflected in the budget, Rio Metro primarily intends to use these funds for operations in anticipation of lost GRT and farebox revenue.

Section 1: FY2021 Budget and FY2022-FY2027 Projections

Rio Metro’s budget is divided into two sections based on mode. The first accounts for all revenues and costs associated with the Rail Runner. The second accounts for all other transit services and administration. In both cases, FY2021 constitutes the adopted budget, and subsequent years are provided for reference, though subject to change.

1.1 New Mexico Rail Runner Express Budget The FY2021 budget for the Rail Runner amounts to $120.8 million in revenues and $56.4 million in costs. Costs are split between operations and maintenance (O&M; $28.7 million) and capital ($27.6 million). O&M costs reflect an unchanged level of service, and have not been revised to reflect possible service adjustments (cars per train, trains per day, cleaning protocols, etc.) after the COVID-19 Rail Runner suspension is lifted and related stay-at-home restrictions are eased.

Capital costs are largely associated with the conclusion of PTC implementation, capital maintenance (including long-term PTC maintenance), and other projects identified in the NMRX Capital Plan. Also, PTC debt service payments on the $10 million State Infrastructure Bank loan began in FY2020 and will grow to $786,000 annually by FY2023.

The $64.4 million carryover from FY2021 into FY2022 is driven significantly by the recent infusion of CARES Act funding, GRT and farebox revenue displaced by CARES Act funding, and federal formula funding reserved from past years, primarily for PTC implementation. Rio Metro also has the ability to tap into the FY2021 Section 5307 and 5337 apportionments—which typically arrive late in the fiscal year—should an emergency warrant their use.

Table 1-1-1: Rail Runner Revenues

Rail Runner Revenues State Fiscal Year (Thousands of Dollars) Capital & Operating FY2020 Approved FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 5307 Large Urban Capital 17,378 17,378 8,992 9,172 9,356 9,543 9,734 9,928 5307 Large Urban Oper. Transfer to Bus -1,200 5307 Small Urban 155 155 155 155 155 155 155 155 5337 State of Good Repair 29,451 26,162 9,023 9,204 9,388 9,575 9,767 9,962 CARES Act Large Urban (5307/5337) 47,654 Rio Metro/NCRTD GRT 15,500 11,625 13,750 15,500 15,810 16,126 16,449 16,778 GRT From Bus 1,200 BNSF/Amtrak Trackage Fees 2,200 2,200 2,244 2,289 2,335 2,381 2,429 2,478 Farebox 2,000 1,500 1,750 2,000 2,000 2,000 2,000 2,000 CMAQ Operating Assistance 1,000 1,000 1,000 1,000 State Bridge Repair/Replacement 250 250 Section 130/Crossing Improvements 257 734 165 State General Fund Appropriation HB2 2,000 State Capital Outlay Main 2 Study 100 100 State Capital Outlay Wi-Fi 50 50 State LGTPF Parking Lot Rehabilitation 510 STP-U Alameda Siding 1,367 1,367 STP-U Centralized Traffic Control 4,288 4,288 STP-U Main 2 Extension 563 4,061 STP-U PTC and Wi-Fi 529 301 PTC CRISI Grants 31,856 2,497 PTC Discretionary Grant 3,600 State Infrastructure Bank (SIB) Loan 10,900 3,500 Cash Reserves (GRT) 5,966 4,100 Projected Carryover 64,440 62,576 61,534 59,231 57,006 53,749 TOTAL REVENUES 124,309 120,832 105,807 106,746 104,888 99,261 97,539 95,050

Table 1-1-2: Rail Runner Costs

Rail Runner Costs State Fiscal Year (Thousands of Dollars) Operations & Maintenance FY2020 Approved FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 Salaries & Benefits 1,440 1,483 1,528 1,574 1,621 1,669 1,719 1,771 Professional Services 250 100 103 106 109 113 116 119 Non-Professional Services 65 65 67 69 71 73 75 78 Communication 650 850 876 902 929 957 985 1,015 Utilities 350 350 361 371 382 394 406 418 Travel 15 15 15 16 16 17 17 18 Indirect Overhead (MRCOG) 350 400 412 424 437 450 464 478 Printing/Supplies 26 25 26 27 27 28 29 30 Insurance 3,200 3,200 3,296 3,395 3,497 3,602 3,710 3,821 Fuel 2,600 2,600 2,678 2,758 2,841 2,926 3,014 3,105 Vehicle Maintenance 20 20 21 21 22 23 23 24 Herzog Transit Contract 18,028 19,349 19,929 20,527 21,143 21,777 22,430 23,103 Rental Expenses 215 215 221 228 235 242 249 257 TOTAL OPERATIONS & MAINTENANCE COSTS 27,209 28,672 29,532 30,418 31,330 32,270 33,238 34,236

PTC Debt Service FY2020 Approved FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 SIB Loan Repayment (GRT, 18-yr, 1%) 54 109 109 786 786 786 786 786 TOTAL PTC DEBT SERVICE COSTS 54 109 109 786 786 786 786 786

Capital FY2020 Approved FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 Capital Maintenance Program 4,374 6,079 7,937 7,807 7,787 7,187 8,087 6,557 Grade Crossing Improvement Program 257 734 165 Bridge Repair and Replacement Program 100 100 100 100 350 350 Wi-Fi/Signal Lease (incl. some O&M) 267 280 288 297 306 315 325 334 Security Projects 121 Service Vehicle Replacement 102 27 81 27 44 46 54 46 Alameda Siding 1,600 1,600 Centralized Traffic Control 5,019 5,019 Main 2 Study and Extension 100 659 4,753 Maintenance Facility 100 300 1,300 1,300 1,300 Positive Train Control & Wi-Fi 38,616 18,691 TOTAL CAPITAL COSTS 45,437 27,611 13,590 14,008 13,540 9,198 9,766 8,237

TOTAL COSTS 72,700 56,392 43,231 45,212 45,657 42,255 43,790 43,259

PROJECTED CARRYOVER 64,440 62,576 61,534 59,231 57,006 53,749 51,791 Grant Carryover 48,735 GRT Carryover 15,706

1.2 Transit Budget The transit budget covers all Rio Metro non-rail and partner services, including: . Rio Rancho Dial-a-Ride for seniors and individuals with disabilities; . Sandoval County commuter bus routes and Route 366 in Bernalillo County; . Valencia County Dial-a-Ride, Pueblo of Isleta Dial-a-Ride and commuter bus routes; . Job Access demand taxi service; . Bike share program; . Sponsored ABQ RIDE fixed-route service; . Sponsored NMDOT Park & Ride Purple Route, which replaced an early morning Rail Runner train and connects the Santa Fe County/NM 599 Rail Runner Station to Los Alamos; . Sponsored NCRTD Mountain Trail Route; and . Rio Metro staff in the Administration and Finance, Marketing, Planning and Transit divisions.

The FY2021 transit budget comprises $43.1 million in revenues, $26.5 million in costs, and $21.6 million in carryover (including a $5 million agency-wide cash reserve). Like the Rail Runner, the infusion of CARES Act funding will offset expected declines in GRT and farebox revenue, providing much needed operational stability in the coming fiscal years. FY2021 also sees more significant capital funding, owed largely to a $6.0 million Section 5339 discretionary grant for the Valencia County Transit Facility.

Table 1-2-1: Transit Revenues

Transit Revenues State Fiscal Year (Thousands of Dollars) Capital & Operating FY2020 Approved FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 5307 Large Urban 1,582 857 874 888 902 916 931 946 5307 Large Urban from Rail 1,500 500 CARES Act Large Urban (5307) 6,890 5307 Small Urban 1,509 795 811 827 844 861 878 895 CARES Act Small Urban (5307) 2,250 5339 Bus and Bus Facilities Small Urban 84 86 87 89 91 93 95 5310 Seniors and Individuals w/Disabilities 444 214 214 72 346 5311 Rural Operations 830 873 882 891 900 909 918 927 5311 Rural Capital 214 178 214 214 214 115 CARES Act Rural (5311) 2,323 Subtotal, Federal Formula Funds 5,421 15,017 2,867 2,872 3,162 3,204 3,105 3,324

5304/5339/STP-U Valencia County Transit Facility 52 5,985 1,000 CMAQ TDM/Marketing 273 281 CMAQ Los Ranchos/Journal Center Stn. Expansion 900 141 CMAQ/STP-U UNM/CNM/Sunport BRT Project Dev. 1,547 975 PPTOD University Transit Corridor TOD 572 STP-U TAP Bike Share Expansion/Replacement 563 1,074 750 750 Subtotal, Federal Discretionary Funds 3,335 9,028 750 0 1,750 0 0 0

TOTAL FEDERAL AND STATE REVENUES 8,756 24,045 3,617 2,872 4,912 3,204 3,105 3,324

Rio Metro GRT 12,700 9,525 11,113 12,700 12,954 13,213 13,477 13,747 Rio Metro GRT to Rail -1,200 Farebox 90 68 79 90 90 90 90 90 Advertising 100 100 100 100 100 100 100 100 UNM/CNM/Sunport BRT Partners 800 800 Projected Carryover 2,582 8,596 16,620 15,895 16,868 17,586 18,829 19,907 TOTAL LOCAL REVENUES 15,072 19,088 27,911 28,785 30,012 30,989 32,496 33,844

TOTAL REVENUES 23,827 43,133 31,528 31,658 34,925 34,193 35,601 37,167

Table 1-2-2: Transit Costs

Transit Costs State Fiscal Year (Thousands of Dollars) Operations & Maintenance FY2020 Approved FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 Rio Rancho Dial-a-Ride 750 800 824 849 874 900 927 955 Sandoval County Commuter Bus 1,470 1,600 1,648 1,697 1,748 1,801 1,855 1,910 Valencia County Dial-a-Ride and Fixed Route 1,600 1,700 1,751 1,804 1,858 1,913 1,971 2,030 Pueblo of Isleta Partnership 240 247 ABQ RIDE 4,355 4,355 4,355 4,355 4,355 4,355 4,355 4,355 Bernalillo County Commuter Bus 185 190 196 202 208 214 220 227 Job Access Program 382 382 382 382 382 382 382 382 NMDOT Purple Route 150 160 165 170 175 180 185 191 NCRTD Mountain Trail Route 15 15 15 15 15 15 15 15 Subtotal, Operations 9,147 9,449 9,336 9,473 9,615 9,761 9,911 10,066

Administrative Overhead 2,400 2,400 2,472 2,546 2,623 2,701 2,782 2,866 Indirect Overhead (MRCOG) 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 MRMPO Planning Support 200 200 200 200 200 200 200 200 RMRTD Plans and Studies 150 150 150 150 150 150 150 150 TDM/Marketing 800 800 800 800 800 800 800 800 UNM/CNM/Sunport BRT Project Dev. 1,941 1,941 University Transit Corridor TOD 715 715 Subtotal, Administration, Planning and Programs 7,406 7,406 4,822 4,896 4,973 5,051 5,132 5,216

TOTAL OPERATIONS & MAINTENANCE COSTS 16,553 16,855 14,158 14,369 14,587 14,812 15,043 15,281

Capital FY2020 Approved FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 Bike Share Expansion/Replacement 659 1,257 878 878 Los Ranchos/Journal Center Station Expansion 1,053 165 Revenue Vehicle Replacement 555 534 401 623 534 624 576 Sandoval County Transit Facility Improvements 200 Service Vehicle Replacement 63 19 19 27 19 Valencia County Transit Facility 65 7,481 1,250 TOTAL CAPITAL COSTS 1,778 9,659 1,475 420 2,751 553 651 595

TOTAL COSTS 18,330 26,514 15,632 14,789 17,338 15,365 15,694 15,876

PROJECTED FUND BALANCE 21,620 20,895 21,868 22,586 23,829 24,907 26,291 Cash Reserve 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Projected Carryover 16,620 15,895 16,868 17,586 18,829 19,907 21,291

1.3 Accomplishments and Goals This section highlights each Rio Metro division’s accomplishments in the last fiscal year and its goals for the upcoming fiscal year, including progress on major capital projects called out elsewhere in the Capital Plan, as well as smaller initiatives that are contained within the operating budget. Nevertheless, each division’s day-to-day responsibilities extend far beyond these goals/accomplishments.

Administration and Finance FY2020 Accomplishments . Completed installation of PTC infrastructure and equipment . Communicated PTC progress with congressional staff, FRA, RMRTD board and other stakeholders . Maintained adequate cash flow and reserves during PTC implementation . Negotiated and executed contract amendment for NMRX Wi-Fi system . Purchased building and property for Sandoval County transit operations . Completed FY2019 audit with no findings

FY2021 Goals . Complete PTC testing, training and revenue service demonstration by the 12/31/20 deadline . Continue to maintain adequate cash flow and reserves during PTC implementation, as well as solidify long-term PTC maintenance approach and costs . Allocate CARES Act funding to maintain financial stability in anticipation of declines in GRT and farebox revenue and COVID-19 related expenses . Modify bike share program in response to industry, mode and business model changes

Marketing Division FY2020 Accomplishments . Published a “Riding Rio Metro” brochure that encompasses all services and positions Rio Metro as a multi-modal transportation organization (to be completed June 2020) . Expanded Rio Metro’s digital platform to include billboards . Developed a campaign for re-launching the Rail Runner and other transit services suspended during the COVID-19 pandemic (assuming service restarts in FY2020) . Received American Public Transportation Association 1st Place AdWheel Award for Rail Safety Week Campaign . Winner of American Public Transportation Association Photo Invitational Contest . Received Academy of Interactive and Visual Arts Communicator Award of Distinction, Magazine Category, for Express Magazine Cover . Received Academy of Interactive and Visual Arts Communicator Award of Distinction, Integrated Campaign Category, for Seniors 62+ Ride Free Campaign

FY2021 Goals . Create incentives to attract riders back to transit services that were suspended during the COVID- 19 pandemic . Create vignettes of passengers from different target profiles sharing why they ride . Conduct a customer feedback survey . Grow the number of participating organizations in the Sandoval County Bus Pass Program . Expand Rio Metro’s presence to the public with marketing packages offered by high-profile sports organizations, e.g., New Mexico United

Planning Division FY2020 Accomplishments . Completed construction of the Los Ranchos/Journal Center Station parking and pedestrian improvements . Continued collaboration with the City of Albuquerque and project partners to advance the implementation of transit service on University Blvd. . Applied for and received $6 million FY2020 FTA 5339 Bus and Bus Facilities Program grant to design and construct the first phase of the Valencia County Transit Facility. Subsequently issued RFP for project and commenced with environmental and design work. . Applied for and received $181,000 grant from NMDOT for Social Service Fare Program implementation . Applied for $13.8 million FY2019 Federal-State Partnership for State of Good Repair Program grant for Centralized Traffic Control (Abajo to Hahn) and Main 2 Extension projects (awards not yet announced) . Developed a series of dashboards that provide RMRTD staff with access to information and analysis on Rio Metro ridership, operations and performance

FY2021 Goals . Complete the design for, bid, and begin the construction of Phase II of the Town of Bernalillo Pedestrian Safety Improvement Project, including a potential pedestrian crossing of the railroad tracks and two roadway crossings . Complete the land acquisition, environmental mitigation and design for the Valencia County Transit Facility . With the City of Albuquerque and project partners, formalize the approach forward and responsibilities for implementing transit service on University Blvd. . Implement and manage PTC configuration/change management program and tool, finalizing both the internal PTC baseline and the interoperable PTC baseline . Formalize participation on AAR PTC configuration/change management subcommittees and boards . Assess the eligibility of and pursue grant opportunities for the design and construction of an NMRX Maintenance Facility

Rail Division FY2020 Accomplishments . Completed installation of PTC infrastructure and equipment on locomotives, at wayside locations (i.e., switches/signals) and base stations, and in the back office . Performed PTC brake testing at various locations and with various consist configurations . Oversaw the creation and testing of the PTC track database/subdivision files and reconciled them with the track charts . Completed top deck overhaul of Locomotive 101 during COVID-19 suspension. Commenced with Locomotive 102 top deck overhaul.

FY2021 Goals . Complete PTC testing, training and revenue service demonstration by the 12/31/20 deadline . Complete NMRX Wi-Fi installation and begin testing

. Commence construction of the Alameda siding, while also collaborating with the City of Albuquerque and other stakeholders to determine if and how the Rail Runner may serve Balloon Fiesta Park . Continue a facilities review and implement Americans with Disabilities Act improvements at Rail Runner stations including braille station signs, handrail modifications, and local agency notification/coordination . As part of a 2017 TIGER grant project to benefit Amtrak’s Southwest Chief, complete rail corridor improvements on the NMDOT-owned tracks between Lamy and Madrid used exclusively by the Southwest Chief. These improvements include upgrading the signal and communications systems, replacing track and ties, and installing rock slide detection and fencing.

Transit Division FY2020 Accomplishments . Implemented anti-human trafficking campaign to include training bus operators to look for signs of trafficking, and placing posters on buses and in offices . Developed a training curriculum to improve operational consistency between both Rio Rancho and Valencia County divisions, ensure compliance with federal and state safety regulations and enhance customer service . Identified a new location for Sandoval County transit staff and vehicles to relocate to by August 31, 2020, and secured a zone change from the City of Rio Rancho . Developed a new Job Access brochure and improved/simplified the Job Access application . Mitigated NM 550 construction delays by supplementing Route 201 with “tripper” service

FY2021 Goals . Complete transition of Sandoval County transit services to new location while maintaining continuity of service . Implement new dial-a-ride scheduling software . Evaluate the performance of and implement route, schedule and stop changes to Route 206 in the City of Belen . Identify, evaluate and implement potential changes to Rio Rancho Dial-a-Ride, including expanding the service area and/or providing service to the general public . Identify, evaluate and implement changes to the Job Access program that would improve operating efficiency and ridership, including developing a new brochure and informational material

Section 2: New Mexico Rail Runner Express Capital Plan

The New Mexico Rail Runner Express (NMRX) Capital Plan finds it basis in the 2013 memorandum of agreement (MOA) between Rio Metro and NMDOT:

The parties shall jointly develop a five (5) year NMRX and NMRX Corridor capital maintenance plan/capital improvement plan that will be subject to the joint approval of the RMRTD Chief Executive Officer and the NMDOT Cabinet Secretary. The capital maintenance/capital improvement plan will be reviewed annually and updated at least every two (2) years. The plan shall focus on maintaining NMRX in a safe condition and a state of good repair and shall identify the projected annual costs of planned programs, projects, major purchases, and activities; projected annual funding amounts by funding source for each program, project, major purchase or activity; and a demonstration that the plan will maintain NMRX in a safe condition and a state of good repair. The plan shall comply with the FTA-required NMRX capital asset management plan and shall demonstrate how the programmed expenditures assist in meeting NMRX performance targets. The plan will be presented to the STC by RMRTD as part of the NMRX annual report.

As alluded to above, the NMRX Capital Plan is inextricably linked with Rio Metro’s Transit Asset Management (TAM) Plan. In part, this satisfies 49 USC 5337(b)(2), which requires that projects receiving Section 5337 State of Good Repair funding be included in a recipient’s TAM Plan. Moreover, because the NMRX Capital Plan is updated annually—whereas the TAM Plan is updated every four years—this approach is more responsive to changing asset conditions, previously unidentified needs, and known budgetary constraints.

The NMRX Capital Plan is divided into five programs: 1. The Capital Maintenance Program accounts for those projects that maintain the rolling stock, signals, fixed guideway, structures and communications equipment in a state of good repair. These projects are typically funded with Section 5337 funding, though sometimes supplemented by other sources. 2. The Grade Crossing Improvement Program identifies highway-rail and pedestrian-rail crossings scheduled for repair or reconstruction. Unless otherwise noted, these projects are funded by NMDOT through the Section 130 Railway-Highway Crossings program and/or tenant railroad trackage fees and contributions. 3. The Bridge Improvement Program is derived from the NMRX Annual Bridge Inspection Report and input from Rio Metro staff and NMDOT’s Rail and Bridge Design bureaus. 4. The Capital Projects Program includes funded and unfunded capital projects that have the potential to enhance safety, add track capacity, increase train speed and reduce travel time, improve facilities and equipment, implement Americans with Disabilities Act modifications, etc. 5. Plans and Studies incorporates plans, studies and other efforts that may give rise to capital projects.

Each program includes a table with project titles, funding sources, costs allocated by fiscal year of expenditure, and total costs. The tables are accompanied by brief descriptions of each project, including status updates when applicable. Also, as noted in the TAM Plan, all funded projects reflect Rio Metro’s investment priorities based, in part, on the outputs of lifecycle cost models and Rio Metro and NMDOT staff input.

Finally, the NMRX Capital Plan includes improvements on segments of the NMRX system that are not traversed by the Rail Runner, but are used by Amtrak and/or BNSF.1 Rio Metro can neither apply federal formula funds or gross receipts tax revenues (GRT) toward projects along such segments, nor does it have direct capital responsibility for them (as defined by the TAM rule).

Nevertheless, NMDOT receives federal formula grants (e.g., Section 130), discretionary grants (e.g., TIGER), and trackage fees paid by Amtrak and BNSF that can be applied toward projects off the Rail Runner corridor. Consequently, these projects are included in the NMRX Capital Plan because they 1) impact the broader NMRX system; and 2) their funding passes through Rio Metro’s financial system when NMDOT utilizes Rio Metro’s contract with Herzog Transit Services, Inc. (HTSI). In these instances, NMDOT’s participation is noted.

2.1 Capital Maintenance Program The capital maintenance program consumes a significant portion of Rio Metro’s Section 5337 State of Good Repair apportionment, and is typically the largest of the funded programs in the NMRX Capital Plan. Most of the projects are “programmatic”—that is, they receive about the same amount of funding annually to maintain an asset (e.g., railroad ties) at an acceptable condition as determined by staff and the TAM Plan’s lifecycle cost models. Other projects, like locomotive overhauls, are discrete, one-time costs that arise at a specific time in an asset’s lifecycle.

Capital maintenance projects are divided into four categories: rolling stock (e.g., train cars), fixed guideway (tracks, signals, bridges, stations, etc.), facilities (e.g., stations) and equipment.

2.1.1 Rolling Stock Clean Oil, Test and Stencil (COT&S): Every four years, each Bombardier BiLevel cab and coach car undergoes a detailed inspection and replacement of all major air valves and brake actuators as required by the Federal Railroad Administration (FRA). This process is referred to as “clean, oil, test and stencil” (COT&S). There are 13 coach cars and 9 cab cars in the Rail Runner fleet, which means that 5 to 6 cars, on average, are subject to this requirement each year. The annual cost, which includes the COT&S kits, is $170,000.

Exterior Refinish: The cab and coach cars entered service in 2006 and 2008. Since that time, weathering (sunlight, rain, wind and sand) has negatively affected the exterior paint and Rail Runner logo, diminishing the look and appeal of the rolling stock. Several companies specialize in refinishing car exteriors, which includes paint touch up, waxing and buffing, and treating the entire exterior with a weather- and UV- resistant coating. Approximately $220,000 would be needed to refinish all 22 cars ($10,000 each): 10 in FY2021, 10 in FY2022 and 2 in FY2023.

Heating, Ventilation and Air Conditioning (HVAC) Overhaul/Conversion: Each of the 22 cab and coach cars has 2 HVAC units that must be overhauled periodically and also converted at their first overhaul to accept a new refrigerant based on US EPA rules. The cost per overhaul is $20,000, and the program provides funding for all 44 HVAC units within the seven-year period.

1 “Rail Runner” refers to the commuter rail service owned by NMDOT and operated by Rio Metro. “NMRX system” refers to the railroad infrastructure likewise owned by NMDOT and variously used by Amtrak, BNSF and the Rail Runner.

14 Table 2-1: Capital Maintenance Program Capital Maintenance Program Project Unit Cost FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 7-Year Total Rolling Stock Cab/Coach Clean, Oil, Test & Stencil $170,000/Year $170,000 $170,000 $170,000 $170,000 $170,000 $170,000 $170,000 $1,190,000

Cab/Coach Exterior Refinish 22 @ $10,000/EA $100,000 $100,000 $20,000 $220,000 Cab/Coach HVAC Overhaul/Conversion 44 @ $22,000/EA $130,000 $130,000 $130,000 $130,000 $130,000 $130,000 $100,000 $880,000 Cab Midlife Overhaul 6 @ $100,000/EA $600,000 $600,000 Coach Midlife Overhaul 4 @ $100,000/EA $400,000 $400,000 Coupler Repair/Replacement $20,000/Year $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $140,000 Loco. Head End Power (HEP) Overhaul $160,000/Year $160,000 $160,000 $160,000 $160,000 $160,000 $160,000 $160,000 $1,120,000 Loco. Top Deck Overhaul 101 $600,000/EA $300,000 $300,000 Loco. Top Deck Overhaul 102 $600,000/EA $600,000 $600,000 Loco. Top Deck Overhaul 103 $600,000/EA $600,000 $600,000 Loco. Top Deck Overhaul 104 $600,000/EA $600,000 $600,000 Loco. Top Deck Overhaul 105 $600,000/EA $600,000 $600,000 Loco. Top Deck Overhaul 106 $600,000/EA $600,000 $600,000 Loco. Top Deck Overhaul 107 $600,000/EA $600,000 $600,000 Loco. Top Deck Overhaul 108 $600,000/EA $600,000 $600,000 Loco. Top Deck Overhaul 109 $600,000/EA $600,000 $600,000 Loco. Traction Motor Repair $200,000/Year $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $1,400,000 Loco. Turbocharger Replacement $24,000/Year $24,000 $24,000 $24,000 $24,000 $24,000 $24,000 $24,000 $168,000 Wheel Replacement $75,000/Year $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $525,000 Fixed Guideway Ballast $200,000/Year $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $1,400,000 Bridge Components $30,000/Year $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $210,000 Emergency Drainage Cleanout $80,000/Year $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $560,000 Fencing $50,000/Year $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $350,000 Frog Replacement $50,000/Year $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $350,000 Other Track Material $50,000/Year $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $350,000 PTC/Wi-Fi Capital Maintenance Varies $1,700,000 $3,400,000 $3,400,000 $3,400,000 $3,400,000 $3,900,000 $3,400,000 $22,600,000 Signal Component Replacement $189,000/Year $189,000 $189,000 $189,000 $189,000 $189,000 $189,000 $189,000 $1,323,000 Ties $1,000,000/Year $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $7,000,000 Ongoing Capital Maintenance $250,000/Year $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $1,750,000 Facilities Station IT Refresh $172,000/Year $172,000 $172,000 $172,000 $172,000 $172,000 $172,000 $172,000 $1,204,000 Station Rehabilitation $318,000/Year $510,150 $318,000 $318,000 $318,000 $318,000 $318,000 $318,000 $2,418,150 Station Signage Refresh $19,000/Year $19,000 $19,000 $19,000 $19,000 $19,000 $19,000 $19,000 $133,000 Equipment Radio Communications System $50,000/EA $50,000 $50,000 Total $6,079,150 $7,937,000 $7,807,000 $7,787,000 $7,187,000 $8,087,000 $6,557,000 $51,441,150

Cab/Coach Car Midlife Overhaul: Although far less involved than a locomotive overhaul, each cab and coach car require some maintenance when they reach midlife. $1,000,000 is reserved in FY2026 to replace seats and door motors, rebuild the trucks, and refinish the exterior, if necessary, on six cab cars and four coach cars that entered service in 2006. Depending on each car’s condition and the recency of other treatments, these overhauls may be staggered into later years.

Coupler Repair/Replacement: Couplers, the mechanisms that link train cars together, wear over time and need to be repaired and/or replaced at a rate that prevents an in-service failure. $20,000 is allocated each year to repair/replace approximately four couplers.

Head End Power (HEP) Overhaul: Each locomotive has a main engine that applies power to the wheels and a head end power (HEP) engine that powers the lighting, HVAC and other electrical systems in cab and coach cars. HEPs must be overhauled as they approach their maximum recommended hours of use. One HEP, on average, will be overhauled each year at a cost of $160,000.

Locomotive 101-109 Top Deck Overhauls: Rail Runner service utilizes nine Motive Power MP36PH-3C locomotives. Five were built in 2005 and four were built in 2008. Locomotives are typically subject to a “midlife” overhaul every 15 years. Midlife overhauls are necessary to correct wear in mechanical and electrical parts, including the main engine, traction motors, trucks, switchgear, electrical components, turbos, etc. Because many of these components are already repaired, replaced or overhauled through other projects in this capital maintenance program, the “top deck” overhaul focuses on the prime mover (diesel engine) and the main generator that powers the traction motors.

According to the lifecycle cost models, the five oldest locomotives should all be overhauled in FY2021 and the remainder should be overhauled in FY2024. However, because the capital maintenance budget cannot absorb $5.4 million ($600,000 per locomotive) in just two years, the overhauls will be spread over five years. Therefore, two locomotives will be overhauled each year between FY2021 and FY2024; the ninth locomotive will be overhauled in FY2025. Parts procurement and work already began on locomotives 101 and 102 in FY2020, as the COVID-19 suspension shifted demand away from daily maintenance and servicing.

Traction Motor Repair: Traction motors are the electric motors in the truck assembly of a locomotive that turn the wheels when power is applied from the main engine. Rail Runner locomotives experience traction motor failures at higher rates than other passenger rail operators for a variety of environmental reasons including altitude, climate and grade. When a traction motor fails, it has to be shipped out of state because of the specialized equipment and parts required to perform the repairs. The program allocates $200,000 annually for traction motor repairs.

Turbocharger Replacement: The turbochargers on Rail Runner locomotives need to be replaced periodically due to normal wear and lifecycle replacement requirements. One turbocharger, on average, will be replaced each year at a cost of $24,000.

Wheel Replacement Program: Locomotive and car wheels wear over time and must be replaced based on FRA’s regulations pertaining to wear. Fifteen wheels, on average, will be replaced each year at a cost of $75,000.

2.1.2 Fixed Guideway Note: Projects labeled “Material Only” exclude labor costs. These labor costs are included in Rio Metro’s annual operations and maintenance contract with HTSI.

Ballast (Material Only): Ballast is used in the undercutting and resurfacing processes to restore the roadbed upon which the ties and rail rest. Similar to repaving a highway, periodically cleaning and replacing the ballast helps maintain the tracks’ alignment and ensures a safe and smooth ride. $200,000 is allocated annually to purchase 10,000 tons of ballast.

Bridge Components (Material Only): $30,000 is allocated annually to purchase bridge components for minor or immediate repairs identified in the annual bridge inspection process.

Emergency Drainage Cleanout: Pipes, culverts and other drainage structures along the guideway can become clogged or damaged because of flooding or excessive use and may require emergency cleaning or repairs. While the cost of this work can vary widely from year to year, $80,000 is set aside each year in line with historical costs.

Fencing (Material Only): Because livestock strikes are a common occurrence for NMRX trains, fencing is needed to significantly restrict or eliminate livestock access to the railroad right-of-way. $50,000 per year is allocated to purchase the material for about 10 miles of fencing.

Frog Replacement: Frogs are an integral part of a railroad turnout or switch. Frogs require grinding and welding at periodic intervals to extend their service life, and eventually need to be replaced. The life span of a frog is highly dependent on the tonnage that it carries, requiring some to be replaced more often than others. Based on historical need, $50,000 is allocated to replace up to five frogs each year.

Other Track Material (Material Only): In addition to ties, ballast and rail, the guideway requires other minor components such as anchors, tie plates, spikes, etc. to remain operable and in a state of good repair. $50,000 per year is programmed to purchase these ancillary materials.

PTC/Wi-Fi Capital Maintenance: Following the completion of PTC installation and testing in the first half of FY2021, the onboard, wayside, communication and back office segments will require significant maintenance and component replacement. Furthermore, the PTC system requires periodic licensing fees and software/hardware upgrades. The new Wi-Fi system that will be rolled out in late FY2021/early

FY2022 also has similar requirements. This project anticipates these needs by programming $1.7 million in FY2021 and $3.4 million to $3.9 million in subsequent years.

Signal Component Replacement (Material Only): The signal system controls the movement of trains and is essential to safety. Major components of this system—control points, intermediate signals, bungalows, switches and switch heaters, highway-grade crossing gates and signals, high-water and dragging equipment detectors, pole line circuits, data and voice communications equipment, etc.—have subcomponents that must be replaced periodically as they reach the end of their useful life or because of the operating environment. $189,000 is allocated annually to replace these components.

Ties (Material Only): In order to keep the track in a state of good repair and at a suitable FRA-designated class for Rail Runner and Amtrak passenger service (typically Class IV), about 11,500 ties are replaced each year. $1 million per year is programmed to purchase these ties.

Ongoing Capital Maintenance: This project reserves funding for the capital maintenance of rolling stock, fixed guideway, facilities and equipment that are not otherwise anticipated by this program. The amount allocated to this project is typically the difference between preceding project costs and the anticipated obligation for the Section 5337 program, which can vary from year to year. Accordingly, the final amount in Rio Metro’s grant application for this project is commonly adjusted upward or downward from the amount ($250,000) shown in Table 2-1.

2.1.3 Facilities Station IT Refresh: Each of the 15 Rail Runner station has multiple IT, audio and security components, including a PC, router, network switch, uninterrupted power supply, audio controller, amplifier, speakers, cameras, DVR, message board, etc. These components reach the end of their useful lives between 5 and 10 years, so the capital maintenance program includes $172,000 annually to ensure that each station’s IT components may be replaced every 7 years.

Station Rehabilitation: As with the Rail Runner fleet, station infrastructure, especially parking lots, are beginning to show wear and may require a variety of treatments (e.g., crack sealing, overlay, and milling and paving). Based on lifecycle cost model averages, $318,000 is set aside each year to maintain them in a state of good repair, except for $510,150 in FY2020 to reflect Rio Metro’s receipt of a Local Government Transportation Project Fund grant for parking lot rehabilitation.

Station Signage Refresh: There are signs of various types (entrance, wayfinding, kiosk, etc.) and sizes at Rail Runner stations that are wearing, particularly because of UV- and sun-related damage. Based on the lifecycle cost model averages, $19,000 is set aside per year for repainting and resurfacing, and replacing components and sign faces.

2.1.4 Equipment Radio Communications System: Almost all Rio Metro rail staff regularly use a radio (handheld or vehicle based) to report location, monitor train activity, respond to emergencies, maintenance calls, and weather events, etc. The entire set of radios is scheduled to be replaced in FY2022 at an estimated cost of $50,000.

2.2 Grade Crossing Improvement Program The NMRX system has almost 120 public highway- and pedestrian-railroad grade crossings. About 80 of these crossings are traversed by the Rail Runner, but others, for which Rio Metro has no direct capital responsibility, are used exclusively by Amtrak (e.g., between control points Madrid and Lamy) or by BNSF (e.g., crossings on industry spurs).

Over the years, NMDOT has programmed Section 130 (Railway-Highway Crossings program) funds to close or improve NMRX system crossings, as they are locations where trains, vehicles, pedestrians and bicyclists can potentially come into conflict. These Section 130 funds are sometimes supplemented by tenant railroad contributions and local government funding when their highway and pedestrian projects require crossing improvements. Table 2-2 identifies crossings presently funded through the Section 130 program and unfunded crossings that are likely candidates for Section 130 funding as it becomes available in later years.

Unless otherwise noted, the crossings described on the following pages are typically reconstructed to address the following issues: . The crossing has sunk below the level of the roadway and the field-side boards (those between the rails and the roadway edge) have turned inward toward the rail. This dip-like condition allows water to collect underneath the crossing and undermine it and the approaching asphalt. . The crossing boards are made of a material other than concrete (e.g., rubber, timber). These materials are more likely to deteriorate and deform. To increase longevity, all crossings are now reconstructed with concrete panels. . The ties supporting the crossing boards have deteriorated, causing the screw spikes that hold the crossings boards in place to back out.

2.2.1 Funded Crossings 013759J Avenida Bernalillo (Town of Bernalillo): The Avenida Bernalillo crossing, which includes Main 1 and the Bernalillo Siding, will receive new gate mechanisms and sidewalks through the crossing to connect with recently constructed pedestrian improvements in the vicinity of the Downtown Bernalillo Station. $400,000 is allocated in F2021 to improve this crossing in conjunction with the Downtown Bernalillo Station Crossing and Trail Safety Improvements, Phase 2.

019462Y Courthouse Road (Los Lunas): As part of a larger safety improvement project, the Courthouse Rd. grade crossing will be relocated approximately 200 feet north and aligned perpendicular to the tracks. A four-quadrant gate system will also be installed that will protect the sidewalks at the crossing and make the crossing quiet-zone compatible. Construction is anticipated to begin in FY2021.

Table 2-2: Grade Crossing Improvement Program Grade Crossing Improvement Program Funded Crossing Funding FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 7-Year Total Avenida Bernalillo 130 $400,000 $400,000 Courthouse Road* HSIP $3,600,000 Indian Service Road 88** TAP $1,372,104 Lucero Road 130 $160,000 $160,000 Ortega Road 130 $165,000 $165,000 Rio Bravo Boulevard† STP-U $2,340,824 Sawmill Spur: 8th Street 130 $174,487 $174,487 Woodward Road† STP-U $4,712,641 Subtotal $734,487 $165,000 $0 $0 $0 $0 $0 $899,487

Unfunded Crossing Funding FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 7-Year Total Claremont Avenue -- $472,000 $472,000 Griego Road -- $185,000 $185,000 Lomas Blvd. -- $98,000 $98,000 Menaul Blvd. -- $204,000 $204,000 Tribal Road 54 -- $200,000 $200,000 Trujillo Road -- $185,000 $185,000 Subtotal $0 $302,000 $472,000 $0 $570,000 $0 $0 $1,344,000 Total Cost $734,487 $467,000 $472,000 $0 $570,000 $0 $0 $2,243,487 *Village of Los Lunas lead agency. Does not appear in Rio Metro's budget and only a portion of project costs are attributable to crossing. **Kewa Pueblo lead agency. Does not appear in Rio Metro's budget and only a portion of project costs are attributable to crossing. †Bernalillo County lead agency. Does not appear in Rio Metro's budget and only a portion of project costs are attributable to crossing.

013737J Indian Service Road 88 (Kewa Pueblo): Kewa Pueblo is constructing a multi-use trail along ISR 88, which will include improvements to the existing crossing east of the Kewa Station. The larger project has CMAQ funding in FY2021, and construction will follow on the heels of PTC implementation.

013760D Lucero Road (Town of Bernalillo): $160,000 is programmed in FY2021 to construct pedestrian improvements in conjunction with the Downtown Bernalillo Station Crossing and Trail Safety Improvements, Phase 2. The timber crossing panel was recently replaced with a concrete panel in FY2019.

013773E Ortega Road (North Valley): $165,000 is programmed in FY2022 to reconstruct this timber crossing.

019424P Rio Bravo Boulevard (Bernalillo County): As part of a larger project to reconstruct the Rio Bravo Blvd./2nd St. intersection, this crossing will be reconstructed to include the replacement of cantilever signals with a signal bridge. Construction is anticipated to begin in FY2021.

Saw Mill Spur: 019373G 8th Street (Albuquerque): The Saw Mill spur extends west from Main 1 and allows BNSF to occasionally serve commercial and industrial businesses in the Saw Mill neighborhood located between I-40 and Mountain Rd. The Saw Mill spur crosses 1st, 2nd, 3rd, 4th, 5th, 6th, 8th and 12th streets. These crossings have rubber and timber panels that are warping, sinking and in some cases unravelling. The 8th St. crossing features three tracks, one of which was upgraded with concrete panels in 2015. A

second will be improved in FY2021 with $174,487 obligated in FY2020. The third will be in improved in FY2022, although those funds will not pass through Rio Metro.

019415R Woodward Road (Bernalillo County): As part of a larger project to improve Woodward Rd., the Woodward Rd. grade crossing will be reconstructed and a four-quadrant gate system will be installed. Construction is anticipated to begin in FY2021.

2.2.2 Unfunded Crossings 019359L Claremont Avenue (North Valley): The rubber crossing boards have reached the end of their useful life and need to be replaced with concrete panels. The NMRX Grade Crossing Pedestrian & Bicyclist Safety Study also calls for extending the panels, relocating gate masts and guardrails that are in line with existing sidewalks, constructing the sidewalks through the crossing, and potentially relocating a utility pole. Additional signage, markings and detectable warning surfaces would also be installed. $472,000 in FY2023 would be adequate to construct these improvements.

019453A Griego Road (Los Lunas): The Griego Rd. crossing has settled, causing a depression in the roadway and track that will worsen over time. Although the crossing features concrete panels, their first- generation design precludes easy removal and maintenance. The only option is to reconstruct the crossing. Accordingly, $185,000 is recommended in FY2025.

019399J Lomas Blvd. Median Gates (Albuquerque): The two existing gate arms on the shoulders of Lomas Blvd. are each long enough to span three vehicle lanes. However, their excessive length leads to several problems: damage during high winds, long descent times to reach their final horizontal position, and gate mechanism wear. The NMRX Grade Crossing Pedestrian & Bicyclist Safety Study also called for extending the existing panels and modifying the sidewalk width for ADA compliance, in addition to installing additional signage, markings and detectable warning surfaces. $98,000 is recommended in FY2022 to construct these improvements.

019360F Menaul Blvd. Median Gates (Albuquerque): The two existing gate arms at the Menaul Blvd. crossing suffer the same issues as those at Lomas Blvd. and would likewise benefit from median gates so that the length of the existing gate arms may be reduced. The NMRX Grade Crossing Pedestrian & Bicyclist

Safety Study also called for relocating the existing masts to meet ADA requirements for sidewalk width, diverting the sidewalk around a utility pole, and installing additional signage, markings and detectable warning surfaces. $204,000 is recommended in FY2022 to construct these improvements.

019445H Tribal Road 54 Cut-Off Track (Isleta Pueblo): The crossing at Tribal Rd. 54 has two tracks, Main 1 and a cut-off track used by Amtrak trains that connects the Albuquerque Subdivision to the Gallup Subdivision that is part of BNSF’s Southern Transcontinental route. While the Main 1 crossing was recently reconstructed, the cut-off track has settled, causing a depression that affects both motorists and trains. Furthermore, because this crossing is in the middle of a curve, it is possible that train wheels could leave the rail and ride on the wooden crossing board. Finally, the deteriorating ballast is hindering drainage, which will exacerbate these conditions with time. $200,000 is recommended in FY2025 to reconstruct this crossing.

019457C Trujillo Road (Los Lunas): Like Griego Rd., the Trujillo Rd. crossing has settled, causing a depression in the roadway and track that will worsen over time. Although the crossing features concrete panels, their first-generation design precludes easy removal and maintenance. The only option is to reconstruct the crossing; accordingly, $185,000 is recommended in FY2025.

2.3 Bridge Improvement Program Each of the 100+ bridges on the NMRX system are inspected annually per FRA regulations. The findings of those inspections and Rio Metro, NMDOT Rail Bureau and NMDOT Bridge Design Bureau professional judgement all feed into developing this program.

Table 2-3: Bridge Improvement Program Bridge Improvement Program Bridge # Funding FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 7-Year Total AB0853.61* TBD $250,000 $250,000 $500,000 AB0864.78 TBD TBD AB0877.34 5337 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 Total Cost $100,000 $100,000 $100,000 $350,000 $350,000 $0 $0 $1,000,000 *Bridge is not on Rail Runner corridor; therefore, only trackage fees, other NMDOT-controlled funds, or a federal discretionary source (e.g., CRISI grant) may support its repair/replacement.

Bridge AB0853.61 (Santa Fe County): Located 1.5 miles northeast of the Village of Cerrillos, Bridge 853.61 was constructed in 1962 and should be replaced if freight traffic is reintroduced in this area. There are structural issues affecting the load rating, including fatigue to angles welded to the bottom of the stringers. $250,000 would be required in two successive years to replace the bridge, although a funding source has not yet been identified and the year of expenditure can be revised if freight traffic does not materialize.

Bridge AB0864.78 (Kewa Pueblo): Located 0.5 miles east of the Kewa Station, this bridge was constructed in 1926 and has been periodically repaired over the years. Replacing the deck is a priority for NMDOT’s Bridge Design Bureau, although the funding source and costs associated with that work have yet to be identified.

Bridge AB0877.34 (San Felipe Pueblo): Bridge AB0877.34 was constructed in 1922 and is a candidate for replacement with multiple culverts. $500,000 will be committed to this endeavor between FY2021 and FY2025.

2.4 Capital Projects Program Unlike the three previous programs, the capital projects program incorporates projects that do not focus exclusively on capital maintenance, rehabilitation and reconstruction; instead, these projects more broadly address the safety, capacity, efficiency, accessibility, maintainability, etc. of the NMRX system. Furthermore, these projects may have originated for any number of reasons: a response to a federal mandate (e.g., PTC); a recommendation from management, maintenance or operations staff; a long- standing need identified in previous iterations of this plan; a step toward realizing the goals and objectives of Rio Metro’s Long Term Strategic Vision Plan; or a desire of a neighboring local government.

Regardless of their origin, capital projects are categorized as either funded or unfunded. Funded projects have committed funding and Rio Metro staff and/or another agency are actively working toward their fruition. Unfunded projects are presented here without priority; however, some of them are prioritized in Rio Metro’s ICIP, which reflects the agency’s near-term priorities. These projects are prime candidates for federal discretionary grant applications, capital outlay requests or other federal and state funds that may become available.

2.4.1 Funded Capital Projects Alameda Siding: Main 1 runs for approximately 14 miles between Control Point Hahn (Griegos Rd.) and the Town of Bernalillo with no opportunity for trains to pass—the longest such stretch along the Rail Runner corridor. Constructing a 1,500-foot passing siding between Alameda Blvd. and Alameda Rd. will improve the on-time performance of Amtrak, BNSF and Rail Runner trains and give dispatchers greater scheduling flexibility in this congested corridor. $1.6 million in STP-U funds (including local match) from the MRMPO TIP will fund new subgrade, ballast, track, turnouts and control points. Approximately $1.3 million was received in FY2017 and the remaining $300,000 was recently made available in FY2019. This project will be completed in FY2021, pending discussions with the City of Albuquerque on their Balloon Fiesta Park Access project.

Centralized Traffic Control, Control Point Abajo to Control Point Hahn: Centralized Traffic Control (CTC) will be installed along a 4.7-mile stretch of double track in Downtown Albuquerque where train movements are currently authorized by written track warrants or occur within restricted limits at speeds

not exceeding 20 mph. Rio Metro expects that the efficiency gained by CTC will enable train speeds up to 60 mph and save passengers traveling through Downtown Albuquerque 8.75 minutes. The project will also reduce the number of conflicting train movements that frequently delay Amtrak, BNSF, and Rail Runner trains. Furthermore, CTC will provide dispatch with markedly better oversight of train movements and also bolster passenger and freight safety once overlain by Positive Train Control. The $10 million budget is largely comprised of $8.5 million in STP-U funds garnered through the TIP process in FY2022 and FY2023, which will be matched with GRT.

Table 2-4-1: Funded Capital Projects

Capital Projects Program (Funded) Rio Metro Projects Project Funding FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 7-Year Total Alameda Siding STP-U $1,600,000 $1,600,000 Centralized Traffic Control, STP-U, $5,018,615 $5,018,615 $10,037,230 Abajo to Hahn Cap. Outlay STP-U, Main 2 Extension (Hahn Lead) $658,598 $4,753,491 $5,412,089 Cap. Outlay Maintenance Facility, Phase I 5337 $100,000 $300,000 $1,300,000 $1,300,000 $1,300,000 $4,300,000 Positive Train Control Implementation Multiple $13,392,049 $13,392,049 Positive Train Control Debt Service GRT $109,000 $109,000 $786,149 $786,149 $786,149 $786,149 $786,149 $4,148,745 Positive Train Control/Wi-Fi Integration Multiple $5,298,788 $5,298,788 Subtotal $20,399,837 $5,127,615 $6,563,362 $5,839,640 $2,086,149 $2,086,149 $2,086,149 $44,188,901

Other Agency Projects Project Funding FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 7-Year Total Balloon Fiesta Park Access* Cap. Outlay $3,000,000 $3,000,000 Dtwn. Bernalillo Station Crossing and HSIP $1,674,840 $1,674,840 Trail Safety Improvements, Phase 2** CRISI, South Valley Freight Project† $9,579,164 $9,579,164 Private Southwest Chief Improvements†† TIGER $6,150,000 $6,150,000 Subtotal $10,824,840 $9,579,164 $0 $0 $0 $0 $0 $20,404,004 Total $31,224,677 $14,706,779 $6,563,362 $5,839,640 $2,086,149 $2,086,149 $2,086,149 $64,592,905 *City of Albuquerque lead agency . Does not appear in Rio Metro's budget. **Town of Bernalillo lead agency. Does not appear in Rio Metro's budget. †Bernalillo County lead agency. Does not appear in Rio Metro's budget. ††NMDOT lead agency. Does not appear in Rio Metro's budget.

Main 2 (Hahn Lead) Extension: As noted with the Alameda Siding project, there are no passing locations on the 14-mile stretch of track between Control Point Hahn (Griegos Rd.) in Albuquerque and the Town of Bernalillo. This project will extend Main 2 (Hahn Lead) 1.3 miles north from MP 899.1 to MP 897.9. Currently, this section of track is dilapidated, requiring that the existing roadbed, bridges, and track be reconstructed, along with the installation of new signals and switches. These improvements will provide more scheduling flexibility, in addition to allowing Amtrak and BNSF trains to pass Rail Runner trains stopped at the Montano Station. The $5.4 million project will be initiated in FY2024, supported largely by STP-U funds garnered through the TIP process in FY2023 and FY2024.

Maintenance Facility, Phase 1: In 2016, Rio Metro completed a facility master plan for a new, modern maintenance facility on par with its commuter rail peers that would replace its existing, substandard arrangement. Currently, the NMRX pit shelter is open to the elements and aged, leased office and warehouse buildings are in poor condition. Rio Metro also lacks permanent, fixed equipment to clean and service rolling stock. Although facility improvements are broken out into five phases with a total cost of

$37 million, the first phase is estimated to cost $15 million and would include the purchase of a 4.3-acre parcel, demolition, utility upgrades, and construction of a maintenance shop, turnouts and tracks, parking lots, etc. Between FY2023 and FY2026, $4.3 million in Section 5337 funds (including local match) have been reserved to initiate Phase 1.

Positive Train Control (PTC): As required by federal law and detailed in FRA regulations, PTC is intended to prevent train collisions, overspeed derailments, work zone incursions and train movements through improperly positioned switches. The I-ETMS PTC solution that Rio Metro is implementing on the NMRX system between Belen and Santa Fe relies on GPS and constant radio/Wi-Fi communication between a back-office server, dispatching software, wayside signals and switches, and locomotives to prevent the aforementioned accidents from occurring. While potentially more costly than other technologies, I-ETMS was developed by a consortium of the major Class I railroads and is most compatible with Amtrak and BNSF.

The total cost of PTC is approximately $65 million, paid for by a combination of GRT, Section 5337, STP-U, FRA PTC grant, capital outlay and State Infrastructure Bank (SIB) funds, in addition to a $29.4 million Consolidated Rail Infrastructure and Safety Improvements (CRISI) PTC grant that was awarded to Rio Metro in FY2019. Rio Metro anticipates spending the remaining balance ($13.4 million) in FY2021 on testing, revenue service demonstration and related tasks in order to fully implement PTC by the December 31, 2020 deadline.

Positive Train Control Debt Service: From FY2020 to FY2037, Rio Metro will make debt service payments to the state for the $10.9 million SIB loan that is matching federal funds for PTC. Payments are purposefully lower during PTC implementation, but rise to approximately $786,000 starting in FY2023 (July 2022).

Positive Train Control/Wi-Fi Integration: Rio Metro will transform an end-of-life WiMAX system at stations and onboard trains into a private, kinetic mesh mobile network. This upgrade will vastly improve Wi-Fi performance—allowing passengers to remain productive on trips that typically average over 45 miles in length, while also permitting the transmission of security video feeds, fare transactions, telemetry data, and passenger notification system messages. Furthermore, the project will enable the Wi-Fi system to act as a redundant means of transmitting PTC data in rugged, rural locations where other forms of communication (e.g., cellular) may prove less reliable. Consequently, improved PTC uptime will bolster passenger safety, while also minimizing PTC-related delays to Rail Runner trains. Rio Metro received a $2.5 million CRISI grant ($3.1 million with match) from FRA in FY2019 to fund this project, which will be bolstered by older discretionary grants, state capital outlay, Section 5337 funds and GRT to satisfy the $5.3 million cost. Installation will largely occur in FY2021.

Balloon Fiesta Park Access (City of Albuquerque Project): In the 2019 capital outlay bill, the City of Albuquerque received $7.5 million from the state legislature to construct a suite of improvements to relieve congestion at Balloon Fiesta Park. Improved rail access (siding, spur, station, etc.) in the vicinity of the park is but one potential aspect of the larger effort. Whether any rail-related improvements occur is dependent upon subsequent discussions between the City, Rio Metro and NMDOT (who has approval authority). The estimated cost of rail-related improvements could reach $3 million, and Rio Metro anticipates that the City could begin construction as early as FY2021.

Downtown Bernalillo Station Crossing and Trail Safety Improvements, Phase 2 (Town of Bernalillo Project): In FY2019, the Town of Bernalillo, with NMDOT and Rio Metro participation, constructed a pedestrian crossing with automatic gates and flashing lights at the Downtown Bernalillo Rail Runner

Station, in addition to barrier fencing and sidewalk connections to adjoining streets. Phase 2, for which design is currently underway, will include a multi-use trail and barrier fencing between Lucero Ave. and Avenida Bernalillo and between Calle Presidente and US 550, a pedestrian crossing just south of the Sandoval Co./US 550 Rail Runner Station, lighting and stormwater features. $1.7 million in HSIP funding has been awarded by NMDOT to the Town of Bernalillo in FY2021 for this purpose. This project will also incorporate the Section 130 crossing improvements at Lucero Rd. and Avenida Bernalillo described in Section 2.2.1.

South Valley Freight Project (Bernalillo County): In 2020, Bernalillo County received a $4.6 million CRISI grant to acquire four miles of spur track between Woodward Rd. and University Blvd. from Kirtland Air Force Base, and to rehabilitate it to serve the Sunport South Business Park. The county will also construct a 6,000-foot siding on the NMRX main to serve New Mexico Terminal Services at Broadway Blvd. and I- 25. Additional private contributions will help fund this $9.6 million project, which Rio Metro anticipates will begin in FY2022.

Southwest Chief TIGER Improvements (NMDOT Project): This project is the latest phase in a multi-state, multi-year initiative to improve the territory over which Amtrak’s Southwest Chief operates. Locally, it will improve the NMRX system between Control Points Madrid and Lamy used almost exclusively by Amtrak and occasionally BNSF by: upgrading the signaling system from an Automatic Block Signal System to Centralized Traffic Control, replacing a half-mile of rail near Devil’s Throne (a prominent rock outcrop), and installing rock slide fencing and a warning signal at the curve near Devil’s Thone. NMDOT and several counties along the Southwest Chief corridor received a $16 million FY2017 TIGER grant ($25.2 million with match) of which $6.15 million will be spent on the aforementioned improvements. Although the project was stalled because of a delay in Amtrak’s financial commitment, it is now expected to be completed in FY2021.

2.4.2 Unfunded Capital Projects Table 2-4-2: Unfunded Capital Projects This section highlights capital projects Capital Projects Program (Unfunded) that would greatly benefit the NMRX system, but for funding. They are Project Cost generally categorized by asset type, but Rolling Stock are otherwise provided without priority. BiLevel Cab Car Purchase $3,200,000 Instead, those with the most merit have BiLevel Coach Car Purchase $2,900,000 been prioritized in the Rio Metro’s ICIP. Locomotive Purchase $4,000,000 Seat Replacement $1,100,000 2.4.2.1 Rolling Stock Automatic Passenger Counters $250,000 BiLevel Cab Car Purchase: The Rail Train Camera System Upgrade $500,000 Runner cab car fleet will require midlife Fixed Guideway overhauls 20 years from their delivery Chloe Siding Extension $4,025,000 (between FY2026 and FY2028). In order Los Lunas Siding $2,000,000 to maintain a reasonable spare ratio once the overhaul cycle starts in FY2026, Rail Runner Sidings $8,000,000 it would be beneficial to acquire a new Kewa Pueblo Quiet Zone $300,000 cab car. The estimated cost of a new cab Los Lunas Quiet Zone $250,000 car is $3.2 million. Town of Bernalillo Quiet Zone $560,000 Track Improvements, Freight Traffic $5,000,000 BiLevel Coach Car Purchase: The Rail Tie Replacement, Madrid to Lamy (3,000/year) $450,000 Runner coach car fleet will require Fencing, Madrid to Lamy (5 miles/year) $50,000 midlife overhauls 20 years from first Continuous Welded Rail, Madrid to Lamy $3,500,000 delivery (between FY2026 and FY2028). Waldo Siding Rehabilitation $1,050,000 In order to maintain a reasonable spare ratio once the overhaul cycle starts in Facilities FY2026, it would be beneficial to secure Station ADA Improvements $135,000 a new coach car. The estimated cost of a Station Train Warning System, Phase 2 $70,000 new coach car is $2.9 million. Maintenance Facility, Phase 1 $10,700,000 Maintenance Facility, Phases 2-5 $22,500,000 Locomotive Purchase: The Rail Runner Maintenance Facility Safety Improvements $100,000 currently utilizes nine locomotives. Total Cost $70,640,000 Under normal weekday operations six of the nine locomotives are used in service. Of the remaining three, one to two are typically in the shop for preventive maintenance or repair, while the other is deployed as part of the spare set if a service disruption or other event necessitates its use. To better preserve the spare ratio during the ongoing locomotive overhaul process, it would be beneficial to procure an additional locomotive. The estimated cost of a new locomotive is $4 million.

Seat Replacement: To ensure the continued comfort of Rail Runner passengers and the cleanliness of trains, $50,000 is needed annually to replace all of the seat cushions in one car per year for a total cost of $1,100,000 for all 22 cars. If not replaced sooner through this project, seat cushions would be replaced during the midlife overhaul process.

Automatic Passenger Counters: Rio Metro is required by the FTA to submit passenger counts (also known as ridership or boardings) and other performance data to the National Transit Database (NTD). It is essential that this data be accurate, as ridership is used to calculate a portion of the FTA formula funds that Rio Metro

receives each year. While ridership on Rail Runner trains has historically been counted manually, Rio Metro has investigated automatic passenger counting devices that can be placed above each coach and cab car door to gather the same information. The estimated cost to purchase and install these devices is $250,000.

Train Camera System Upgrade: On-board video surveillance would provide greater accountability for passengers and crew, and aid in the investigation of operations-related incidents. This project would install inward facing cameras in locomotive and cab car control rooms as well as in all passenger cars. Storage hardware and software is also included in the estimated cost of $500,000.

2.4.2.2 Fixed Guideway Chloe Siding Extension: The Chloe siding is located approximately 4.5 miles north of the Belen Station. It is an older siding that can only be entered from one end, severely limiting its function. BNSF freight trains are often cleared by NMRX dispatch to run from Albuquerque to BNSF’s Belen yard adjacent to the Belen Rail Runner Station. Periodically, due to Belen yard congestion, BNSF freight trains are held just north of the yard by BNSF dispatch, preventing Rail Runner trains from entering or leaving the Belen Station. This project would revamp and extend the Chloe siding from its current termini into the Belen yard and provide storage space for freight trains waiting to enter the yard. The project is estimated to cost over $4 million, although a significant cost sharing arrangement with BNSF would be pursued before this project is considered for funding.

Los Lunas Siding: Currently, there is only one functional siding (Isleta) along the 30 miles of single track between Belen and Albuquerque. This often results in delays to Rail Runner trains and to BNSF trains that may carry time-sensitive shipments. This project would reconstruct and upgrade a 3,000-foot section of a defunct railroad siding in the Village of Los Lunas between the Los Lunas Station and Morris Road. In order to restore functionality, new subgrade, ballast, track, switches and signals will be necessary; however, once implemented, this southern section of the Rail Runner corridor will benefit from additional capacity, flexibility and safety. The Los Lunas siding is estimated to cost $2 million.

Rail Runner Sidings: To mitigate existing scheduling conflicts and to satisfy future capacity needs, additional sidings should be installed along the Rail Runner corridor, particularly north of Albuquerque. The addition of two sidings is estimated to cost approximately $8 million.

Kewa Pueblo Quiet Zone: The Kewa Pueblo Quiet Zone would install a quad gate crossing system on Indian Service Route 88. The resulting quiet zone would eliminate the need for train horn blowing at this crossing, but for emergencies. The project is estimated to cost $300,000.

Los Lunas Quiet Zone: The Los Lunas Quiet Zone project would install a quad gate system at the Morris Rd. crossing. This would eliminate train horn blowing at this crossing, but for emergencies. The project is estimated to cost $250,000.

Town of Bernalillo Quiet Zone: The Town of Bernalillo Quiet Zone project would install quad gates at the Avenida Bernalillo and Lucero Avenue crossings and may also require additional safety improvements to the Downtown Bernalillo Station pedestrian crossing. As these are presently the only three crossings in the Town of Bernalillo, this project would essentially eliminate train horn blowing in this community, but for emergencies. The project is estimated to cost $560,000.

Track Improvements, Freight Traffic: Several private enterprises and public agencies are considering installing new yards, sidings, and other improvements for the benefit of freight. These improvements could put additional pressure on the main track. Consequently, $5 million may be required for additional improvements on the main to offset the impact of this added freight traffic.

Tie Replacement, Madrid to Lamy: The 24-mile section of track from Control Point Madrid to Lamy is used twice a day by Amtrak trains. BNSF once ran freight on this section, which generated track use revenue to support most maintenance activities; however, this freight traffic and its corresponding revenue disappeared in 2010. TIGER funding was programmed in FY2017 for the installation of 19,000 ties on this section, and, in order to keep this track at its current class and allow reasonable train speeds, approximately 3,000 new ties will need to be installed each year. Purchasing and installing these ties is estimated at $450,000 annually. Of note, the tie replacement project in the capital maintenance program cannot fund this work as Rio Metro’s GRT and the federal formula funds it receives cannot be expended where Rail Runner service does not operate.

Fencing, Madrid to Lamy: In order to limit trespassing and minimize the potential for livestock and animal strikes, the fencing between Control Point Madrid and Lamy needs to be continuously maintained and improved. $50,000 will provide about five miles of new fencing each year as part of a continuous fencing program. Of note, the fencing project in the capital maintenance program cannot fund this work as Rio Metro’s GRT and the federal formula funds it receives cannot be expended where Rail Runner service does not operate.

Continuous Welded Rail, Madrid to Lamy: This project would replace existing bolted rail segments between MP 834 and MP 858 with continuously welded rail to provide a smoother ride for Amtrak and to improve signal communications performance. $3.5 million was requested for this purpose in an unsuccessful FY2019 BUILD grant application, and NMDOT and Amtrak are looking for other opportunities to obtain federal funding participation.

Waldo Siding Rehabilitation: This project would restore the turnout at CP West Waldo and tie the Waldo Siding into the signal system so that it can be used for Southwest Chief train meets. $1,050,000 was requested for this purpose in an unsuccessful FY2019 BUILD grant application, and NMDOT and Amtrak are looking for other opportunities to obtain federal funding participation.

2.4.2.3 Facilities Station ADA Improvements: The Americans with Disabilities Act (ADA) Transition Plan for Rail Runner stations 1) inventories physical obstacles that limit access to Rail Runner stations, 2) describes the improvements required to make these stations accessible, and 3) develops an initial schedule for those improvements, pending funding. Eleven key, low-cost projects that bolster ADA compliance are grouped into this project: . Design, fabricate and install braille signs at the entrances to or in another common location (e.g., kiosks) at all stations ($5,000); . Design and install ADA-compliant handrails at the South Capitol Station ($30,000); . Modify existing handrails at the Downtown Albuquerque Station ($5,000); . Raise existing handrails at the Sandoval County/NM 599 Station ($5,000); . Review the number and dimensions of accessible parking spaces at the Downtown Bernalillo, Sandoval Co./US 550 and South Capitol stations and restripe accordingly ($20,000);

. Install additional or modify existing signs for both standard- and van-accessible parking spaces at the Santa Fe Co./NM 599 and South Capitol stations ($5,000); . Review the design of existing infrastructure (ramps, slopes, etc.) for ADA compliance at the Downtown Albuquerque, Belen and Sandoval Co./US 550 stations and develop specific responses ($30,000); . Construct an approximately 20-foot long accessible path from Kewa Station to adjoining street ($5,000); . Construct an approximately 300-foot long accessible path from Isleta Pueblo Station to adjoining street ($15,000); . Review accessible loading zone regulations against existing station accommodations and develop mitigating strategies, if needed ($15,000).

Station Train Warning System, Phase 2: While Rail Runner trains stop at the Kewa, Sandoval Co./US 550, Downtown Bernalillo, Sandia Pueblo, Los Ranchos/Journal Center, Montano, Bernalillo County and Isleta Pueblo stations, Amtrak trains pass them at high speed, often nearing 80 mph. Rio Metro has identified technologies that provide passengers with advance warning of approaching trains, including audible and visual warnings. Installations have already occurred at five stations. The cost to install this system at the three remaining stations is $70,000.

Maintenance Facility, Phase 1: For more information see the project of the same description in Section 2.4.1. Phase 1 is estimated to cost $15 million. However, only $4.3 million in Section 5337 funds are committed to this project, leaving a $10.7 million unfunded balance.

Maintenance Facility, Phases 2-5: Additional phases of the maintenance facility project include: • Phase 2, $2.5 million: Servicing infrastructure/equipment including fueling platform, sanding system, water filling, toilet dumping, etc., and additional trackwork • Phase 3 $10.8 million: Maintenance shop and parking lot expansion, additional trackwork, and demolition of older buildings • Phase 4, $3.8 million: Retrofit and enclose existing shelter, wheel truing equipment, and additional trackwork • Phase 5, $5.0 million: Train wash building/equipment and additional trackwork

Maintenance Facility Safety Improvements: $100,000 is needed to rehabilitate and improve the safety of walkways and track crossovers within the existing NMRX yard. This effort may be abandoned if the NMRX maintenance facility project (Phase 1) is funded in the coming years.

2.5 Plans and Studies Rio Metro regularly undertakes plans and studies that give rise to capital improvements and/or operating enhancements. Although most of the studies listed below are unfunded and presently of low importance, they may be pursued should conditions warrant.

Table 2-5: Plans and Studies Plans and Studies Project Cost Dtwn. Albuquerque Pedestrian Enhancements Planning/Design (unfunded) $50,000 Intermodal Freight Plan (unfunded) $50,000 Main 2 Capacity Study $100,000 Service Expansion Study (unfunded) $700,000 Total Cost $900,000

Downtown Albuquerque Pedestrian Enhancements Planning/Design: The City of Albuquerque is considering several options to improve the quality of pedestrian and bicyclist access along and across the railroad tracks in Downtown Albuquerque. Rio Metro would support the City’s efforts by helping to evaluate those options and by refining the final design drawings to incorporate suitable crossing infrastructure and other improvements within the railroad right-of-way. While presently unfunded, Rio Metro could allocate $50,000 toward the planning and design of this project.

Intermodal Freight Plan: With the opening of the New Mexico Transload facility in the South Valley in 2015, the construction of the Central New Mexico Rail Park near Los Lunas in 2018, and Bernalillo County receiving a CRISI grant for South Valley intermodal facilities in 2020, the prospect for increased freight traffic on the NMRX system is likely. Accordingly, an intermodal freight plan would 1) evaluate the impact of this increased traffic on the NMRX system and Amtrak and Rail Runner operations, and 2) recommend multiple operating strategies and capital improvements that would both support these freight movements and mitigate any undesirable impacts to passenger railroads. About $50,000 would be required for this effort.

Main 2 Capacity Study: Through FY2019 capital outlay support, Rio Metro will identify and assess the benefits of additional passing locations on the NMRX system. Extending Main 2 and/or constructing additional sections of second main track and sidings will be necessary to support increases in Rail Runner frequency and to minimize delays/conflicts with tenant railroads.

Service Expansion Study: Should substantially more Rail Runner service be desired in the future, Rio Metro would need to draft and evaluate scheduling alternatives that account for both passenger and freight railroad operations; develop ridership projections; assess budgetary and asset management impacts; calculate rolling stock needs; and thoroughly scope necessary facility and track capacity improvements (e.g., sidings, station platforms, parking lots, maintenance yard). The cost of such a study could reach $700,000.

Section 3: Transit Capital Plan

The Transit Capital Plan, describes Rio Metro’s non-rail capital needs, with particular emphasis on revenue vehicle and service vehicle replacement. Like the NMRX Capital Plan, it also describes plans and studies that may ultimately give rise to capital improvements or operating enhancements, as well as incorporates the tools developed in the TAM Plan—lifecycle cost models and replacement evaluation criteria—to inform the prioritization of these needs.

The Transit Capital Plan is divided into four programs: 1. The Revenue Vehicle Replacement Program prioritizes and schedules the replacement of Rio Metro’s directly-operated buses and minivans. 2. The Service Vehicle Replacement Program performs the same function for all of Rio Metro’s non- revenue vehicles, including those used by rail staff. 3. The Capital Projects Program identifies funded and unfunded capital projects that would improve the reach, effectiveness, efficiency, and safety of the transit system. 4. Plans and Studies accounts for plans, studies and other efforts that are transit-specific or agency- wide in scope, and are likely to result in capital improvements and/or operating enhancements.

3.1 Revenue Vehicle Replacement Program The revenue vehicle replacement program determines which of Rio Metro’s 42 cutaway buses and minivans should be replaced over the next seven years. At the front end of this analysis, Rio Metro consulted the lifecycle cost model to determine—based solely on useful life—when revenue vehicles should be replaced. The initial output is shown in the chart below. Figure 3-1-1: Revenue Vehicle Replacement, Lifecycle Cost Model Output

Notably, of the 39 vehicles slated for replacement in this period, there are prominent spikes of 14 and 13 vehicles in FY2021 and FY2024, respectively, while no vehicles appear in FY2022 and FY2023. Replacing vehicles per the model output is impractical, as Rio Metro is unlikely to receive enough grant funding in

any given year to fully fund the two spikes. Furthermore, with the implementation of PTC through FY2021, Rio Metro must reserve its GRT to leverage federal funds associated with that project. In light of these concerns, staff applied the replacement evaluation criteria (see introduction to this document) and considered funding constraints to arrive at the following replacement program.

Figure 3-1-2: Revenue Vehicle Replacement Program

Of note, the peaks in FY2021 and FY2024 have been spread out over the subsequent fiscal years. This was largely accomplished by prioritizing vehicles with comparatively higher mileage or with known mechanical issues, and deferring vehicles that are in good condition despite having reached the end of their useful life. No safety concerns or issues impacting operations were identified.

Staff was also sensitive to how vehicle replacements may be funded through NMDOT-administered grant programs. For example, vehicles used in Valencia County are eligible for both Section 5310 (enhanced mobility and seniors & individuals with disabilities) and 5311 (rural) funding, whereas vehicles used in Rio Rancho are only eligible for Section 5307 (large urban) funding and Section 5310 funding. Also, in Rio Metro’s experience, NMDOT is unlikely to fund more than three cutaway bus replacements (approximately $89,000 each) through the Section 5310 program and four through the Section 5311 program. Consequently, as demonstrated in the table below, the revenue vehicle replacement program is a reasonable scenario by respecting these limitations. Table 3-1: Revenue Vehicle Replacement Program Revenue Vehicle Replacement Program Vehicle Type (Funding) FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 7-Year Total Cutaway Bus (5307) $267,000 $267,000 $178,000 $89,000 $267,000 $1,068,000 Cutaway Bus (5310) $267,000 $267,000 $432,000 $966,000 Cutaway Bus (5311) $267,000 $178,000 $267,000 $267,000 $267,000 $144,000 $1,390,000 Minivan (5310) $90,000 $90,000 Minivan (5311) $45,000 $45,000 Total Cost $267,000 $534,000 $401,000 $623,000 $534,000 $624,000 $576,000 $3,559,000

The revenue vehicle replacement program is updated annually, as it forms the basis of grant applications to NMDOT in the coming fiscal year, as well as informing budget projections. Nevertheless, Rio Metro anticipates that the replacement schedule for vehicles shown in the outer years in Table 3-1 will change, as these relatively new vehicles accrue mileage and their long-term condition becomes more apparent.

3.2 Service Vehicle Replacement Program The service vehicle replacement program accounts for all non-revenue vehicles used by Rio Metro staff, including a variety of cars, vans, SUVs and pickup trucks (FTA classifies the latter three vehicle types as trucks). For most transit agencies, this program would also include heavy equipment like loaders, backhoes, tampers, etc., but in Rio Metro’s case, those vehicles are owned and replaced by contractors.

The lifecycle cost model output below shares some similarities with the revenue vehicle model output. There is a peak of six vehicles in FY2021 and one year in which no vehicles reach the end of their eight- year useful life.

Figure 3-2-1: Revenue Vehicle Replacement, Lifecycle Cost Model Output

Because service vehicles are relatively inexpensive compared to revenue vehicles, the replacement program shown in Figure 3-2-2 almost entirely eliminates replacements in FY2021 for the sake of PTC implementation. Only one vehicle is replaced in FY2021 and others are shifted to FY2022 and FY2023. In the remaining years, some vehicles are shifted earlier or later because of higher or lower mileage, respectively. No safety or maintenance concerns or impacts to operations were identified that affected this program.

Figure 3-2-2: Service Vehicle Replacement Program

With respect to funding, Rio Metro intends to use two federal formula grant programs to replace service vehicles. Vehicles used predominately by rail staff will be replaced with Section 5337 funds, whereas those used by transit and administration will be replaced with Section 5339 funds.

Table 3-2: Service Vehicle Replacement Program Service Vehicle Replacement Program Vehicle Type (Funding) FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 7-Year Total Automobile (5337) $27,000 $44,000 $19,000 $19,000 $109,000 Automobile (5339) $27,000 $19,000 $19,000 $46,000 $111,000 Truck (5337) $75,000 $25,000 $25,000 $50,000 $175,000 Truck (5339) $25,000 $25,000 Total Cost $102,000 $52,000 $44,000 $44,000 $38,000 $25,000 $115,000 $420,000

3.3 Capital Projects Program This capital projects program includes both funded and unfunded projects that will improve existing transit services and expand the regional transit network. Funded projects have committed funding and Rio Metro or other agency staff are actively working toward their fruition. Unfunded projects are presented here without priority; however, some of them are prioritized in Rio Metro’s ICIP, which reflects the agency’s near-term priorities. These projects are prime candidates for federal discretionary grant applications, capital outlay requests or other federal and state funds that may become available.

3.3.1 Funded Capital Projects Bike Share Expansion/Replacement: Since its inception in 2015, the bike share program has incrementally expanded out from Downtown to other bicycle-friendly areas including the Sawmill neighborhood, Old Town, EDO, Barelas and the University District. Today, the program features 50 stations and 350 bicycles. Rio Metro staff are evaluating program adjustments in response to industry changes and to achieve wider micro-mobility objectives. This project commits an additional $1.8 million in Transportation Alternatives

Program (TAP) funds (including local match) in FY2022 and FY2024 to continue this expansion and also to replace aging bike share infrastructure. Table 3-3-1: Funded Capital Projects Capital Projects Program (Funded) Project Funding FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 7-Year Total

Bike Share Expansion/Replacement TAP $1,257,335 $877,809 $877,809 $3,012,953 UNM/CNM/Sunport BRT Multiple $1,941,402 $760,768 $3,920,880 $6,623,050 Project Development* Sandoval County Transit Facility GRT $200,000 $200,000 Improvements 5339/ Valencia County Transit Facility STP-U $7,481,193 $1,250,000 $8,731,193 Small Urb. Total Cost $10,879,930 $877,809 $0 $2,888,577 $3,920,880 $0 $0 $18,567,196 *City of Albuquerque lead agency for FY2024 and FY2025 STP-U funding. Does not appear in Rio Metro's budget.

Sandoval County Transit Facility Improvements: Rio Metro is acquiring a building and property in Rio Rancho to which it will relocate its Sandoval County bus services later this summer. This location was previously used by Rio Rancho Public School’s bus contractor for many years; consequently, some improvements are required to rehabilitate the site and also to make it more functional for Rio Metro’s and All Aboard America’s needs. $200,000 is budgeted to help upgrade building systems (e.g., IT/communications), improve the parking lot, and bolster site security (fencing, lighting, cameras, etc.).

UNM/CNM/Sunport Bus Rapid Transit Project Development: Largely comprised of CMAQ and contributions from local governments, this $1.9 million project will advance the planning and engineering of a bus rapid transit (BRT) system along University Blvd. between Menaul Blvd. and the Sunport. Presently, Rio Metro and the City of Albuquerque are working on an interim service design that will come to fruition when the City receives $4.7 million in STP-U funds garnered through the TIP in FY2024 and FY2025.

Valencia County Transit Facility: Valencia County transit administration and operations is quickly running out of space for both staff and vehicles at the facilities it leases from the Village of Los Lunas. Phase 1 will result in the construction of a new building to house Valencia County staff and provide a secure parking area for staff, revenue and service vehicles on a parcel that is currently owned by NMDOT. It will be funded by a $6 million FY2020 FTA 5339 Bus and Bus Facilities grant ($7.5 million with local match) that Rio Metro was awarded in November 2019. Phase 2 will include the construction of a maintenance building, bus wash, fuel island and fare collection vault. $1.25 million in STP-U Small Urban funds and local match are reserved in FY2024 for Phase 2, and Rio Metro will continue to pursue FTA discretionary grants to complement these funds.

3.3.2 Unfunded Capital Projects Micromobility Expansion: This project would continue the expansion and replacement of existing bike share/micromobility infrastructure on an every-other-year cycle. Rio Metro intends to request approximately $750,000 in FY2026 TAP funds plus local match during the next TIP project selection process.

UNM/CNM/Sunport Bus Rapid Transit Implementation: On the heels of two other related projects, this effort would complete final design and construct a BRT system between Menaul Blvd. and the Sunport. The total estimated project cost is $65 million, although the project may be phased incrementally as an evolving transit service (e.g., local route > rapid ride > BRT). Also, the City of Albuquerque may ultimately assume the responsibility of lead-agency for this project, as it is already receiving approximately $4.7 million in STP-U funds in FY2024 and FY2025.

Valencia County Transit Facility, Phase 2: For more information see the project of the same description in Section 3.3.1. Phase 2 is estimated to cost $8 million, of which $1.25 million has already been committed in FY2024. Table 3-3-2: Unfunded Capital Projects Capital Projects Program (Unfunded) Project Cost Rolling Stock Micromobility Expansion $877,809 UNM/CNM/Sunport Bus Rapid Transit $61,300,000 Valencia County Transit Facility, Phase 2 $6,750,000 Total Cost $62,177,809

3.4 Plans and Studies Rio Metro regularly undertakes plans and studies that give rise to capital improvements and/or operating enhancements. The efforts below are a mix of ongoing and one-time activities, and may be implemented using existing staff/resources or may require additional funding. Regardless, costs provided only account for those to complete the plan/study—additional capital or operating costs are not included.

Bus Route Modifications: On an ongoing basis, staff evaluate the ridership and performance of Rio Metro’s directly-operated and contracted bus routes and recommend modifications. Because of budgetary constraints, these changes are typically cost-neutral to Rio Metro’s transit budget. In the year ahead, the transit operations division intends to assess Route 206 for potential efficiency improvements and additional service to outlying areas.

Table 3-4: Plans and Studies Plans and Studies Project Cost Bus Route Modifications operating budget Discretionary Grant Applications operating budget Job Access Enhancements operating budget Paseo del Norte Bus Rapid Transit (unfunded) $2,000,000 Performance Dashboard $50,000 Public Transportation Agency Safety Plan funded by NMDOT Regional Transit Network and Service Plan (unfunded) $250,000 Rio Rancho Service Expansion operating budget Social Service Fare Program Implementation $181,008 Transit Law Enforcement Study $50,000 Transportation Network Company Partnership operating budget University Transit Corridor Transit-Oriented Development $715,000 Valencia County Service Improvement Plan Implementation operating budget Total Cost $3,246,008

Discretionary Grant Applications: Rio Metro pursues discretionary grants each year. In FY2020, Rio Metro applied for and was awarded a $6.0 million FTA 5339 Bus and Bus Facilities grant for the Valencia County Transit Facility, and a $181,000 grant from NMDOT for Social Service Fare Program implementation. Rio Metro also applied for a $13.8 million FY2019 Federal-State Partnership for State of Good Repair Program grant for Centralized Traffic Control (Abajo to Hahn) and Main 2 Extension projects (awards not yet announced).

Job Access Enhancements: The Job Access service has historically relied on taxi providers to supply its low- income and newly employed clients with affordable transportation in Bernalillo County when and where fixed-route transit service is unavailable. However, in recent years, one taxi company dropped out of the program (though now returning), one closed its doors, and one was absorbed into an app-based mobility company. This project would explore integrating additional providers, such as Transportation Network Companies (TNCs) like Uber and Lyft, as well as modifying the eligibility criteria and geographic coverage to better meet the region’s needs. If pursued, the analysis would be completed internally and any potential cost changes would be presented to the Board for its consideration.

Paseo del Norte Bus Rapid Transit: This project would update and advance the planning and conceptual engineering for a BRT system connecting southern Rio Rancho/northwest Albuquerque to the Journal Center that was originally examined in the 2014 Paseo del Norte High-Capacity Transit Study. Approximately $2 million is needed to move the project into FTA’s Small Starts process. However, Rio Metro’s Board has adopted a resolution that the UNM/CNM/Sunport BRT should take precedent, so this unfunded project may not advance during the horizon of this plan.

Performance Dashboard: Since FY2019, Rio Metro has been developing a dashboard that compiles Rail Runner performance data to assist with service evaluation, capital and operations planning, reporting,

and other internal purposes. The dashboard was also designed to import data from HTSI’s systems. The approximate cost of this effort is $50,000.

Public Transportation Agency Safety Plan: Per FTA regulations, Rio Metro is required to certify that it has adopted a Public Transportation Agency Safety Plan (PTASP) for its non-rail services by July 20, 2020. Because Rio Metro is classified as a “small provider”, NMDOT is obligated to draft and certify Rio Metro’s PTASP; however, both agencies have agreed that NMDOT will fund the PTASP and Rio Metro will draft and certify the plan. As of May 2020, Rio Metro is finalizing the document and will present it to the board for its approval prior to the deadline.

Regional Transit Network and Service Plan: Many urban areas throughout the US have or are proposing to overhaul their dated bus networks (both alignments and frequencies) in an effort to improve ridership. Although this project will re-examine the existing network, it will emphasize future expansion (which may hinge on an increase in Rio Metro’s GRT) and the long-term relationship between ABQ RIDE, Rio Metro and other transit providers. Elements of the work include a tiered service concept (high frequency route, local route, commuter route, etc.), network map, consideration of alternative modes and new mobility services, capital plan, operating cost fiscal analysis, ABQ RIDE/Rio Metro consolidation study and public input. The project is currently unfunded and is estimated to cost $250,000.

Rio Rancho Service Expansion: In the last year, Rio Metro, in partnership with MRMPO, prepared a variety of transit alternatives for Rio Rancho to consider as part of its comprehensive plan update. These alternatives ranged from simply expanding the level of service provided by the Dial-a-Ride program to introducing a full-fledged fixed-route network. This effort is part of an ongoing conversation to improve transit service in Rio Rancho that, in many respects, hinges on Rio Rancho’s desire and ability to participate in funding this expansion.

Social Service Fare Program Implementation: In late 2018, Rio Metro adopted a policy that allows social service organizations to purchase transit passes for Rio Metro’s rail and bus services at discount. These organizations are then authorized to re-distribute the passes to clients living within 150% of the Federal Poverty Guidelines. To kickstart the Social Service Fare Program, Rio Metro received a $181,000 grant from NMDOT in FY2020 to hire a part-time program manager, print marketing materials and passes, and subsidize the initial distribution of passes to allow organizations ample time to pilot and adapt to the program.

Transit Law Enforcement Study: 73-25-19 NMSA 1978 gives regional transit districts the authority to employ commuter rail law enforcement officers or contract with another agency to provide law enforcement services. Among other things, the purpose of this study is to evaluate the merit of expanding this law to include the full suite of transit services and facilities (buses and stops, trains and stations, etc.); assess the feasibility of a cross-jurisdictional force shared by Rio Metro, ABQ RIDE and potentially other transit providers; determine the appropriate number of officers and the resources (e.g., vehicles) needed to support them; consider how officers might complement a contracted security service; and outline officers’ coordination with the court system. $50,000 is reserved for this effort.

Transportation Network Company (TNC) Partnership: In recent years, the rise of Uber, Lyft and other TNCs has given way to pilot partnerships with transit agencies for multiple reasons including: satisfying paratransit and dial-a-ride demand; replacing poorly performing fixed routes; serving low density neighborhoods or communities; providing first-/last- mile connections to rail stations, transit centers, and major bus stops; and transporting workers after the transit system shuts down for the night. Staff continues to monitor the growing number and variety of partnerships (including their compliance or lack thereof with FTA regulations), and will continue to assess opportunities for Rio Metro to utilize TNCs or similar providers (e.g., Vanpool services) for existing or future services.

University Transit Corridor Transit-Oriented Development: In 2016, Rio Metro received a Pilot Program for Transit-Oriented Development (TOD) Planning grant from FTA to study TOD opportunities along the University Blvd. corridor. The study will emphasize improved land use, urban design and regulatory coordination between project partners including UNM, CNM, Bernalillo County, the City of Albuquerque and Rio Metro. With match, the grant totals $715,000, some of which will be expended in FY2020 and may trail into subsequent years.

Valencia County Service Improvement Plan Implementation: Rio Metro continues to refine and implement the Valencia County Service Improvement Plan, which identified several corridors in Valencia County that may be desirable for fixed-route transit. In FY2019, transit operations launched a deviated fixed route (Route 210) on NM 6/NM 47 in Los Lunas that serves both designated stops on a regular schedule and also deviates up to ¼-miile from the route by reservation. Route 210 was a cost-neutral change by absorbing much of Route 207 into its schedule as well as reallocating drivers and vehicles from existing Dial-a-Ride service. Also, as noted above in “Bus Route Modifications”, Route 206 will be re- evaluated to potentially improve its efficiency and reach.

Section 4: FY2022-FY2026 Rio Metro Regional Transit District Infrastructure Capital Improvement Plan

The Infrastructure Capital Improvement Plan (ICIP) is a five-year planning tool devised by the State of New Mexico and managed by the Department of Finance and Administration. Essentially, local governments are encouraged to vet and adopt a prioritized list of capital projects that are then uploaded into the state’s ICIP database. That database, in turn, becomes the basis for requesting capital outlay and other state funds from the legislature and cabinet departments.

Rio Metro uses the ICIP process to prioritize between 15 and 20 unfunded and underfunded capital projects each year that appear in the NMRX and transit capital plans. Barring a regulatory mandate or an egregious need that dictates priority, this process allows Rio Metro to weigh the relative importance of projects that aren’t directly comparable. For example, is a new transit administrative and maintenance facility more desirable than a new railroad siding when both have the potential to improve the capacity of their respective systems?

Upon adoption of the ICIP resolution by Rio Metro’s board as required by the state, Rio Metro then uploads the information for each project into the state’s database.

Table 4-1: Infrastructure Capital Improvement Plan Rio Metro Infrastructure Capital Improvement Plan (FY2022-FY2026) Priority Project Cost 2022-1 NMRX Maintenance Facility, Phase 1 $10,700,000 2022-2 Valencia County Transit Facility, Phase 2 $6,750,000 2022-3 Rail Runner Sidings $8,000,000 2022-4 UNM/CNM/Sunport Bus Rapid Transit $61,300,000 2022-5 NMRX Maintenance Facility, Phase 2 $22,000,000 2022-6 NMRX Bridge and Drainage Reconstruction $6,000,000 2022-7 Track Improvements, Freight Traffic $5,000,000 2022-8 Los Lunas Siding $2,000,000 2022-9 Bus Purchase (New and Replacement) $3,559,000 2022-10 Chloe Siding Extension $4,025,000 2022-11 Los Lunas Quiet Zone $250,000 2022-12 Town of Bernalillo Quiet Zone $560,000 2022-13 Kewa Pueblo Quiet Zone $300,000 2022-14 Locomotive Purchase $4,000,000 2022-15 Bi-Level Cab Car Purchase $3,200,000 2022-16 Bi-Level Coach Car Purchase $2,900,000 2022-17 Ties, Rail & Fencing, Madrid to Lamy $2,500,000 Total Cost $143,044,000