Chair, Christina Fugazi, City of Stockton Commissioner, Nancy Young, City of Tracy Vice Chair, Leo Zuber, City of Ripon Commissioner, Kathy Miller, San Joaquin County Commissioner, Jose Nuño, City of Manteca Commissioner, Melissa Hernandez, Alameda County Commissioner, Mikey Hothi, City of Lodi Commissioner, Lily Mei, City of Fremont
Executive Director, Stacey Mortensen
SAN JOAQUIN REGIONAL RAIL COMMISSION TELECONFERENCE BOARD MEETING
June 4, 2021 – 8:00 am
Call-In Information: +1 (646) 749-3122 Access Code: 185-391-325 GoToMeeting Link: https://global.gotomeeting.com/join/185391325
SPECIAL NOTICE Coronavirus COVID-19
In accordance with the Governor’s Executive Order N-29-20, San Joaquin Regional Rail Commission Board Members will be attending this meeting via teleconference or videoconference. Members of the public may observe the meeting by dialing +1 (646) 749- 3122 with access code: 185-391-325 or log-in using a computer, tablet or smartphone at GoToMeeting.com using link: https://global.gotomeeting.com/join/185391325
Please note that all members of the public will be placed on mute until such times allow for public comments to be made. If a person wishes to make a public comment during the meeting, to do so they must either 1) use GoToMeeting and will have the option to notify SJRRC staff by alerting them via the “Chat” function or they can 2) contact SJRRC staff via email at [email protected] in which staff will read the comment aloud during the public comment period. Emailed public comments should be limited to approximately 240 words as comments will be limited to two (2) minutes per comment.
This Agenda shall be made available upon request in alternative formats to persons with a disability, as required by the Americans with Disabilities Act of 1990 (42 U.S.C. § 12132) and the Ralph M. Brown Act (California Government Code § 54954.2). Persons requesting a disability related modification or accommodation in order to participate in the meeting should contact San Joaquin Regional Rail Commission (SJRRC) staff, at (209) 944-6220, during regular business hours, at least twenty-four hours prior to the time of the meeting.
All proceedings before the Commission are conducted in English. Anyone wishing to address the SJRRC Board is advised to have an interpreter or to contact SJRRC during regular business hours at least 48 hours prior to the time of the meeting so that SJRRC can provide an interpreter. Any writings or documents provided to a majority of the Commission regarding any item on this agenda will be made available upon request in both English and Spanish for public inspection at the Office of the Executive Director located at 949 East Channel Street, Stockton, California, 95202 during normal business hours or by calling (209) 944-6220. The Agenda is available on the San Joaquin Regional Rail Commission website: www.acerail.com.
949 East Channel Street Stockton, CA 95202 (800) 411-RAIL (7245) www.acerail.com 1. Call to Order, Pledge of Allegiance, Roll Call, Chair Fugazi Moment of Silence for Valley Transportation Authority (VTA) Workers
Roll Call: Hernandez, Mei, Hothi, Miller, Nuño, Young, Vice Chair Zuber, Chair Fugazi
Ex- Officios: Nguyen, Salazar, Zoslocki, Agar
2. Public Comments Persons wishing to address the Commission on any item of interest to the public regarding rail shall state their names and addresses and make their presentation. Please limit presentations to two minutes. The Commission cannot take action on matters not on the agenda unless the action is authorized by Section 54954.2 of the Government Code. Materials related to an item on the Agenda submitted to the Board of Directors after distribution of the agenda packet are available for the public inspection in the Commission Office at 949 E. Channel Street during normal business hours. These documents are also available on the San Joaquin Regional Rail Commission website at https://acerail.com/board-of-directors/ subject to staff’s ability to post the documents prior to the meeting.
3. Consent Calendar 3.1 Minutes of SJRRC Board Meeting May 7, 2021 ACTION 3.2 Rail Commission/ACE Monthly Expenditure INFORMATION 3.3 ACE Monthly Fare Revenue INFORMATION 3.4 ACE Ridership INFORMATION 3.5 ACE On-Time Performance INFORMATION 3.6 Washington Update INFORMATION 3.7 Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving an Agreement with Infinity Technologies for Information Technology Support Services for an Amount Not-to-Exceed $434,409 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
3.8 Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving an Agreement with Lisa Lorenz and Dirk Lorenz for Ticket Sales Services for an Amount Not-To-Exceed $235,440 total and Authorizing the Executive Director to Execute Any and All Documents Related to the Project 3.9 Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving an Agreement with the City of Stockton for Plan Check Fees for the Track Extension Phase 2 Project for an Amount Not-To-Exceed $77,000, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
3.10 Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving an Agreement with Legacy Mechanical & Energy Services, Inc. for HVAC and Water Treatment Maintenance Services, Not-To-Exceed $111,555, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
3.11 Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving an Agreement with HCI Systems, Inc. for Fire Alarm & Sprinkler Monitoring & Maintenance Services, Not-To- Exceed $119,025, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
3.12 Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving Agreements for Ongoing Shuttle Services for the Altamont Corridor Express (ACE) Service for Fiscal Year 2021/2022 and Authorizing the Executive Director to Execute Any and All Documents Related to the Projects with the Following Agencies:
a. Santa Clara Valley Transportation Authority $990,157 b. Livermore-Amador Valley Transportation Authority $202,408 c. Contra Costa County Transportation Authority $131,395
3.13 Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Authorizing the Executive Director to Submit Any and All Grant Applications, Agreements, Amendments and Any and All Other Documents Necessary to Claim $291,759 in FY 2021-22 State of Good Repair (SGR) Program Funds for ACE Capital Spares
3.14 Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving Ongoing and Contracted Service Agreements or Amendments for Fiscal Year 2021/2022 and Authorizing and Directing the Executive Director to Execute All Agreements and Amendments Not-To-Exceed the Below Amounts
Vendor/Firm Project Description Approved Amount Buchanan Ingersoll & Rooney Federal Advocacy PC Services $75,000.00
Insurance Broker Marsh USA Services $150,000.00
Allied Universal Security Services $346,000.00 Legal Services – Neumiller & Beardslee $460,000 ($160,000 General Counsel for General Counsel, Legal Services – $240,000 Claims, and Burke, Williams & Sorensen, Capital Projects $60,000 for Capital LLP Program Projects)
$12,000 + 5.95% Masabi, LLC Mobile Ticketing transaction fee
Herzog Transit Services Locomotive Fuel $1,515,145
4. Public Hearing: Presentation and Approval of a Resolution Adopting the ACTION SJRRC/ACE Combined Fiscal Year 2021/2022 Work Program and Operating Budget in the amount of $32,261,803 and Adopting SJJPA Fiscal Year 2021/2022 Operating Budget of $67,156,314 and a Combined Capital Budget in the amount of $123,636,446 (Brian Schmidt/Kevin Sheridan) (All Voting Members)
5. Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Adopting Findings, Adopting the Associated Mitigation Monitoring Plan, Certifying an Environmental Impact Report, Approving the Stockton Diamond Grade Separation Project and Authorizing and Directing the Executive Director to Execute and File a Notice of Determination Under the California Environmental Quality Act (CEQA) for the Project and Authorizing and Directing the Executive Director to Execute Any and All Documents Related to the Project (David Ripperda) (All Voting Members)
6. Approve two (2) Resolutions of the Board of Commissioners of the San ACTION Joaquin Regional Rail Commission Authorizing the Executive Director to enter into two (2) Transit Service Agreements to Submit Applications to the California Strategic Growth Council for Grant Funding under the Affordable Housing and Sustainable Communities Program and Authorizing the Executive Director to Execute Any and All Documents Related to the Projects
Action 1. Approve a Transit Service Agreement in the Amount of $7,412,000 with Ecumenical Association for Housing (EAH) for Grant Funding to be Used to Purchase Two (2) New Railcars and Contribute to Midtown Station Project
Action 2. Approve a Transit Service Agreement in the Amount of $3,851,336 with Service First of Northern California CA (Service First) for Grant Funding to be Used to Purchase One (1) New Railcar and Contribute to Lighting and Pedestrian Amenities Projects (David Ripperda) (All Voting Members) 7. Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving an Agreement with California Gold Advocacy Group for Altamont Corridor Express (ACE) Tri-Valley Outreach Services, Not-To-Exceed $153,000, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project (Dan Leavitt/Autumn Gowan) (All Voting Members)
8. Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving an Agreement with Winter Consulting Group for Altamont Corridor Express (ACE) Silicon Valley Outreach Services, Not-To-Exceed $246,000, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project (Dan Leavitt/Autumn Gowan) (All Voting Members)
9. Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving an Agreement with Marriott San Jose Downtown for Crew Rest Facilities Services for an Amount Not-To-Exceed $670,248 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project (Brian Schmidt/Autumn Gowan) (All Voting Members)
10. Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving Amendment 01 to the Agreement with Kjeldsen, Sinnock & Neudeck, Inc. for the Robert J. Cabral Station Expansion Project to Increase the Total Compensation by an Amount of $396,000 with the Total Contract Amount Not-To-Exceed $758,562 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project (David Ripperda) (Regular Voting Members)
11. Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving Amendment 01 to the Agreement with T.Y. Lin International for the Tuolumne River Bridge Project to Increase the Total Compensation by an Amount of $1,508,047 with the Total Contract Amount Not-To-Exceed $3,111,021 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project (David Ripperda) (Regular Voting Members)
12. Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving Two (2) Agreements for Project Development Services for Two (2) Projects Identified in the Capital Projects Program and Authorizing the Executive Director to Execute Any and All Documents Related to the Projects Not to Exceed the Below Amounts Not-To-Exceed Project Consultant Amount Phillips Siding Rehabilitation Rail Surveyors and (Referred in RFQ 19-C668 as Rail $511,726.49 Engineers, Inc Track Improvements) Del Paso Siding Extension (Referred in RFQ 19-C668 as Rail TranSystems $2,104,220.53 Track Improvements)
Total Sum Not-To-Exceed Amount $2,615,947.02
(David Ripperda/Autumn Gowan) (Regular Voting Members)
13. Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving Two (2) Agreements for Rail Engineering Services for Five (5) Projects Identified in the Capital Projects Program and Authorizing the Executive Director to Execute Any and All Documents Related to the Projects Not to Exceed the Below Amounts Not-To-Exceed Project Consultant Amount Lodi Station Stanislaus River Bridge Pennino Management $1,714,595.00 Group Tuolumne River Bridge Phillips Siding Rehabilitation Lockwood, Andrews & $322,435.44 Del Paso Siding Newnam, Inc. Rehabilitation
Total Sum Not-To-Exceed Amount $2,037,030.44 (David Ripperda/Autumn Gowan) (Regular Voting Members)
14. Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving a Reimbursement Agreement with Union Pacific Railroad for Preliminary Engineering Services for the Elk Grove Station Project for an Amount Not-to-Exceed $865,000 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project (David Ripperda) (Regular Voting Members) 15. Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Authorizing the Executive Director or Director of Capital Projects, When Delegated to by the Executive Director, to Negotiate and Execute Any and All Master Agreements, Program Supplemental Agreements, Fund Exchange Agreements, and/or Fund Transfer Agreements for State Funded Transportation Projects and Any and All Documents Related to the Project (David Ripperda) (Regular Voting Members)
16. CLOSED SESSION: PUBLIC EMPLOYEE PERFORMANCE EVALUATION Title: Executive Director
17. Commissioner’s Comments
18. Ex-Officio Comments
19. Executive Director’s Report
20. Adjournment The next regular meeting is scheduled for: July 2, 2021 – 8:00 am SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
Item 3.1 ACTION
Minutes of SJRRC Board Meeting May 7, 2021 The meeting of the San Joaquin Regional Rail Commission was held at 8:00 a.m., May 7, 2021 via teleconference.
1 Call to Order, Pledge of Allegiance, Roll Call
Chair Fugazi called the meeting to order at 8:00 a.m. and led the audience in the Pledge of Allegiance. Commissioners Present: Hernandez, Mei, Hothi, Miller, Nuño, Young, Vice-Chair Zuber, Chair Fugazi Commissioners Absent: None.
Ex-Officio Members Present: Mr. Dumas, Ms. Nguyen, Ms. Gayle, Mr. Zoslocki
2 Public Comments Mr. Vaughn Wolffe commented on an increase in ridership activity.
3 Consent Calendar
3.1 Minutes of SJRRC Board Meeting April 2, 2021 ACTION 3.2 Rail Commission/ACE Monthly Expenditure INFORMATION 3.3 ACE Monthly Fare Revenue INFORMATION 3.4 ACE Ridership INFORMATION 3.5 ACE On-Time Performance INFORMATION 3.6 Washington Update INFORMATION 3.7 Accept Independent Auditors’ Report for Fiscal Year 2019/20 INFORMATION M/S/C (Zuber/Young) Approve the Consent Calendar. Passed and Adopted by the San Joaquin Regional Rail Commission on the 7th day of May 2021 by the following vote to wit:
AYES: 7 Hernandez, Hothi, Miller, Nuño, Young, Vice Chair Zuber, Chair Fugazi NOES: 0 ABSTAIN: 0 ABSENT: 1 Mei
4 Review Draft Budget and Direct Staff regarding ACE Service Levels and ACTION Reconciliations of Funding Partner contributions for budgetary purposes
Brian Schmidt and Kevin Sheridan gave a presentation on this item. Commissioner Hernandez commented on the adequacy of the information that was provided. Vice Chair Zuber inquired about the action that is being taken. Ms. Mortensen explained that staff is seeking direction from the Board on the timing of the fourth train service restoration and reconciliation process in the event that the fourth train is not added. Ms. Mortensen further explained that the approval of the budget and work program will be brought to the Board at the June meeting. Commissioner Mei commented on the balance of encouraging people to ride public transportation, resuming normalcy, partnering with health agencies and COVID responsiveness. Chair Fugazi inquired about timelines for the station extensions. Mr. Sheridan confirmed that the timelines will be added.
M/S/C (Mei/Zuber) Board of Commissioners of the San Joaquin Regional Rail Commission Directing Staff to resume four (4) daily roundtrips on September 7, 2021 and approving a semiannual financial reconciliation of the Member Agency contributions to credit the agencies accordingly. Passed and Adopted by the San Joaquin Regional Rail Commission on the 7th day of May 2021 by the following vote to wit: AYES: 8 Hernandez, Mei, Hothi, Miller, Nuño, Young, Vice-Chair Zuber, Chair Fugazi NOES: 0 ABSTAIN: 0 ABSENT: 0
5 Approve a Resolution of Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving an Agreement with Pacific Gas and Electric (PG&E) for Electric Relocation and Rearrangement Services for the Cabral Station Track Extension Phase 2 Project for an Amount Not-to-Exceed $663,000 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project David Ripperda, Kevin Sheridan, and Autumn Gowan gave a presentation on this item. There were no comments on this item.
M/S/C (Young/Zuber) Approve a Resolution of Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with Pacific Gas and Electric (PG&E) for Electric Relocation and Rearrangement Services for the Cabral Station Track Extension Phase 2 Project for an Amount Not-to-Exceed $663,000 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project. Passed and Adopted by the San Joaquin Regional Rail Commission on the 7th day of May 2021 by the following vote to wit: AYES: 6 Hothi, Miller, Nuño, Young, Vice-Chair Zuber, Chair Fugazi NOES: 0 ABSTAIN: 0 ABSENT: 0
6 Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving an Agreement with Paragon Partner, Inc. (Paragon) for Right of Way Services for the Capital Projects Program for an Amount Not-to-Exceed $320,000 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project David Ripperda, Kevin Sheridan, and Autumn Gowan gave a presentation on this item. There were no comments on this item.
M/S/C (Young/Miller) Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with Paragon Partner, Inc. (Paragon) for Right of Way Services for the Capital Projects Program for an Amount Not-to- Exceed $320,000 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project Passed and Adopted by the San Joaquin Regional Rail Commission on the 7th day of May 2021 by the following vote to wit: AYES: 6 Hothi, Miller, Nuño, Young, Vice-Chair Zuber, Chair Fugazi NOES: 0 ABSTAIN: 0 ABSENT: 0
7 Approve a Resolution of the Board of Commissioners of the San Joaquin ACTION Regional Rail Commission Approving Amendment 02 to the Agreement with O’Dell Engineering for the Ripon Station Platform Project to Increase the Total Compensation by an Amount of $542,012 with the Total Contract Amount Not-To-Exceed $3,635,880 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project David Ripperda gave a presentation on this item.
Chair Fugazi thanked Mr. Ripperda for including the graphic in his presentation and commented on the potential of what future stations will include.
M/S/C (Hothi/Young) Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving Amendment 02 to the Agreement with O’Dell Engineering for the Ripon Station Platform Project to Increase the Total Compensation by an Amount of $542,012 with the Total Contract Amount Not-To- Exceed $3,635,880 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project Passed and Adopted by the San Joaquin Regional Rail Commission on the 7th day of May 2021 by the following vote to wit: AYES: 6 Hothi, Miller, Nuño, Young, Vice-Chair Zuber, Chair Fugazi NOES: 0 ABSTAIN: 0 ABSENT: 0 8 Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Appointing a Committee Chairperson and Vice-Chairperson to the Station/Facilities Development Committee
Ms. Mortensen gave a presentation on this item. There were no comments on this item.
M/S/C (Fugazi/Miller) Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Appointing a Committee Chairperson and Vice-Chairperson to the Station/Facilities Development Committee Committee Chairperson: Leo Zuber Committee Vice Chair: Mikey Hothi
Passed and Adopted by the San Joaquin Regional Rail Commission on the 7th day of May 2021 by the following vote to wit: AYES: 6 Hothi, Miller, Nuño, Young, Vice-Chair Zuber, Chair Fugazi NOES: 0 ABSTAIN: 0 ABSENT: 0
9 SJRRC A-2 Bond Refunding
Nick Perez and Steve Pressley gave a presentation on this item.
Ms. Mortensen thanked Mr. Perez and Mr. Pressley for all of their work put into the bond refunding.
10 Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission adopting a procedure for the 2020-2021 Executive Director’s Performance Evaluation, adopt the evaluation forms for the 2020-2021 evaluation, and create an Ad Hoc Performance Review Process Committee of Two (2) Regular Voting Members to provide the Commission an Evaluation Summary prior to the June 2021 regular Commission meeting SJRRC legal counsel, Daniel J. Schroeder, gave a presentation on this item. Commissioner Young suggested that the same forms and procedure used previously are used for the 2020-2021 performance evaluation. Commissioner Young voiced that she is in favor of the accelerated timeline. M/S/C (Zuber/Young) Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission adopting a procedure for the 2020-2021 Executive Director’s Performance Evaluation, adopt the evaluation forms for the 2020-2021 evaluation, and create an Ad Hoc Performance Review Process Committee of Two (2) Regular Voting Members to provide the Commission an Evaluation Summary prior to the June 2021 regular Commission meeting Passed and Adopted by the San Joaquin Regional Rail Commission on the 7th day of May 2021 by the following vote to wit: AYES: 6 Hothi, Miller, Nuño, Young, Vice-Chair Zuber, Chair Fugazi NOES: 0 ABSTAIN: 0 ABSENT: 0
11 Commissioner’s Comments
Chair Fugazi thanked all of the Commissioners for their work.
12 Ex-Officio Comments Ms. Nguyen commented on the SJCOG virtual OneVoice meetings being held next week, the list of projects being advocated for, and a virtual OneVoice trip planned in June. Mr. Zoslocki commented on the completion of improvements on the multimodal station in Stanislaus County. Mr. Dumas commented on $491M allocated from CTC, a grant that Caltrans received from DOT for a road study tax, a Catrans active transportation plan, the clearance of mountain passes near Sonora, and the recent celebration memorial for fallen Caltrans workers. Ms. Gayle expressed appreciation for SJRRC staff, Dan Leavitt, and the support letters provided to congress for special funding. Ms. Gayle further commented on SJRTD ridership growth, SJRTD’s system redesign study, and free rides provided to COVID-19 vaccination sites.
13 Executive Director’s Report Ms. Mortensen reported on bipartisan support received for federal earmark requests, support received for San Joaquin Joint Powers Authority effort to refine the Amtrak costing allocation, Intercity program funding at a national level, and an East Bay study being done on service recovery.
14 Adjournment The meeting was adjourned at 9:11 am. The next regular meeting is scheduled for: June 4, 2021 – 8:00 am Item 3.2 San Joaquin Regional Rail Commission Altamont Corridor Express Operating and Capital Expense Report March 2021 75% of Budget Year Elapsed
SJRRC - CONTRACTED SJRRC EXPENSE % SERVICES EXPENSE % ACE EXPENSE % FY 20-21 TO SPENT FY 20-21 TO SPENT FY 20-21 TO SPENT OPERATING EXPENSES ALLOCATION DATE TO DATE ALLOCATION DATE TO DATE ALLOCATION DATE TO DATE
Project Management, Services & Supplies Subtotal 1,639,567 1,061,591 65% 150,000 9,917 7% 4,690,542 2,199,647 47% Contracted Services Subtotal 472,133 220,351 47% 1,750,000 211,081 12% 17,138,930 11,104,947 65% Shuttle Services 1,021,326 765,994 75% TOTAL OPERATING EXPENSES 2,111,700 1,281,943 61% 1,900,000 220,998 12% 22,850,798 14,070,588 62%
CAPITAL EXPENSE FY 20-21 TO SPENT CAPITAL PROJECTS ALLOCATION DATE TO DATE SAN JOAQUIN RAIL COMMISSION 1 East Channel Street Improvements 2,209,500 78,594 4% 2 Robert J. Cabral Station Expansion 2,812,203 129,501 5% 3 Non Revenue Maintenance Vehicles 150,000 146,157 97% TOTAL CAPITAL PROJECT SJRRC $ 5,171,703 $ 354,252 7%
ALTAMONT CORRIDOR EXPRESS 1 SJ COG Loan Repayment 1,118,012 1,118,012 100% 2 A1 & A2 Bond Repayment 3,033,988 1,056,994 35% 3 UPRR Capital Access Fee 3,242,516 3,242,516 100% 4 UPRR Capitalized Maintenance Projects 4,000,000 1,492,330 37% 5 UPRR Safety Fund 500,000 - 0% 6 ACE Extension Natomas to Stockton 5,000,000 184,821 4% 7 ACE Extension Lathrop to Ceres/Merced 10,000,000 6,133,765 61% 8 Stockton Diamond Grade Separation 3,100,000 - 0% 9 Locomotives (4) and (2) options 1,000,000 220,474 22% 10 Platform Extension Projects 3,000,000 4,939 0% 11 Cabral Track Extension 6,196,697 223,589 4% 12 Positive Train Control 1,221,823 124,489 10% 13 Rail Cars - (5) passenger rail cab cars (12) passenger coach cars (4) Option Coach 46,411,179 45,404,584 98% 14 Railcar Midlife Overhaul 6,711,081 2,561,889 38% 15 Locomotive Conversion 239,328 - 0% 16 State Owned Equipment Truck Overhaul 1,000,000 115,384 12% 17 Sunol Quiet Zone Quad Gates 475,000 33,993 7% 18 Facility Upgrades and Capital Improvements 93,068 - 0% 19 Lathrop/Manteca Station Improvements 779,700 393,412 50% 20 Tracy ACE Station Improvements 1,223,367 20,756 2% 21 Capital Spares 846,138 279,805 33% 22 Safety/Security Projects 382,115 207,392 54% 23 Short Range Transit Plan 26,123 - 0% 24 WiFi Upgrade 1,130,000 1,130,000 100% 25 Public Information Display Systems (PIDS) 500,000 1,850 0% 26 Network Integration 450,000 212,505 47% 27 Ripon Multimodal Station and Offsite Improvements 405,000 115,386 28% 28 Locomotive (2) Options 8,524,530 - 0% TOTAL CAPITAL PROJECTS ACE $ 102,085,135 $ 64,278,886 63% Status of FY 20/21 Capital Projects - Notes As of May 2021 SAN JOAQUIN RAIL COMMISSION 1 East Channel Street Improvements - SJRRC received $2 million from the San Joaquin Council of Governments’ Measure K funds to improve the pedestrian and bicycle access along Channel Street between the Downtown Transit Center and Cabral Station. SJRRC has begun the environmental clearance and final design for the project, which is anticipated to be completed in 2021. Construction is slated to begin Fall 2021. Projected to be completed by the end of 2022.
2 Robert J. Cabral Parking Lot Expansion -Project will construct a new parking lot at the site of the old Western Pacific depot in Stockton, as well as reconstruct the building. Environmental work has been completed and design is underway for the parking lot and building reconstruction. 3 Non Revenue Maintenance Vehicles - Delivery of the new maintenance vehicles has occurred and the project is complete. ALTAMONT CORRIDOR EXPRESS 1 SJ COG Loan Repayment - Annual payment made July 1, 2020 per SJCOG amended loan agreement. 2 Bond Repayments - Bond repayments are made bi-annually, payments FY 20-21 are due in October 2020 and April 2021. Payments were made and Bond was Refunded on May 1st 2021. 3 UPRR Capital Access Fee - Payment for calendar year 2021 paid in two installments. First payment to be processed in January 2021 and second payment in May 2021
4 UPRR Capitalized Maintenance Projects - Multi-year project is budgeted at $4,000,000 for the year. Invoices are received throughout the year. 5 UPRR Safety Fund - Ongoing project. 6 ACE Extension Natomas to Stockton - The final Environmental Impact Report (EIR) was adopted at the October 2nd 2020 Board meeting and the Notice of Determination was filed with San Joaquin County on October 6th, 2020. Final Design and Right of Way funding for early segments of the project were allocated at the January 27-28, 2021 California Transportation Commission Meeting. Consultant contracts for the final design and right of way phases for various locations will be awarded at the June through August Board meetings. 7 ACE Extension Lathrop to Ceres/Merced - The Environmental Impact Report (EIR) was certified in August 2018. Final design is currently underway for individual projects along the corridor. Preparation of a project level EIR for Ceres to Merced is underway. The project level Draft EIR for Ceres to Merced was released for public review on April 22nd, 2021, with comments due June 7th, 2021.
8 Stockton Diamond Grade Separation - The project will grade separate the existing UPRR and BNSF lines creating an uninterrupted flow of rail traffic through the crossing. Project Approval (PA) and Environmental Document (ED) services for the project are currently underway. The public comment period for the Draft EIR closed on April 29th, 2021 and adoption of the Final EIR is scheduled for June 4th, 2021.
9 Locomotives (4) - All four (4) locomotives have been delivered and have been fully accepted. The Spare Parts package will be delivered in June. Project Complete. 10 Platform Extension Projects - Multi-year project to extend the existing Lathrop/Manteca, Tracy, Vasco, Livermore, and Pleasanton platforms. A contract for final design was approved in May 2018 and is currently under review by Union Pacific. Environmental and design are currently underway for construction of a 400- foot platform extension at the Fremont ACE Station.
11 Cabral Track Extension - In June, SJRRC received approval from FTA Region 9 for a NEPA Categorical Exclusion. Coordination with Union Pacific on design review is ongoing, with construction anticipated to begin in Summer 2021. Utility relocation efforts are beginning. 12 Positive Train Control - Staff continues to work with UPRR, Caltrain, FRA and all Passenger Rail Partners on software updates and system improvements. 13 Rail Cars - A contract with Bombardier was Approved at the April 2020 SJRRC Board meeting. Additionally, an option order was approved by the Board at the December 2020 meeting for 4 additional coaches. This is Multi-year project for the procurement of five (5) passenger rail cab cars and 16 passenger coach cars. Delivery of the first cars is scheduled for November 2021.
14 Railcar Midlife Overhaul - Midlife overhauls of ACE’s existing fleet of 30 railcars is underway. Currently trucks, carpeting, rubber flooring, lighting and refreshing of the exterior paint scheme to the new colors is underway. Three (3) Cars have been painted with the fourth car being prepared for paint. The project is scheduled to be completed over the next three years.
15 Locomotive Conversion - Staff is working with the State of California on a scope of work for the decommissioning and conversion of the two units. 16 State Owned Equipment Truck Overhaul - Phase 1 of the project is underway and scheduled to be closed out by November 2021. The project is to procure a float pool to be used for the complete Truck Overhaul program scheduled start in July 2021. The Second Phase of the project is to complete the overhaul of the 88 State owned bi-level passenger rail cars.
17 Sunol Quiet Zone - Construction has been completed but to address public concerns, revisions need to be made. Preliminary Design for the revised project, Four Quadrant Gates on Main Street Sunol, is complete. Coordination with Alameda County for the final design and construction of the project is ongoing.
18 Facility Upgrades and Capital Improvements - Currently ongoing 19 Lathrop/Manteca Station Improvements - The construction contract was awarded at the October 2nd 2020 Board meeting. Construction was completed on May 3rd, 2021. 20 Tracy ACE Station Improvements - Consultant contract was awarded at the May 3rd 2019 Board meeting. Environmental and design are currently underway. 21 Capital Spares - Preventative Maintenance is ongoing. 22 Safety and Security/Video Cameras - The camera security project was awarded in June 2018 and is in construction. 23 Short Range Transit Plan - Update to FY 2018 - FY 2027 SRTP is ongoing. 24 WiFi Upgrade - The WiFi system is fully installed and operational. SJRRC, NOMAD, and Xentrans continue to work on coordinating with the Herzog led ISC technology project to ensure compatibility and integration of the two onboard systems. 25 Public Information Display System (PIDS) - CCJPA will provide design, implementation, operation and maintenance of CalPIDS. The agreement has been executed as of 3/1/2021 between SJRRC and CCJPA for SJRRC to provide partial reimbursed for shared cost downline stations that share Capitol Corridor stations with ACE and the San Joaquins and complete reimbursement for stations on the ACE and San Joaquins that are the sole providers of service for their non-shared stations. Bi-weekly calls continue to work out bug fixes for the current Operator’s Console. CCJPA will send project schedule in the beginning of June 2021 for when they plan to initiate the public works procurement process and then to schedule for July to order cabinets and station hardware between July and August 2021.
26 Network Integration - Planning consulting services of integrating the ACE and SJJPA services with high-speed rail and other rail transit services. Status of FY 20/21 Capital Projects - Notes As of May 2021 27 Ripon Multimodal Station and Offsite Improvements - A request for proposal for this project was released in May 2021. A consultant contract will be awarded in August 2021.
28 Locomotive (2) Options - Staff is working with Siemens on the pricing and schedule for the option. Staff anticipates bringing an item to the Board at the June 2021 meeting requesting approval of the option order. Fare Revenue Item 3.3
1,000,000
750,000
500,000
250,000
0 Jul‐20 Aug‐20 Sep‐20 Oct‐20 Nov‐20 Dec‐20 Jan‐21 Feb‐21 Mar‐21 Apr‐21 May‐21 Jun‐21 FY TOTAL FY 20‐21 Fare Revenue 152,163 127,080 120,896 124,592 114,383 98,109 104,400 105,194 122,076 123,236 ‐‐1,192,129 FY 19‐20 Fare Revenue 1,038,170 912,427 968,729 1,052,213 816,770 822,711 1,040,903 886,822 508,211 92,586 103,410 88,932 8,331,885
% of Budget Year Elapsed: 83% FY 20‐21 % of Budgeted Fare Revenue Received to Date: 91.4% Projected Annual Fare Revenue (includes Amtrak Thruway Service): $ 1,304,580.00 Ridership Item 3.4
170,000
160,000
150,000
140,000
130,000
120,000
110,000
100,000
90,000
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
‐ Jul‐20 Aug‐20 Sep‐20 Oct‐20 Nov‐20 Dec‐20 Jan‐21 Feb‐21 Mar‐21 Apr‐21 May‐21 Jun‐21 FY TOTAL FY 20‐21 Ridership 13,126 13,121 13,847 13,760 12,085 10,708 10,544 10,991 13,914 13,951 ‐‐126,047 FY 19‐20 Ridership 122,770 133,972 124,677 141,701 114,973 101,363 126,661 114,984 53,665 7,252 7,908 12,064 1,061,990 ACE ON TIME PERFORMANCE
100
90
80
70
60 OTP% 50
40
30
20
10
0 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21
Monthly OTP % 96.81 97.50 86.21 90.91 91.67 94.05 92.77 86.84 85.23 88.75 90 85.87 90.91 Item 3.5 YTD OTP % 71.45 74.4 75.69 77.21 78.47 79.71 80.67 81.06 81.34 88.75 89.38 88.1 88.82 Tai Ginsberg & Associates, LLC Buchanan Ingersoll & Rooney PC 810 7th Street, NE 1700 K Street, NW, Suite 300 Washington, DC 20002 Washington, DC 20006 T 202 415 9703 T 202 452 7900
TO: San Joaquin Regional Rail Commission (SJRRC) FROM: TG&A Staff SUBJECT: Monthly Progress Report for MAY 2021 DATE: May 26, 2021
THE BIDEN ADMINISTRATION/EXECUTIVE BRANCH May 18, 2021. The Biden Administration released a Fact Sheet entitled, “The American Jobs Plan Supercharges the Future of Transportation and Manufacturing.
April 30, 2021. President Biden delivered remarks at an event marking Amtrak’s 50th anniversary. The Amtrak Event was streamed live from Gray 30th Street Station in Philadelphia and the ceremony highlighted the contributions of Amtrak employees past and present as well as ambitious plans to expand and improve rail service for the future.
BIDEN 2021 TRANSPORTATION-RELATED NOMINATIONS/CONFIRMATIONS Since the April 2021 Report, following are the only changes in status (RED TYPE) to transportation-related nominees. A full 2021 listing of “Nominations” is available from TG&A upon request. NOMINEE US DOT ADMINISTRATOR / OTHER STATUS Nuria I. Fernandez Federal Transit Administrator, vice Nomination sent to the Senate on 4/12/2021. Received in the Fernandez Peter M. Rogoff, resigned. Senate and referred to the Committee on Banking, Housing, and Urban Affairs on 4/12/2021. 05/11/2021. Committee on Banking, Housing, and Urban Affairs held a hearing on 5/11/2021. Placed on Senate Executive Calendar on 5/19/2021. Karen Hedlund Member of the Surface President Biden announced his intent to Nominate on 4/28/2021. Transportation Board Jennifer Homendy Chair of the National Transportation President Biden announced his intent to Nominate on 5/19/2021. Safety Board. Received in the Senate and referred to the Committee on Commerce, Science, and Transportation on 5/20/2021.
APPROPRIATIONS/BUDGET Note: The House Committee on Appropriations has set some “tentative” dates for Subcommittee appropriation markups; however, specific subcommittees (E.G. Transportation, Housing and Urban Development, and Related Agencies / Energy and Water Development) have not yet been assigned to those dates which are: June 24-25, June 28, June 30 and July 12. Full committee “tentative” are as follows: June 29-30, July 1, July 13, July 15-16.
May 13, 2021. The Office of Management and Budget (OMB) announced that President Joe Biden will release his full FY 2022 budget request on May 27, 2021. President Biden released an outline of his $1.51 trillion FY 2022 Budget Request on April 9, 2021. The President is required to submit to Congress a proposed budget by the first Monday in February, but first-year administrations often delay submission until later. Congress generally begins its budget process once the President submits his budget. The congressional budget process (Budget Resolution) provides for the annual adoption of a concurrent resolution on the budget to serve as a framework for the consideration of budgetary legislation and ensuing appropriation bills.
SELECTED CONGRESSIONAL HEARINGS/BUSINESS May 26, 2021. The Senate Committee on Environment and Public Works held a Business Meeting to consider several items including a markup of the Surface Transportation Act of 2021. Committee Link. [Written prior to markup.] The five year bill (FYs 2022 – 2026) authorizes $303.5 billion for highway/bridge programs and maintains core programs such as:
(Five-Year Total) National Highway Performance Program $148.0 billion Surface Transportation Block Grant Program $ 72.0 billion Transportation Alternatives Set-aside ($ 7.2 billion) Highway Safety Improvement Program $ 15.6 billion) Rail-Highway Grade Crossing Program $ 1.2 billion Congestion, Mitigation and Air Quality Program $ 13.2 billion Metropolitan Planning $ 2.3 billion National Highway Freight Program $ 7.2 billion Carbon Reduction Program (New) $ 6.4 billion Promoting Resilient Operations etc. (New) $ 7.3 billion (Rounded to:) $273.2 billion
However, the highway authorizations also include funding for programs such as, Charging & Fueling Infrastructure Grants at $500 million per year, National Significant Freight and Highway Projects at roughly $960 million per year, a Bridge Investment Program at roughly $653 million per year, a Rural Surface Transportation Grant Program at roughly $400 million per year and $100 million per year for a program aka Reconnecting Communities Pilot Program. The bill marks an increase of more than 34 percent from the FAST Act. A Section-by-Section summary of the bill can be found here and a State Apportionment table here.
May 20, 2021. The Senate Committee on Banking, Housing, and Urban Affairs has scheduled a hearing to discuss and receive testimony on, “21st Century Communities: Expanding Opportunity Through Infrastructure Investments.” Witnesses include The Honorable Pete Buttigieg, Secretary, U.S. Department of Transportation. Committee Link and Testimony.
May 19, 2021. The House Committee on Ways and Means is scheduled to hold a remote hearing to discuss and receive testimony on, “Leveraging the Tax Code for Infrastructure Investment.” Testimony from Mr. Jaime Pinkham, Acting Assistant Secretary of the Army for Civil Works presented testimony seeking $6.8 billion for the Army Civil Works program to develop, manage, restore, and protect water resources primarily through the construction, operation and maintenance, and study of water-related infrastructure projects. Committee Link and Testimony.
May 18, 2021. The Senate Committee on Finance held a hearing to discuss and receive testimony on, “Funding and Financing Options to Bolster American Infrastructure.” Committee Link and Testimony.
May 13, 2021. The Senate Committee on Appropriations, Subcommittee on Transportation, Housing and Urban Development, and Related Agencies is scheduled to hold a hearing to discuss and receive testimony on, “Rethinking Disaster Recovery and Resiliency, Part I: Protecting Our Nation’s Transportation Systems.” Committee Link and Testimony.
May 6, 2021. The House Committee on Transportation and Infrastructure, Subcommittee on Railroads, Pipelines, and Hazardous Materials held a hearing to discuss and receive testimony on, “When Unlimited Potential Meets Limited Resources: The Benefits and Challenges of High-Speed Rail and Emerging Rail Technologies.”
The American Public Transportation Association (APTA) submitted testimony for the record “urg[ing] Congress and the Biden Administration to establish a robust Passenger Rail Trust Fund supported through new revenues, other than revenues dedicated to the Highway Trust Fund, to provide long-term certainty necessary for planning and funding multi-year projects and state-of-good-repair investments.” See Energy and Commerce Committee Chairman Frank Pallone, Jr. (D-NJ) Opening Remarks. Committee Link and Testimony.
COMMITTEE ROSTER OF EARMARK REQUESTS May 11, 2021. The House Committee on Transportation and Infrastructure posted a consolidated table of submitted “Member Designated Projects” “aka earmarks” that contains the same information that is required to be posted on each Member’s website. The deadline to submit Member Designated Projects has passed. Three Hundred Eighteen members (more than 73 percent of House members) have submitted more than 2,000 projects for consideration. The total cost of the earmark requests released Tuesday by the Transportation and Infrastructure Committee is $14.8 billion. The Committee will advance surface transportation authorization legislation later this spring, building on H.R. 2, the “Moving Forward Act,” from the 116th Congress.
May 3, 2021. The House Committee on Appropriations unveiled a list of member links and a consolidated table of accessible Community Project Funding “aka earmarks” where the public can directly view all Community Project Funding requests submitted to the Committee – the earmarks are subject to strict transparency and accountability rules. The deadline for Members of Congress to submit requests for Community Project Funding was April 30. Roll Call reports that Congresswoman Beth Van Duyne (R-TX) and Colin Allred (D-TX) rank first and second on the list of total earmark dollars requested in FY 2022 spending bills, due to two Dallas-Fort Worth International Airport requests totaling nearly $234 million.
April 26, 2021. Senate Appropriations Committee Chairman Patrick Leahy (D-Vt.) announced the restoration of the Senate’s power to employ congressionally-directed spending, in conjunction with enhanced transparency and accountability. The Senate Appropriations Committee will, on a bipartisan basis, accept requests for congressionally directed spending items for FY 2022. Only those requests that comply with Committee and Senate rules and are deemed appropriate for federal support will be considered for funding. A link to the list of reforms can be found here. A link to general guidance for Senators making requests to the Appropriations Committee, including deadlines for receiving requests, can be found here. All members will be required to post any requests they make for congressionally directed spending to their Senate office website.
SELECTED CONGRESSIONAL “TRANSPORTATION-RELATED” BILLS – MAY SENATE BILLS S 1789 E. Markey (D-MA) A bill to authorize appropriations for S TBA T. Carper (D-DE) et al. “Surface Transportation highway-rail grade crossing improvement projects. Press Release Reauthorization Act of 2021.” Sets a new baseline Introduced 5/24/2021. Sec. Summary funding level at a historic high of $303.5 billion for Apportionment Department of Transportation programs for highways, Tables roads, and bridges. Marks an increase of more than 34 Authorization Table percent from the last reauthorization to pass Congress, the FAST Act, in 2015.Introduced 5/22/2021. HR N/A R. Portman (R-OH) “Rebuilding Our Communities by S 1680 T. Duckworth (D-IL) All Station Accessibility Program Act Press Release Keeping Aggregates Sustainable (ROCKS) Act.” Would Press Release of 2021’’ or the ‘‘ASAP Act.” Establish a federal grant make federal transportation projects more sustainable, program to support legacy transit and commuter rail efficient, and beneficial to local economies by advancing authorities to upgrade existing stations to meet or the use of locally-sourced aggregate resources, like sand, exceed accessibility standards under the Americans with stone, and gravel. Introduced 5/18/2021. Disabilities Act (ADA). Introduced 5/18/2021. S 1659 C. Lummis (R-WY) Requires US DOT to carry out a S 1612 J. Shaheen (D-NH) Require US DOT to assist States to highway cost allocation study. Introduced 5/17/2021. rehabilitate or replace certain bridges. Introduced 5/13/2021. S TBA E. Markey (D-MA) “Building Rail Across Intercity S N/A C. Schumer (D-NY) “Clean Transit for America Plan.” Clean Press Release Networks To Ride Around Interior of the Nation Act’’ or Summary Transit for America plan to provide $73 billion to the the ‘‘BRAIN TRAIN Act.” Authorizes $5 billion annually, Press nation’s public transit systems to zero-emission fleets. for a total of $25 billion over five years, to invest in high- Release Introduced 5/4/2021. performance passenger rail projects that offer service to unconnected and under-connected communities across the country. Re-introduced 5/5/2021. S 1465 M. Cantwell (D-WA) “Railroad Crossing Elimination Act.” S TBA J. Hoeven (R-ND) “Move America Act.” Allows states to Press Release Provide $500 million annually for five years to support Summary issue tax-exempt bonds in partnership with private grade crossing separations and other track relocation Sec. entities, lowering their overall borrowing cost. Each state projects designed to improve safety or reduce Summary would receive a bond allocation, based on population size. congestion. Introduced 4/29/2021. Introduced 4/29/2021. S 1461 C. Booker (D-NJ) To establish a program to award grants S TBA R. Wicker (R-MS) “American Infrastructure Bonds Act of to entities that provide transportation connectors from Summary 2021.” Create a new class of “direct-pay” taxable critically underserved urban communities and rural Press municipal bonds to help governments finance critical communities to green spaces. Introduced 4/29/2021. Release public projects as the nation seeks to renew its infrastructure. Introduced 4/22/2021. S TBA Summary Press Release T. Carper (D-DE) “Reconnecting Communities Act.” Establishes a grant program at US DOT to help communities identify/remove or remediate infrastructural barriers that create obstacles to mobility or economic development, or expose the community to air pollution or other health and safety risks. Introduced 4/19/2021. HOUSE BILLS HR 3430 T. Nehls (R-TX) To rescind unused earmarks provided for HR 3341 S. Graves (R-MO) “‘Surface Transportation Advanced the Department of Transportation and deposit such funds Press through Reform, Technology, and Efficient Review Act into the Treasury for purposes of deficit reduction. Release 2.0’’ or the ‘‘STARTER Act 2.0.” Provides more than $400 Introduced 5/20/2021. Sec. billion over five years Introduced 5/19/2021. Summary HR TBA D. Young (R-AK) “Promoting Service in Transportation HR 3347 R. Larsen (D-WA) To amend title 49, United States Code, Press Act.” Authorizes the U.S. Department of Transportation to establish a program relating to the acquisition or Release (DOT) to develop a series of broadcast, digital and print leasing of zero emission buses or bus facility media public service announcement campaigns to improvements. Introduced 5/19/2021. promote job opportunities and improve diversity in the transportation workforce. Introduced 5/18/2021.
S Ver. Bill J. García (D-IL) “All Stations Accessibility Program (ASAP) HR TBA C. Lamb (D-PA) “Freight Rail Innovation Act.” Establishes a Press Act of 2021.” Establish a federal grant program to support Press Freight Rail Innovation Institute to carry out a research Release legacy transit and commuter rail systems to upgrade Release and development program to develop new technologies existing stations to meet or exceed accessibility standards for freight rail locomotives. Sen. Bob Casey (D-Penn.) under the Americans with Disabilities Act (ADA). introduced companion legislation (S 1732) in Senate. Introduced 5/18/2021. Introduced 5/18/2021. HR 3201 C. Lamb (D-PA) “Providing Assistance for Vital HR 3097 L. Doggett (D-TX) To require metropolitan planning Enhancements (PAVE) Act.” Provide $18 billion in organizations to consider greenhouse gas emissions in emergency funds to State transportation departments for long-range transportation plans and transportation surface transportation projects. Introduce 5/13/2021. improvement programs. Introduced 5/11/2021. HR 3090 S. Cohen (D-TN) “Interstate Rail Compacts Advancement HR 2970 E. Crawford (R-AR) To remove the lifetime exemption Act.” To establish a grant program to support interstate from the prohibition on procurement of rolling stock from rail compacts and improve the safety, efficiency, or certain vehicle manufacturers for parties to executed reliability of passenger and freight rail transportation contracts. Introduced 5/4/2021. systems. Introduced 5/11/2021. HR 2924 J. Gomez (D-CA) To establish a program to award grants to entities that provide transportation connectors from critically underserved urban communities and rural communities to green spaces. Introduced 4/30/2021.
FEDERAL REGISTER NOTICES OF FUNDING OPPORTUNITY (NOFOs) - GRANT AWARDS See Addendum A. - Calendar Year NOFO/AWARDS SCORECARD – at end of report.
May 17, 2021. – Operation Lifesaver, Inc. (OLI), in partnership with the Federal Highway Administration (FHWA), announced $200,000 in grants to Operation Lifesaver programs in 11 states. The grants will fund a variety of highway-rail grade crossing safety public education projects, many of which will be conducted in conjunction with the nonprofit safety group’s observance of Rail Safety Week, September 20-26, 2021.
May 17, 2021. The US Department of Treasury published an Interim Final Rule to implement the $350 billion (chart below) Coronavirus State and Local Fiscal Recovery Funds established under the American Rescue Plan Act (ARPA) signed into law on March 11, 2021. The Fiscal Recovery Funds are intended to provide support to State, local, and Tribal governments in responding to the impact of COVID–19 and in their efforts to contain COVID– 19 on their communities, residents, and businesses. Recipients will have considerable flexibility to use Fiscal Recovery Funds to address the diverse needs of their communities; however, the Act provides that States and territories may not use funds to either directly or indirectly offset a reduction in net tax revenue resulting from a change in law, regulation, or administrative interpretation during the covered period that reduces any tax or delay the imposition of any tax or tax increase. In addition, there is a prohibition on any recipient, including cities, non- entitlement units of government, and counties, from using Fiscal Recovery Funds for deposit into any pension fund. The provisions in the interim final rule are effective May 17, 2021. Comments must be received on or before July 16, 2021. On May 24, the National Association of Counties published an analysis of the interim final rule which can be found here.
Coronavirus State and Local Fiscal Recovery Funds Amount Type ($ Billions) States & District of Columbia 195.3 Counties 65.1 Metropolitan Cities 45.6 Tribal Governments 20.0 Territories 4.5 Non-entitlement Units of Local Government 19.5
Total: 350.0
May 10, 2021. The US Department of Treasury released guidance pertaining to the Coronavirus State and Local Fiscal Recovery Funds, established by the American Rescue Plan Act of 2021, to provide $350 billion in emergency funding for state, local, territorial, and Tribal governments. An overview of the Coronavirus State and Local Fiscal Recovery Funds program including an expanded use of eligible uses, can be found by clicking on this fact sheet. Additional details on the state, local, territorial, and Tribal government allocations on the Coronavirus State and Local Fiscal Recovery Funds Webpage. The Treasury Department has opened up a portal to accept requests for Coronavirus State and Local Fiscal Recovery Funds. The Congressional Research Service issued a report entitled, “The American Rescue Plan Act, Section 9901—The Coronavirus Local Fiscal Recovery Fund.
May 10, 2021. The Federal Railroad Administration (FRA) published a Notice of Funding Opportunity (NOFO) making available $2.4 million under the FY 2021 Short Line Safety Institute Program. This is a Congressional appropriation to fund the Short Line Safety Institute whose mission is, "to provide the leadership to enhance the safety culture and safety performance of short line and regional railroads through voluntary, non-punitive partnerships." Only the Short Line Safety Institute is eligible to apply. The current closing date for applications is May 14, 2021.
May 7, 2021. The US Department of Treasury posted a Notice of Funding Opportunity (NOFO) making available $2 billion under the Coronavirus Economic Relief for Transportation Services (CERTS) program. The CERTS Act appropriated the Treasury Department $2 billion to provide grants to eligible motorcoach companies, school bus companies, passenger vessel companies, and pilotage companies that have experienced annual revenue losses of 25 percent or more as result of COVID-19. The priority use of grant funds must be for payroll costs, though grants may be used for operating expenses and the repayment of debt accrued to maintain payroll. The Department of Treasury has posted a CERTS Program Guidelines page detailing the grant process. The US Department of Treasury will open a web- based application portal accessible through the CERTS webpage on treasury.gov. Once the application portal is made available, it will be open for 4 weeks. Interested companies should check the web page to see when the application portal opens and closes.
May 5, 2021. The Federal Railroad Administration (FRA) published a Notice of Funding Opportunity (NOFO) making available $548,000 for the Front Range Passenger Rail Preliminary Service Development Plan and Railroad Simulation Modeling Study. The purpose of the CRISI Program is to assist in funding capital projects that improve intercity passenger and freight rail transportation safety, efficiency, and reliability. CO DOT is the only entity eligible to apply to this announcement. The current closing date for applications is May 05, 2021.
May 4, 2021. The Federal Railroad Administration (FRA) published a Notice of Funding Opportunity (NOFO) making available $400,000 under the FY 2021 Rail Safety Innovations Deserving Exploratory Analysis (Rail Safety IDEA) program. The Rail Safety IDEA program investigates innovative concepts and methods to improve safety and performance of railroads. The Rail Safety IDEA programs explore innovative concepts that are initiated and proposed by researchers, inventors, universities, or companies, both within and outside the usual transportation research community. The closing date for applications is May 14, 2021.
OTHER TRANSPORTATION-RELATED FEDERAL REGISTER NOTICES May 26, 2021. The Federal Railroad Administration (FRA) submitted a Notice of Availability and Request for Comments notice that during March, April, and early May of 2021, nineteen host railroads submitted requests for amendments (RFA) to their FRA-approved Positive Train Control Safety Plans (PTCSP). Hence, FRA published a notice and inviting public comment on the railroads’ RFAs to their PTCSPs. FRA will consider comments received by June 7, 2021.
May 21, 2021. The Federal Transit Administration (FTA) issued a Notice initiating a pilot program (for four years unless extended under authority provided in the Consolidated Appropriations Act, 2021, the Federal grants management regulation, and a recent Office of Management and Budget Memorandum) referred to as the Equitable Economic Recovery and Workforce Development Through Construction Hiring Pilot Program. The pilot program will permit FTA recipients and subrecipients to utilize geographic, economic, or other hiring preferences on FTA-funded construction projects. The pilot program is effective May 21, 2021, and will end May 21, 2025, unless it is extended.
May 21, 2021. The Federal Highway Administration (FHWA) issued a Notice initiating a pilot program (for four years unless extended under FHWA’s existing experimental contracting authority) to Enhance Highway Workforce Development Opportunities Contracting Initiatives. The initiative is to permit and evaluate geographic, economic, or other hiring preferences or innovative contracting approaches not otherwise authorized by law that have the potential to enhance workforce development opportunities in the transportation construction industry, including for low-income communities. The initiative can support programs that provide funding for existing training and registered apprenticeship programs, such as FHWA’s On-the-Job Training (OJT) programs, other similar programs. The pilot program is effective May 21, 2021, and will end May 21, 2025, unless it is extended.
May 21, 2021. The US DOT announced the issuance of new guidance that clarify the eligibility of transit- oriented development (TOD) projects for specific Department resources. The US DOT’s Build America Bureau (Bureau) developed this guidance for public and private entities seeking loans for transit- oriented development projects through the Transportation Infrastructure Finance & Innovation Act (TIFIA) and Railroad Rehabilitation & Improvement Financing (RRIF) programs. TOD centers economic development around transit, rail and intercity bus facilities to create walkable residential and commercial centers. View the new transit-oriented development guidelines here.
OTHER REPORTS/NOTICES/NEWS ARTICLES May 24, 2021. The National Academies Press released a Report entitled, “Guide to Joint Development for Public Transportation Agencies (2021).”
May 18, 2021. The Congressional Research Service (CRS) issued a report entitled, “Magnetic Levitation (Maglev) Trains: Technical Background, Cost Estimates, and Recent Developments.”
May 15, 2021. The Commuter Rail Coalition released a white paper to educate policy makers on the market factors that have fostered the excess liability insurance crisis. The paper provides a foundation to support the legislative language that has emerged from the Thompson Coburn exercise funded and directed by APTA. Metra’s John Anderson is the principal author of the paper. To obtain a copy, reply here.
May 14, 2021. The US DOT issued a statement reminding “the traveling public that at this time if you travel, you are still required to wear a mask on planes, buses, trains, and other forms of public transportation traveling into, within, or out of the United States, and in U.S. transportation hubs such as airports and stations. CDC guidance is clear that fully vaccinated people are safe to travel and can resume travel.”
May 14, 2021. The Joint Economic Committee issued a report entitled, “Infrastructure and its Impact on the U.S. Economy.” Among many highlights the report notes that “federal investment in transportation and water infrastructure made up only 2.47 percent of federal spending in 2017, the lowest level since 1956.” See chart on the next page.
May 13, 2021. The Government Accountability Office (GAO) issued a report entitled, “Federal Highway Administration: Administrative Expenses Funded from the Highway Trust Fund.” The report shows that FHWA's administrative expenses include things like general operating expenses (e.g., salaries, travel, etc.), as well as specific programs—such as one that assists disadvantaged businesses.
May 13, 2021. The Government Accountability Office (GAO) release testimony and testimony highlights before the Senate Appropriations Committee, Subcommittee on Transportation, Housing and Urban Development, and Related Agencies, entitled, “PHYSICAL INFRASTRUCTURE - Preliminary Observations on Options for Improving Climate Resilience of Transportation Infrastructure.” The GAO recommended that Congress consider establishing a federal organizational arrangement to periodically identify and prioritize climate resilience projects for federal investment.
May 12, 2021. Peter DeFazio (D-OR), Chairman of the House Committee on Transportation and Infrastructure sent a letter to Gene Dodaro, Comptroller General of the US Government Accountability Office (GAO) requesting a report railroad management strategy known as precision scheduled railroading (PSR). PSR is a strategy that “apparently” being used by Class I railroads to streamline operations to otherwise cut costs in pursuit of lower operating ratios for short-term revenue gains. DeFazio noted in the letter that, “Stakeholders are concerned that the rise of the PSR model has come at the expense of long-term capital investments, reduced rail infrastructure, affected service for some shippers, and caused dramatic workforce cuts and safety concerns.”
May 5, 2021. The Congressional Research Service (CRS) issued a Report entitled, “Reauthorization of the Federal Public Transportation Program.”
April 30, 2021. The Transportation Security Administration (TSA) has extended the face mask requirement for individuals across all transportation networks throughout the United States, including airports, onboard commercial aircraft, on over-the-road buses, and on commuter bus and rail systems through September 13, 2021. TSA’s initial face mask requirement went into effect on February 1 with an expiration date of May 11, 2021. Exemptions to the face mask requirement for travelers under the age of 2 years old and those with certain disabilities will continue. The existing civil penalty fine structure will also remain in place which starts at $250 and rises to $1,500 for repeat offenders who violate this face mask requirement.
April 30, 2021. The Congressional Research Service (CRS) issued a Report entitled, “Federal Public Transportation Program: In Brief.”
UPCOMING CONGRESSIONAL CALENDAR – MAY 2021 The Senate has announced a tentative Calendar with May 31 – June 4 (Memorial Day - May 31) being noted as a State Work Period following with June 28 – July 9 (Independence Day - July 4) as being a State Work Period – these are days that the Senate will not be in session.
UPCOMING DEADLINES/EVENTS Note: Given the recommendations from the Centers for Disease Control and Prevention, many upcoming events have/are being cancelled or conducted “virtually” to prevent the spread of COVID-19.
May 24-28 Reuters Smart Infrastructure & Energy Week; June 8-9 APTA Rail Conference; June 17 Railway Age Rail Insights 2021; June 22 2021 Transit Asset Management Virtual Roundtable; July 9-12 2021 NACo ANNUAL CONFERENCE - Prince George’s County, MD; July 12-13 Midwest Association of Rail Shippers Summer Meeting, Lake Geneva, Wisconsin; August 15-19 AASHTO Management Institute (AMI) Bellevue WA, August 22-26 in Minneapolis, MN, September 19-23 in Houston, TX; October 10-14 in Annapolis, MD; and November 7-11 in West Palm Beach, FL; August 5-14 AASHTO Leadership Institute (ALI) at the University of Kansas campus, Lawrence, KS; October 4-7 AASHTO Executive Institute (AEI) in Washington D.C.
SCUTTLEBUTT May 21, 2021. In an effort to seek some compromise with Senate Republicans, the Administration modified its infrastructure package by lowering the overall price tag to $1.7 trillion, down from the initial $2.3 trillion introduced offer. The modified package lowers the road and bridges portion to $120 billion, from $159 billion. Senate Republicans have intimated that the Administration’s package is still too high.
May 19, 2021. House Republicans (Sam Graves R-MO) et al on the House Transportation and Infrastructure Committee introduced a $400 billion surface transportation reauthorization bill aka “The Surface Transportation Advanced through Reform, Technology & Efficient Review (STARTER) Act.” A Section-by-Section of the bill can be found here.
May 17, 2021. The Associated Press is reporting that Robert Sumwalt, Chairman of the National Transportation Safety Board, will step down from his position June 30, 2021. The Biden administration is expected to nominate a fellow board member (possibly Jennifer Homendy) to replace Mr. Sumwalt.
May 13, 2021. President Biden hosted a nearly two-hour meeting including Speaker Pelosi, Leader Schumer, Leader McConnell, and Leader McCarthy to discuss several policy such as infrastructure. The top Republicans responded to the President’s overtures intimating that they would oppose any effort to raise taxes to pay for an infrastructure, and that there were not interested in reopening the 2017 tax bill. In the House, Speaker Pelosi is aiming to vote on the infrastructure plan by July 4, 2021. In the Senate, the Senate Finance Committee could begin marking up an infrastructure proposal this month. The GOP's initial outreach included $568 billion over five years, and Senate Minority Leader Mitch McConnell has said his conference could go as high as $800 billion.
May 12, 2021. U.S. House Speaker Nancy Pelosi, Chairman of the Committee on Transportation and Infrastructure Peter DeFazio (D-OR), Chairwoman of the Subcommittee on Highways and Transit Eleanor Holmes Norton (D-DC), and two former mayors and other members of Congress joined Mayor Eric Garcetti of Los Angeles, California; Mayor Quinton Lucas of Kansas City, Missouri; and Mayor Levar Stoney of Richmond, Virginia, outside the U.S. Capitol in a news conference to highlight the need for Congress to act on infrastructure. DeFazio intimated that a surface transportation reauthorization bill is likely to be considered prior to Memoria Day.
May 6-17, 2021. The Surface Transportation Board (STB) determined that the proposed transaction (merger) between Canadian Pacific Railway (CP) and Kansas City Southern Railway (KCS) is warranted. [On March 21, 2021, CP and KCS entered into a merger agreement under which CP has agreed to acquire KCS for $29 billion in cash and stock.] The STB determined that the proposed arrangement is acceptable with certain modifications. The STB decision may be viewed and downloaded here. CP responded by stating, “Following this critical milestone, we [CP] are proceeding full steam ahead to complete this historic combination, creating the first truly North American single line railroad.” Canadian National Railway (CN) who has made a counter-offer [CN proposed $325 per KCS share which represents a 21 percent premium over implied value of CP transaction and values KCS at an enterprise value of $33.7 billion] that the KCS Board is considering responded by noting, “CN is encouraged by the STB’s decision today to approve the Voting Trust for CP’s proposed acquisition of KCS. The STB applied the same public interest factors that CN stated should apply to both Voting Trusts. For the reasons given in the STB’s decision, CN is confident that the STB will reach the same decision with respect to the identical Voting Trust put forward for CN’s proposed acquisition of KCS. Approving both Voting Trusts will allow KCS to choose the bid it judges to be best for its shareholders.” Meanwhile, Canadian Pacific (CP) has filed a formal objection with the STB stating that CN doesn’t qualify for a waiver of the STB’s rules for major transactions regarding its proposal for KCS. On May 13, KCS announced that its Board of Directors determined that a revised merger offer from CN constitutes a “Company Superior Proposal” as defined in KCS’s agreement with CP. KCS added that it has notified CP of its intent to terminate its merger agreement with CP and enter into a definitive agreement with CN, “subject to CP’s right to negotiate amendments to the merger agreement for at least five business days, and the KCS board’s further determination as to whether any such amendments would cause the CN proposal no longer to constitute a ‘Company Superior Proposal” as reported by RAILWAY AGE. On May 14, The US Department of Justice filed its competitive concerns raised by the proposed acquisition of KCS by CN. The document notes, “this proposed acquisition raises sufficient competition concerns on first blush that the CN should be prohibited from using a voting trust. The STB announced on May 17 that application of the waiver provision to the potential transaction between CN and KCS is not warranted. The STB also denied CN’s motion to approve a proposed voting trust agreement as incomplete, without prejudice to filing a new motion. On May 21, KCS announced that its board unanimously determined that the acquisition proposal it received May 13 from CN continues to constitute a "company superior proposal" under KCS's pending merger agreement with Canadian Pacific. As a result, KCS terminated the CP merger agreement and entered into a merger agreement with CN. The merger closing will be subject to customary conditions, including KCS stockholder approval and approval by the Surface Transportation Board (STB) of CN’s proposed voting trust.
Addendum A. – Calendar Year NOFO/AWARDS SCORECARD. An Excel spreadsheet with “hot-links” is available from TG&A upon request. SELECTED TRANSPORTATION NOTICE OF FUNDING OPPORTUNITIES (NOFOs) &/OR AWARDS (SCORECARD for CY 2021) 5/21/2021 TYPE NOFO NOFO $s APPLICATION NOFO $ NOFO TITLE (NOFO / AWARD) ISSUANCE DATE NOFO URL MADE AVAILABLE DEADLINE AWARDS AWARDS URL AWARDED - DATE COMMENTS US DOT Inclusive Design Challenge (FY 2018 Funding) NOFO/AWARD 4/21/2020 NOFO URL 5,000,000 10/30/2020 3,000,000 Award URL 1/6/2021 $5 m. prize purse from FY 2018 “Highly Automated Vehicle Research & Dev. Pgm." Complete Trip - ITS4US Deployment Program NOFO/AWARD 6/18/2020 NOFO URL 40,000,000 7/7/2020 38,350,871 Award URL 1/6/2021 FY 2021 INFRA Discretionary Grants VOID - TBA - See 2/17/2021 for Revision NOFO 1/20/2021 NOFO URL 889,000,000 4/4/2021 TBD TBD TBD Postponed Notice URL FY 2021 INFRA Discretionary Grants NOFO 2/17/2021 NOFO URL 1,039,000,000 3/19/2021 TBD TBD TBD FY 2021 National Infrastructure Investments (BUILD) VOID - See 4/13 for Update NOFO 1/21/2021 NOFO URL 1,000,000,000 4/20/2021 TBD TBD TBD Postponed Notice URL Dwight David Eisenhower Transportation Fellowship Program NOFO 2/18/2021 NOFO URL 1,000,000 4/16/2021 TBD TBD TBD FY 2021 INFRA NOF Fed Reg Transportation Demonstration Program NOFO 2/26/2021 NOFO URL 100,000,000 6/25/2021 TBD TBD TBD FY 2021 National Infrastructure Investments (Rebuilding American Infrastructure NOFO 4/13/2021 NOFO URL 1,000,000,000 7/12/2021 TBD TBD TBD with Sustainability and Equity (RAISE) Grant Program) US DHS/ FEMA FY 2020 Fire Prevention and Safety (FP&S) Grant program NOFO 1/14/2021 NOFO URL 35,500,000 2/26/2021 TBD TBD TBD FY 2020 Staffing For Adequate Fire And Emergency Response (SAFER) grants NOFO 1/27/2021 NOFO URL 355,000,000 3/12/2021 TBD TBD TBD FY 2021 Port Security Grant Program NOFO 2/26/2021 NOFO URL 100,000,000 5/14/2021 TBD TBD TBD FY 2021 Intercity Passenger Rail - Amtrak NOFO 2/26/2021 NOFO URL 10,000,000 5/14/2021 TBD TBD TBD FY 2021 Nonprofit Security Grant Program NOFO 2/26/2021 NOFO URL 180,000,000 5/14/2021 TBD TBD TBD FY 2021 Intercity Bus Security Grant Program NOFO 2/26/2021 NOFO URL 2,000,000 5/14/2021 TBD TBD TBD FY 2021 Homeland Security Grant Program NOFO 2/26/2021 NOFO URL 1,120,000,000 5/14/2021 TBD TBD TBD FY 2021 Emergency Management Performance Grant Program (Regions 1-10) NOFO 2/26/2021 NOFO URL 355,100,000 5/14/2021 TBD TBD TBD FY 2021 Transit Security Grant Program NOFO 2/26/2021 NOFO URL 88,000,000 5/14/2021 TBD TBD TBD US DOJ FY 2021 COPS Hiring Program (CHP) Program NOFO 5/7/2021 NOFO URL 140,000,000 6/22/2021 TBD TBD TBD Solicitation DOE Advanced Research Projects Agency – Energy FOA 2/11/2021 FOA URL 100,000,000 TBD TBD TBD TBD Development of high-potential, high-impact energy technologies. EPA Water Infrastructure Finance and Innovation Act NOFA 4/29/2021 NOFA URL 54,500,000 7/23/2021 TBD TBD TBD State Infrastructure Finance Authority Water Infrastructure Finance & Innovation Act NOFA 4/29/2021 NOFA URL 5,000,000 6/25/2021 TBD TBD TBD FAA Airport Coronavirus Response Grant Program Notice 12/31/2020 Notice URL 2,000,000,000 TBD TBD TBD TBD Aviation Workforce Development Grant Program - Aviation Maintenance NOFO 1/20/2021 NOFO URL 5,000,000 3/22/2021 TBD TBD TBD Aviation Workforce Development Grant Program - Aircraft Pilots NOFO 1/20/2021 NOFO URL 5,000,000 3/22/2021 TBD TBD TBD Small Community Air Service Development Program NOFO 1/20/2021 NOFO URL 18,000,000 3/1/2021 TBD TBD TBD Rev. closing date - original was 1/26/2021 Environmental Mitigation Pilot Program NOFO 5/10/2021 NOFO URL 15,000,000 7/9/2021 TBD TBD TBD FHWA Highway Construction Workforce Partnership (HCWP) Grant Program NOFO 1/5/2021 NOFO URL 4,000,000 2/22/2021 TBD TBD TBD Commuter Authority Rail Safety Improvement (CARSI) Grants NOFO/AWARD 8/26/2020 NOFO URL 50,000,000 40,255,750 Award URL 1/14/2021 Operation Lifesaver AWARD 200,000 200,000 Award URL 5/13/2021 O.L. is a nonprofit public safety education org. FRA FY 2021 Supplemental for the NEC Cooperative Agreement to Amtrak NOFO 2/11/2021 NOFO URL 1,209,483,050 2/22/2021 TBD TBD TBD Consolidated Approp. Act, 2021 (P.L. 116-260) FY 2021 Supp. for the National Network Cooperative Agreement to Amtrak NOFO 2/11/2021 NOFO URL 1,380,241,050 2/22/2021 TBD TBD TBD Consolidated Approp. Act, 2021 (P.L. 116-260) FY 2021 Supp.for the NEC Cooperative Agreement to Amtrak NOFO 2/9/2021 NOFO URL 969,388,160 4/23/2021 TBD TBD TBD American Rescue Plan Act, 2021 FY 2021 Supp. for the National Network Cooperative Agreement to Amtrak NOFO 2/9/2021 NOFO URL 728,611,840 4/23/2021 TBD TBD TBD American Rescue Plan Act, 2021 FY 2020/2021 Pilot Program for Transit-Oriented Development (TOD) Planning NOFO 4/21/2021 NOFO URL 10,052,572 6/21/2021 TBD TBD TBD US DOT Announcement FY 2021 Rail Safety Innovations Deserving Exploratory Analysis (Rail Safety IDEA) NOFO 5/4/2021 NOFO URL 400,000 5/14/2021 TBD TBD TBD FTA FTA - Coronavirus Response/Relief Supplemental Appropriations Act of 2021 Notice 1/11/2021 Notice URL 14,000,000,000 TBD TBD TBD TBD FY 2021 Low or No Emission Grant Program NOFO 2/11/2021 NOFO URL 180,000,000 4/12/2021 TBD TBD TBD Community Rides Grant Program NOFO 3/22/2021 NOFO URL 100,000 5/10/2021 TBD TBD TBD FY 2020/2021 Technical Assistance and Workforce Development NOFO 4/14/2021 NOFO URL 5,000,000 5/10/2021 TBD TBD TBD HUD MARAD FY 2021 Small Shipyard Grants program NOFO 1/15/2021 NOFO URL 19,600,000 2/25/2021 TBD TBD TBD
SELECTED TRANSPORTATION NOTICE OF FUNDING OPPORTUNITIES (NOFOs) &/OR AWARDS (SCORECARD for CY 2021) 5/21/2021 TYPE NOFO NOFO $s APPLICATION NOFO $ NOFO TITLE (NOFO / AWARD) ISSUANCE DATE NOFO URL MADE AVAILABLE DEADLINE AWARDS AWARDS URL AWARDED - DATE COMMENTS FY 2021 Port Infrastructure Development Program NOFO 3/29/2021 NOFO URL 230,000,000 7/30/2021 TBD TBD TBD FY 2020 Small Shipyard Grants program NOFO/AWARD 1/6/2020 NOFO URL 19,600,000 2/18/2020 19,600,000 Award URL 4/26/2021 FY 2021 America’s Marine Highway Program NOFO 5/22/2021 NOFO URL 10,819,000 6/25/2021 TBD TBD TBD Only previously designated Marine Hwy. Proj. eligible NAT'L. SCIENCE FOUNDATIO N NHTSA / FMCSA FY 2021 High Priority- CMV program NOFO 1/28/2021 NOFO URL 25,211,500 3/15/2021 TBD TBD TBD FY 2021–Commercial Motor Vehicle Operator Safety Training Program NOFO 1/28/2021 NOFO URL 2,000,000 3/15/2021 TBD TBD TBD FY 2021 Commercial Driver's License Program Implementation NOFO 1/28/2021 NOFO URL 32,702,000 3/15/2021 TBD TBD TBD FY 2021 High Priority Program – Innovative Technology Deployment NOFO 1/29/2021 NOFO URL 20,000,000 3/15/2021 TBD TBD TBD DOT / PHMSA FY 2021 Supplemental Public Sector Training (SPST) Grant program NOFO 2/4/2021 NOFO URL 1,300,000 3/15/2021 TBD TBD TBD FY 2021 - State Damage Prevention Program Grants NOFO 2/26/2021 NOFO URL 100,000,000 3/15/2021 TBD TBD TBD TREASURY CERTS Coronavirus Economic Relief for Transportation Services NOFO 5/7/2021 NOFO URL 2,000,000,000 TBD TBD TBD TBD CERTS Guidelines DOC/EDA OSHA USDA
SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 3.7 ACTION Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with Infinity Technologies for Information Technology Support Services for an Amount Not-to-Exceed $434,409 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
Background: In August 2019, the Rail Commission Board approved a multi-year agreement with Interwest Consulting Group (Interwest) to provide in-house Information Technology (IT) services. The scope of work includes providing IT Support Services to the Rail Commission’s offices, Cabral Station, the Rail Maintenance Facility (RMF), and all of the current ACE stations as well as any future locations included in the Valley Rail Program. The services provided by the IT consultant have included but are not limited to: client help desk support, desktop technician support, network administration, system administration, applications development, applications maintenance, data base administration, and specific project development, implementation, and support as well as support for Capital Projects as needed. In May 2021 Staff was informed that Interwest was closing its IT department company-wide and will no longer be providing IT Services. As part of the transition process, the current Interwest Project Manager for the Rail Commission’s account has opened his own company, Infinity Technologies, to take on the staff and IT contracts from Interwest. To avoid jeopardizing interruption in day-to-day operations and delivery of critical path Capital Projects, it is recommended that the Rail Commission enter into a non-competitive procurement with Infinity Technologies.
Non-Competitive Procurement Section 7.1 of the Rail Commission’s Procurement Manual sets forth the criteria allowing for sole source purchases. Pursuant to Sections 7.1.1.3 "The sole source must be the only known source of supply with the capability of meeting the bona fide specification requirements." And 7.1.1.5 "[Where] [t]here are other sources of supply but because of financial, schedule, performance and other factors a single source of supply is immune from effective competition. Such an immunity is created when the award to a different contractor would create a waste of SJRRC funds resulting from a substantial increase in support costs, a substantial schedule delay not owing to poor planning by SJRRC, an unacceptable technical risk towards completion of a project (or continuation of a warranty), or substantial increases in lifecycle costs."
At this time, it is in the Rail Commission’s best interest to approve a sole source agreement for these services based on the following:
• The need for a new IT consultant to continue the scope of services and avoid related delays on current projects was not anticipated or caused by the Rail Commission. The current IT services provider notified the Rail Commission of its intent in early May 2021 and the Rail Commission cannot be without IT Services for any period of time.
• Infinity Technologies is utilizing the same staff that has an essential familiarity with the Rail Commission and the current IT projects. This experience makes Infinity Technologies a cost effective and time efficient recommendation to ensure project deadlines are met.
• While there are other contractors that could perform the same duties, the competitive solicitation process takes between 3-4 months from solicitation to award of the contract. The delay caused by the competitive solicitation process would result in substantial delays to current IT projects. The substantial increase in staffing costs and time along with already limited sources of funding to process a Request for Proposals (RFP) would contribute to that waste of funds.
• The amount of staff time and resources needed to train a new contractor on current IT projects and programs would significantly reduce the effectiveness and the ability to meet time deadlines for the projects. Since Infinity Technologies is familiar with Rail Commission staff and agency policies, operations, and the current IT projects, they are best situated to perform the necessary services to continue working on the same projects and day-to-day operations.
• Interwest was originally procured using a competitive bid process and scored based on the proposed team that is now employed by Infinity Technologies. SJRRC staff recommends this course of action as the most prudent way of ensuring the projects are continuing to be delivered successfully.
• Infinity Technologies has agreed to take on the same roles and responsibilities as well as the same rates that were agreed to under the previous agreement with Interwest.
• The Contracts and Compliance Department and a Director have confirmed that the procurement qualifies as a sole source purchase, budgeted funds are available, and Legal Counsel has been consulted.
In accordance with the procedures set forth in Section 7.1.2 of the Procurement Manual, Staff has determined that the agreement with Infinity Technologies qualifies as a non-competitive procurement.
The estimated contract commencement date is July 1, 2021, with an end date of June 30, 2022, with two (2) one-year option years that can be renewed at the sole discretion of the Rail Commission. The base contract amount proposed for 2021/2022 is same amount of $434,409 that was approved for the Interwest agreement which is for the remaining base period of the contract and includes a $20,000 contingency for the entire contract term.
The two one-year options are at the sole discretion of SJRRC and the costs for the option- years will be negotiated in advance.
Fiscal Impact: Costs associated with the project are included in the SJRRC/ACE Fiscal Year 2021/2022 Operating Budget in the Project Management, Services and Supplies Category in the Professional Services General line and Contracted Services Category in the Professional Services Operation line. If capital projects are identified relating to IT services, a Capital Budget Amendment will be brought before the Board for approval.
This is a multi-year agreement and future year’s costs will be brought before the Board for consideration as part of the annual budget review and approval. If any option years are utilized, they will be brought to the board for approval as part of the annual budget review and approval process.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with Infinity Technologies for Information Technology Support Services for an Amount Not-to-Exceed $434,409 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project.
RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION APPROVING AN AGREEMENT WITH INFINITY TECHNOLOGIES FOR INFORMATION TECHNOLOGY SUPPORT SERVICES FOR AN AMOUNT NOT-TO-EXCEED $434,409 AND AUTHORIZING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECT
WHEREAS, the San Joaquin Regional Rail Commission (SJRRC) has found contracted Information Technology Services (IT) to be the most cost-effective method of addressing the complex technical demands of the agency; and
WHEREAS, in August 2019 the Rail Commission Board approved a contract to Interwest Consulting Group to provide in-house Information Technology (IT) services; and WHEREAS, the services provided by the IT consultant have included but are not limited to: client help desk support, desktop technician support, network administration, system administration, applications development, applications maintenance, data base administration, and specific project development, implementation and support; and WHEREAS, in May 2021 Staff was informed that Interwest was closing its IT department company-wide and will no longer providing IT Services; and WHEREAS, to avoid jeopardizing interruption in day-to-day operations and project delivery of Capital Projects it is recommended that the Rail Commission enter into a non-competitive procurement with Infinity Technologies; and WHEREAS, the Rail Commission and Infinity Technologies have agreed to terms and conditions and agreed to enter into an agreement; and
NOW THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission hereby Approves an Agreement with Infinity Technologies for Information Technology Support Services for an Amount Not-to- Exceed $434,409 and Authorizes the Executive Director to Execute Any and All Documents Related to the Project.
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021 by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair
SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 3.8 ACTION Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with Lisa Lorenz and Dirk Lorenz for Ticket Sales Services for an Amount Not-To-Exceed $235,440 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
Background: Mr. and Mrs. Lorenz have been providing the ticket sales for the ACE service at the Fremont Station since November 2007, the Pleasanton Station on an as needed basis since April 2008 and the Great America Station since April 2009. The current contract expires on June 30, 2021.
Mr. and Mrs. Lorenz are capable and willing to continue to provide the service for all three stations. Currently, Mr. and Mrs. Lorenz are leasing the building where the tickets are sold through the City of Fremont. The building, parking lot and platform are owned by the City of Fremont. There are no other buildings, properties, or kiosks close enough to the station to sell tickets. Due to their proximity to the platform and the fact that they already lease the building from the City, they are the only reasonable option for providing this service.
When the ACE service first began, Rail Commission employees use to sell tickets at the Great America station. However, the employees were conducting the ticket sales from their vehicle. The situation raised safety concerns and found that it was labor intensive. Mr. & Mrs. Lorenz were willing to drive to Great America to sell tickets in the afternoon. Since then, a booth was constructed by the City of Santa Clara and a contracted ticket sales service remains the most cost-effective option for the Rail Commission.
Mr. & Mrs. Lorenz provide ticket sales services at the Pleasanton station on an as needed basis to cover for Rail Commission staff when they were unable to sell.
Part of the contract scope of services will include an “Operations” component where Mr. and Mrs. Lorenz will be asked to assist during incidents such as late or annulled trains and bus bridges. Mr. and Mrs. Lorenz will also be asked to assist if needed for school groups or special trains.
The contract commencement date is July 1, 2021, with an end date of June 30, 2023 with two (2) one-year option years that can be renewed at the sole discretion of the Rail Commission. The base contract amount of $235,440 is for two years and split equally between year each year for an amount not to exceed for $117,720 a year. If any option years are utilized, they will be brought to the board for approval as part of the annual budget review and approval process.
Non-Competitive Procurement
Section 7.1 of SJRRC’s Procurement Manual, which the Authority adopted in 2015, sets forth the criteria allowing for sole source purchases. Pursuant to Sections 7.1.1.3 "The sole source must be the only known source of supply with the capability of meeting the bona fide specification requirements." And 7.1.1.5 "[Where] [t]here are other sources of supply but because of financial, schedule, performance, and other factors a single source of supply is immune from effective competition. Such an immunity is created when the award to a different contractor would create a waste of SJRRC funds resulting from a substantial increase in support costs, a substantial schedule delay not owing to poor planning by SJRRC, an unacceptable technical risk towards completion of a project (or continuation of a warranty), or substantial increases in lifecycle costs."
At this time, it is at SJRRC's best interest to enter into an amended contract with Mr. and Mrs. Lorenz as a sole source for this service based on location, willingness to provide the services and the building lease with the City of Fremont. According to Section 7.1.1.5 of the Procurement Manual, a sole source is determined when “there are other sources of supply but because of financial, schedule, performance and other factors a single source of supply is immune from effective competition.” It further provides that “such immunity is created when the award to a different contractor would create a waste of SJRRC funds resulting from a substantial increase in support costs or substantial increases in lifecycle costs.”
The reason for staff’s recommendation that this procurement meets this criterion is because there are no other structures/buildings nearby which would be a reasonable point of ticket purchase for passengers at this station. A solicitation would not be applicable for these services and could cause the Rail Commission costs to increase related to staff time, paying potential new vendor fees related to working on the City of Fremont property, and insurance requirements. With Mr. and Mrs. Lorenz, they are already paying the City of Fremont those expenses and they are not charged to SJRRC.
Rail Commission staff, in accordance with the procedures set forth in Section 7.1.2 of the Procurement Manual, have determined that this contract qualifies as a non-competitive procurement.
Fiscal Impact: Costs associated with the first year of this Agreement are identified in the San Joaquin Regional Rail Commission/ACE/SJJPA Fiscal Year 2021/2022 Operating Budget in the Contracted Services Category in the Ticketing Services lines.
This is a multi-year agreement and future year’s costs will be brought before the Board for consideration as part of the annual budget review and approval. If any option years are utilized, they will be brought to the board for approval as part of the annual budget review and approval process.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with Lisa Lorenz and Dirk Lorenz for Ticket Sales Services for an Amount Not-To-Exceed $235,440 total and Authorizing the Executive Director to Execute Any and All Documents Related to the Project.
RESOLUTION SJRRC-R- 20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION APPROVING AN AGREEMENT WITH LISA LORENZ AND DIRK LORENZ FOR TICKET SALES SERVICES FOR AN AMOUNT NOT-TO- EXCEED $235,440 TOTAL AND AUTHORIZING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECT
WHEREAS, the Rail Commission requires Ticketing Services at the ACE Fremont Station, Great America Station, and as needed basis at the Pleasanton Station; and
WHEREAS, a solicitation process was not adequate and the Rail Commission will award the contract as a sole source; and
WHEREAS, the Rail Commission came to agreement on the terms and price with Lisa Lorenz and Dirk Lorenz for Ticketing Services at the ACE Fremont Station, Great America Station, and as needed basis at the Pleasanton Station; and
WHEREAS, costs associated with the first year of this Agreement are identified in the San Joaquin Regional Rail Commission/ACE/SJJPA Fiscal Year 2021/2022 Operating Budget in the Contracted Services Category in the Maintenance of Headquarters and Structures and Rail Maintenance Facility lines; and
WHEREAS, this is a multi-year agreement and future year’s costs will be brought before the Board for consideration as part of the annual budget review and approval. If any option years are utilized, they will be brought to the board for approval as part of the annual budget review and approval process;
NOW THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission hereby Approves an Agreement with Lisa Lorenz and Dirk Lorenz for Ticket Sales Services for an Amount Not-To-Exceed $235,440 total and Authorizes the Executive Director to Execute Any and All Documents Related to the Project.
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair
SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 3.9 ACTION
Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with the City of Stockton for Plan Check Fees for the Track Extension Phase 2 Project for an Amount Not-To-Exceed $77,000, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
Background: The Cabral Track Extension (Track Extension Phase 2) Project includes the construction of a railroad bridge over Harding Way in addition to the construction of a new track across the existing at-grade crossings at Oak Street and Park Street. Construction work will be required within the City of Stockton’s Right of Way. Elements of construction include sidewalk, curb, gutter, paving, pavement markings, sign installation, and underground utilities. An Encroachment Permit (similar to a building permit) must be obtained from the City of Stockton in order to allow for construction within the City’s Right of Way. The first step in the process is to submit plans to the City for review and comment. Submittal of these plans requires the pre-payment of a Plan Check Fee. Once the plans are reviewed, revised, and approved the Rail Commission will be required to pay the balance of the Encroachment Permit fee, which would be the total fee for the Encroachment Permit less this Plan Check fee.
Fiscal Impact: Funding for this project is identified in the Rail Commission/ACE/SJJPA Fiscal Year 2021/2022 Capital Budget.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with the City of Stockton for Plan Check Fees for the Track Extension Phase 2 Project for an Amount Not-To-Exceed $77,000 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project.
RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION APPROVING AN AGREEMENT WITH THE CITY OF STOCKTON FOR PLAN CHECK FEES FOR THE TRACK EXTENSION PHASE 2 PROJECT FOR AN AMOUNT NOT-TO-EXCEED $77,000, AND AUTHORIZING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECT
WHEREAS, the Cabral Track Extension (Track Extension Phase 2) Project includes construction of a railroad bridge over Harding Way in addition to the construction of a new track across the existing at-grade crossings at Oak Street and Park Street; and
WHEREAS, an Encroachment Permit (similar to a building permit) must be obtained from the City of Stockton in order to allow for construction within the City’s Right of Way; and
WHEREAS, the first step in the process is to submit plans to the City for review and comment. Submittal of these plans requires the pre-payment of a Plan Check Fee; and
WHEREAS, funding for this project is identified in the Rail Commission/ACE/SJJPA FY 2021/2022 Capital Budget;
NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission hereby Approves an Agreement with the City of Stockton for Plan Check Fees for the Track Extension Phase 2 Project for an Amount Not- To-Exceed $77,000, and Authorizes the Executive Director to Execute Any and All Documents Related to the Project. PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair
SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 3.10 ACTION
Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with Legacy Mechanical & Energy Services, Inc. for HVAC and Water Treatment Maintenance Services, Not-To-Exceed $111,555, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
Background: The Rail Commission utilizes a wide range of consultants and contractors to ensure all the Commission’s public infrastructure and facilities are operating and maintaining health and safety of all employees, contractors, and visitors.
The Rail Commission owns and is responsible for the following two (2) major occupied facilities: • Robert J. Cabral Station • Stockton Rail Maintenance Facility
One of the key elements of facility maintenance is proper operation and maintenance of the HVAC system which is an essential element of creating a safe and healthy work environment for the staff and visitors to these facilities. This HVAC and water treatment maintenance task is specialty work performed by licensed contractors who have certifications and expertise for this type of work.
The needed scope of services includes, preventative maintenance and quarterly services of the HVAC systems, including cooling towers and water pumps.
Request for Proposals Selection Process: On February 23, 2021, the Rail Commission released a Request for Proposals (RFP) via Planet Bids to solicit a contractor for HVAC and Water Treatment Maintenance Services. By utilizing Planet Bids, three hundred seventy-two (372) firms were notified of the opportunity. Fifteen (15) firms showed interest and two (2) firm submitted a proposal.
On the due date of April 8, 2021, the Rail Commission received proposals from the following firms:
• Legacy Mechanical & Energy Services – San Ramon, CA • Champion Industrial Contractors, Inc.- Modesto, CA
The proposals received were reviewed for completeness and responsiveness. All proposals were deemed responsive and were evaluated by a panel consisting of the Rail Commission’s Facilities Superintendent, Facility Watchperson, and Office Specialist.
Of the two (2) scored proposals, both were invited for interviews with the panel. Proposers were evaluated on presentation, and responses to the selection panel’s questions. After the interview, staff combined the scores from the written proposals and interview. Based on the scores, staff deemed Legacy Mechanical & Energy Services the most responsive and responsible proposer.
The contract commencement date is July 1, 2021, with an end date of June 30, 2024, with two (2) one-year option years that can be renewed at the sole discretion of the Rail Commission. The base contract amount of $111,555 is for three years and is split equally between each year for an amount not to exceed $37,185 a year.
The two (2) one-year options are at the sole discretion of the Rail Commission and any cost for the option-years will be negotiated in advance.
Fiscal Impact: Expenses associated with this Agreement are identified in the approved SJRRC/ACE/SJJPA Fiscal Year 2021/2022 Budget in the Maintenance of Structures/Grounds of Headquarters budget line.
This is a multi-year agreement and future year’s costs will be brought before the Board for consideration as part of the annual budget review and approval process. If any option years are utilized, they will be brought to the board for approval as part of the annual budget review and approval process.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with Legacy Mechanical & Energy Services, Inc. for HVAC and Water Treatment Maintenance Services, Not-To-Exceed $111,555, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project.
RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION APPROVING AN AGREEMENT WITH LEGACY MECHANICAL & ENERGY SERVICES, INC. FOR HVAC AND WATER TREATMENT MAINTENANCE SERVICES, NOT-TO-EXCEED $111,555, AND AUTHORIZING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECT
WHEREAS, a Request for Proposal (RFP) for HVAC and Water Treatment Maintenance Services was released on February 23, 2021 with proposals due on April 8, 2021; and
WHEREAS, two (2) proposals were received and reviewed for completeness and responsiveness and evaluated as part of the procurement process; and
WHEREAS, the written proposals and interviews were scored by Rail Commission staff; and WHEREAS, based on the scores, staff deemed Legacy Mechanical & Energy Services the most responsive and responsible proposer; and WHEREAS, the Rail Commission came to an agreement on the terms and prices with Legacy Mechanical & Energy Services; and
WHERES, expenses associated with this Agreement are identified in the approved SJRRC/ACE/SJJPA Fiscal Year 2021/2022 Budget in the Maintenance of Structures/Grounds of Headquarters budget line; and WHEREAS, this is a multi-year agreement and future year’s costs will be brought before the Board for consideration as part of the annual budget review and approval; and NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission hereby Approves an Agreement with Legacy Mechanical & Energy Services, Inc. for HVAC and Water Treatment Maintenance Services, Not-To- Exceed $111,555, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project.
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair
SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 3.11 ACTION
Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with HCI Systems, Inc. for Fire Alarm & Sprinkler Monitoring & Maintenance Services, Not-To-Exceed $119,025, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
Background: The Rail Commission utilizes a wide range of consultants and contractors to ensure all the Commission’s public infrastructure and facilities are operating and maintained to high quality standards for the health and safety of all employees, contractors and visitors.
The Rail Commission owns and is responsible for the following two (2) major occupied facilities: • Robert J. Cabral Station • Stockton Rail Maintenance Facility
One of the key elements of facility maintenance is proper operation and maintenance of the fire alarm system. This fire alarm and sprinkler maintenance task is specialty work performed by licensed contractors who have certifications and expertise for this type of work.
The needed scope of work includes; preventative maintenance, monitoring, annual testing and inspections, quarterly testing and inspections, weekly fire pump runs, annual fire extinguisher inspection and staff training, and elevator testing services of the fire alarm and sprinkler systems in accordance with local, state and federal requirements.
Request for Proposals Selection Process: On February 23, 2021, the Rail Commission released a Request for Proposals (RFP) via Planet Bids to solicit a contractor for Fire Alarm & Sprinkler Monitoring & Maintenance Services. By utilizing Planet Bids, two hundred sixty-seven (267) firms were notified of the opportunity. Thirteen (13) firms showed interest and two (2) firm submitted a proposal.
On the due date of April 8, 2021, SJRRC received proposals from the following firms:
• HCI Systems, Inc. – Sacramento, CA • Tri-Signal Integration, Inc. – Stockton, CA
The proposals received were reviewed for completeness and responsiveness. One (1) proposal received was deemed non-responsive. The other proposal was deemed responsive and was evaluated by a panel consisting of the Rail Commission’s Facilities Superintendent, Facility Watchperson, and Office Specialist.
Due to receiving one responsive proposal, staff reached out to those vendors that expressed interest to see why they did not submit a proposal. The Rail Commission received three (3) responses and the reason they did not submit a proposal was because they are Plan Rooms reviewing the RFP and not firms to submit proposals.
The written proposal from HCI Systems was scored, and they were invited to interview with the panel. Due to the Rail Commission not having worked with HCI Systems before, staff determined interviews were needed. The Proposer was evaluated on presentation, and responses to the selection panel’s questions. After the interview, staff combined the scores from the written proposal and interview. Based on the scores, staff deemed HCI Systems the most responsive and responsible proposer.
The contract commencement date is July 1, 2021 with an end date of June 30, 2024 with two (2) one-year option years that can be renewed at the sole discretion of the Rail Commission. The base contract amount of $119,025 is for three years and split between each year for an amount not to exceed for $34,500 a year with a contingency of $15,525 for the base period. The two one-year options are at the sole discretion of the Rail Commission and any cost for the option-years will be negotiated in advance.
Fiscal Impact: Expenses associated with this Agreement are identified in the approved SJRRC/ACE/SJJPA Fiscal Year 2021/2022 Budget in the Security Services/Safety Programs & Supplies budget line.
This is a multi-year agreement and future year’s costs will be brought before the Board for consideration as part of the annual budget review and approval. If any option years are utilized, they will be brought to the board for approval as part of the annual budget review and approval process.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with HCI Systems, Inc. for Fire Alarm & Sprinkler Monitoring & Maintenance Services, Not-To-Exceed $119,025, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project.
RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION APPROVING AN AGREEMENT WITH HCI SYSTEMS, INC. FOR FIRE ALARM & SPRINKLER MONITORING & MAINTENANCE SERVICES, NOT-TO-EXCEED $119,025, AND AUTHORIZING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECT
WHEREAS, a Request for Proposal (RFP) for HVAC and Water Treatment Maintenance Services was released on February 23, 2021 with proposals due on April 8, 2021; and
WHEREAS, two (2) proposals were received and reviewed for completeness and responsiveness and evaluated as part of the procurement process; and
WHEREAS, the written proposals and interviews were scored but Rail Commission staff; and WHEREAS, based on the scores, staff deemed HCI Services the most responsive and responsible proposer.; and WHEREAS, the Rail Commission came to an agreement on the terms and prices with HCI Systems, Inc.; and
WHEREAS, expenses associated with this Agreement and current fiscal year are identified in the approved SJRRC/ACE/SJJPA Fiscal Year 2021/2022 Budget in the Security Services/Safety Programs & Supplies budget line; and WHEREAS, this is a multi-year agreement and future year’s costs will be brought before the Board for consideration as part of the annual budget review and approval; and WHEREAS, the Executive Director shall have authority to amend this agreement on behalf of the SJRRC within their designated spending authority; and WHEREAS, this is a multi-year agreement and future year’s costs will be brought before the Board for consideration as part of the annual budget review and approval. The Executive Director shall have authority to amend this agreement on behalf of the SJRRC within their designated spending authority; and
NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission hereby Approves an Agreement with HCI Systems, Inc. for Fire Alarm & Sprinkler Monitoring & Maintenance Services, Not-To-Exceed $119,025, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project.
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair
SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 3.12 ACTION Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving Agreements for Ongoing Shuttle Services for the Altamont Corridor Express (ACE) Service for Fiscal Year 2021/2022 and Authorizing the Executive Director to Execute Any and All Documents Related to the Projects with the Following Agencies:
a. Santa Clara Valley Transportation Authority $990,157 b. Livermore-Amador Valley Transportation Authority $202,408 c. Contra Costa County Transportation Authority $131,395
Background: Shuttle services for the Altamont Corridor Express began with the start of train service in October 1998. The ACE shuttles provide an essential transit link by directly connecting passengers to employers, business parks and other transit modes such as BART. Passengers with a valid ACE ticket are entitled to use the shuttle services free of charge. The Agreements also provides for missed transit connections and alternate service options in case of an emergency (Bus Bridges).
On April 6, 2020, the ACE Service decreased to two round-trips due to the COVID-19 pandemic. All shuttle partners continued to provide service for passengers. On May 3, 2021, the ACE service increased from two round-trips to three round-trips.
During full-service, Santa Clara Valley Transportation Authority (VTA) uses a mixture of transit buses and shuttle vans to provide service on eight (8) routes connecting with the ACE trains at the Santa Clara Great America Station. The VTA shuttle buses transport approximately 33% of total ACE ridership to major employment sites in the Silicon Valley. The projected total operating cost for full service is $1,934,171 for FY 21/22. The ACE service portion of this cost is $990,157 (51%). Air District grants and other regional funding sources fund the remaining 49%.
During full-service, the Livermore-Amador Transportation Authority (LAVTA) operates two routes for the ACE service: Route 54, serves as the ACE shuttle from the Pleasanton ACE station to Bernal Business Park, Hacienda Business Park, Carr America and the Dublin/Pleasanton BART station and Route 53 is a BART express bus. The bus leaves the Pleasanton ACE Station and goes directly via the highway to West Dublin BART station. The bus also serves the employment centers surrounding Stoneridge Mall. The FY 21/22 operating cost for full service is $337,347. The ACE service portion of this cost is $202,408 (60%). Air District grants and other regional funding sources fund the remaining 40%.
During full-service, the Contra Costa County Transportation Authority operates three buses for the ACE service. The routes serve Bishop Ranch and the San Ramon Transit Center from the Pleasanton Station. The FY 21/22 cost for these services is $292,013. The ACE service portion cost is $131,395 (45%). Air District grants and other regional funding sources fund the remaining 55%.
Shuttle costs are paid on an actual cost basis for services received.
Fiscal Impact: Expenses and Revenues for shuttle services are identified in the SJRRC/ACE/SJJPA Fiscal Year 2021/2022 Budget under the ACE Shuttle Services Line.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving Agreements for Ongoing Shuttle Services for the Altamont Corridor Express (ACE) Service for Fiscal Year 2021/2022 and Authorizing the Executive Director to Execute Any and All Documents Related to the Projects with the Following Agencies:
a. Santa Clara Valley Transportation Authority $990,157 b. Livermore-Amador Valley Transportation Authority $202,408 c. Contra Costa County Transportation Authority $131,395
RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION APPROVING AGREEMENTS FOR ONGOING SHUTTLE SERVICES FOR THE ALTAMONT CORRIDOR EXPRESS (ACE) SERVICE FOR FISCAL YEAR 2021/2022 AND AUTHORIZING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECTS WITH THE FOLLOWING AGENCIES:
A. SANTA CLARA VALLEY TRANSPORTATION AUTHORITY $990,157 B. LIVERMORE-AMADOR VALLEY TRANSPORTATION AUTHORITY $202,408 C. CONTRA COSTA COUNTY TRANSPORTATION AUTHORITY $131,395
WHEREAS, Shuttle Services for the Altamont Corridor Express began with the start of train service in October, 1998, the objective of which was to foster bus and rail integration for the provision of convenient and flexible alternatives to automobile travel and to provide a transit link for ACE Passengers by connecting passengers to employers, business parks and other transit modes; and
WHEREAS, the San Joaquin Regional Rail Commission (SJRRC) has partnered with VTA (Great America shuttles), LAVTA (Pleasanton Station shuttles), and CCCTA (Pleasanton Station shuttle) to provide Shuttle Services for the ACE Service; and
WHEREAS, Shuttle Services for the ACE Service continues to provide both a convenient and flexible alternative to automobile travel and an essential transit link for ACE passengers; and
WHEREAS, SJRRC, VTA, LAVTA, and CCCTA, continue to work together to provide Shuttle Services for the ACE Service in FY 2021/2022; and
WHEREAS, Funding for the Shuttle Services is included in the Rail Commission/ACE/SJJPA FY 2021/2022 Budget under the Shuttle Services Line; and
NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission hereby Approves Agreements for Ongoing Shuttle Services for the Altamont Corridor Express (ACE) Service for Fiscal Year 2021/2022 and Authorizes the Executive Director to Execute Any and All Documents Related to the Projects with the Following Agencies:
a. Santa Clara Valley Transportation Authority $990,157 b. Livermore-Amador Valley Transportation Authority $202,408 c. Contra Costa County Transportation Authority $131,395
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair
SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 3.13 ACTION Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Authorizing the Executive Director to Submit Any and All Grant Applications, Agreements, Amendments and Any and All Other Documents Necessary to Claim $291,759 in FY 2021-22 State of Good Repair (SGR) Program Funds for ACE Capital Spares
Background: Senate Bill 1 (SB 1) created the State of Good Repair (SGR) Program to provide approximately $105 million annually to transit operators in California for eligible transit maintenance, rehabilitation, and capital projects. The SGR Program is funded from a portion of a new Transportation Improvement Fee on vehicle registrations due on or after January 1, 2018. The Program benefits the public by providing public transportation agencies with a consistent and dependable revenue source to invest in the upgrade, repair, and improvement of transportation infrastructure and in turn improve transportation services.
As the Program has a specific goal of keeping transit systems in a state of good repair, including the maintenance and rehabilitation of transit vehicles and facilities, staff is recommending the FY 2021-22 allocation of SGR funds be utilized for purchasing ACE Capital Spares to ensure rolling stock remains in a State of Good Repair.
ACE Capital Spares: The San Joaquin Regional Rail Commission (SJRRC) will purchase ACE Capital Spares to replace rolling stock components that are necessary to maintaining service. Capital Spare purchases include but are not limited to wheel/axel sets and HVAC units.
Project SGR Expenditure Total SGR Total Project Local Match Amount: Name: Amounts: Claim: Cost: MTC SGR 99314 $45,946 ACE (ACTC): Capital SJCOG SGR $291,759 Measure K: $300,000 $591,759 $131,372 Spares 99313: SJCOG SGR $114,441 99314:
Future SGR funding will be brought before the Board to determine the allocation among applicable projects.
Any agreements or purchases using SGR funds will be brought to the Board for approval unless under the Executive Director’s spending authority.
Fiscal Impact: Expenses associated with this project are identified in the approved SJRRC/ACE/SJJPA Fiscal Year 2021/2022 Capital Budget in the ACE Capital Spares line item.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Authorizing the Executive Director to Submit Any and All Grant Applications, Agreements, Amendments and Any and All Other Documents Necessary to Claim $291,759 in FY 2021-22 State of Good Repair (SGR) Program Funds for ACE Capital Spares.
RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION AUTHORIZING THE EXECUTIVE DIRECTOR TO SUBMIT ANY AND ALL GRANT APPLICATIONS, AGREEMENTS, AMENDMENTS AND ANY AND ALL OTHER DOCUMENTS NECESSARY TO CLAIM $291,759 IN FY 2021-22 STATE OF GOOD REPAIR (SGR) PROGRAM FUNDS FOR ACE CAPITAL SPARES
WHEREAS, SJRRC is an eligible project sponsor and may receive State Transit Assistance funding from the State of Good Repair Account (SGR) now or sometime in the future for transit projects; and
WHEREAS, the statutes related to state-funded transit projects require a local or regional implementing agency to abide by various regulations; and
WHEREAS, Senate Bill 1 (2017) named the Department of Transportation (Department) as the administrative agency for the SGR; and
WHEREAS, the Department has developed guidelines for the purpose of administering and distributing SGR funds to eligible project sponsors (local agencies); and
WHEREAS, SJRRC wishes to delegate authorization to execute these documents and any amendments thereto to the Executive Director; and
WHEREAS, SJRRC wishes to utilize SGR funding for the purchase of ACE Capital Spares;
NOW THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission hereby Authorizes the Executive Director to Submit Any and All Grant Applications, Agreements, Amendments and Any and All Other Documents Necessary to Claim $291,759 in FY 2021-22 State of Good Repair (SGR) Program Funds for ACE Capital Spares
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 3.14 ACTION Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving Ongoing and Contracted Service Agreements or Amendments for Fiscal Year 2021/2022 and Authorizing and Directing the Executive Director to Execute All Agreements and Amendments Not-To-Exceed the Below Amounts
Vendor/Firm Project Description Approved Amount Buchanan Ingersoll & Rooney PC Federal Advocacy Services $75,000.00 Marsh USA Insurance Broker Services $150,000.00 Allied Universal Security Services $346,000.00 Neumiller & Beardslee $460,000 ($160,000 for Legal Services – General Counsel General Counsel, $240,000 Burke, Williams & Sorensen, Legal Services – Capital Projects Claims, and $60,000 for Capital LLP Program Projects) $12,000 + 5.95% transaction Masabi, LLC Mobile Ticketing fee Herzog Transit Services Locomotive Fuel $1,515,145
Background: Annually, the Rail Commission utilizes option years for applicable professional and contracted services agreements and renews on-going professional and contracted services agreements for the next fiscal year.
The on-going services agreements are routine in nature and are required to conduct the ordinary day- to-day activities of the Commission, ACE service, and San Joaquin Intercity service.
The Agreements have been previously approved by the Board for the base term and pricing.
The following are recommended in the 2021/2022 fiscal year:
Vendor/Firm Project Description Approved Amount
Buchanan Ingersoll & Rooney PC Federal Advocacy Services $75,000.00
Marsh USA Insurance Broker Services $150,000.00
Allied Universal Security Services $346,000.00 Legal Services – General $460,000 ($160,000 for Neumiller & Beardslee Counsel General Counsel, $240,000 Legal Services – Capital Claims, and $60,000 for Capital Burke, Williams & Sorensen, LLP Projects Program Projects) $12,000 + 5.95% transaction Masabi, LLC Mobile Ticketing fee Herzog Transit Services (On-going) Locomotive Fuel $1,515,145
The amounts listed for Fuel are based on full-service costs and will differ from the final budget amount. This will allow the Rail Commission to increase service based on ridership without having to come back to the Board for approval for the Fuel costs. If the Fuels costs end up exceeding the budgeted amount, staff will come to the Board for approval on a Budget Amendment if needed.
In addition to the above, the following amendments are within the Executive Director’s Expenditure Authority for the 2021/2022 fiscal year:
Approved Vendor/Firm Project Description Amount Dorhmann Insurance Group Employee Benefits Broker – Time Extension $0.00 Crane and Hoist Services, Overhead Crane Inspection and Maintenance Services $4,080.00 Ltd.
CJ Graphics, Inc.. Ticket Printing Services $11,948.25 H&H Engineering Track Inspection Services $29,280.00 Construction American Eagle Computer Website Design and Hosting $33,900.00 Products
ETA Phi Systems, Inc. Train Tracking Software and Maintenance $50,780.00
Ray Morgan Company Copier Equipment Lease and Support Services $54,489.60
Janitek Cleaning Services Janitorial Services $58,252.48
Kemper CPA Group Financial Auditing Services $69,300.00
To enter into an Amendment utilizing an option year, staff coordinated with the contractor/consultant to confirm option year pricing is still fair and reasonable.
Fiscal impact: Costs associated with the amendments are identified in the SJRRC/ACE/SJJPA Fiscal Year 2021/2022 Budget.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving Ongoing and Contracted Service Agreements or Amendments for Fiscal Year 2021/2022 and Authorizing and Directing the Executive Director to Execute All Agreements and Amendments Not-To-Exceed the Below Amounts
Vendor/Firm Project Description Approved Amount Buchanan Ingersoll & Rooney PC Federal Advocacy Services $75,000.00 Marsh USA Insurance Broker Services $150,000.00 Allied Universal Security Services $346,000.00 Neumiller & Beardslee $460,000 ($160,000 for Legal Services – General Counsel General Counsel, $240,000 Burke, Williams & Sorensen, Legal Services – Capital Projects Claims, and $60,000 for Capital LLP Program Projects) $12,000 + 5.95% transaction Masabi, LLC Mobile Ticketing fee Herzog Transit Services Locomotive Fuel $1,515,145
RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION APPROVING ONGOING AND CONTRACTED SERVICE AGREEMENTS OR AMENDMENTS FOR FISCAL YEAR 2021/2022 AND AUTHORIZING AND DIRECTING THE EXECUTIVE DIRECTOR TO EXECUTE ALL AGREEMENTS AND AMENDMENTS NOT-TO-EXCEED THE BELOW AMOUNTS
Vendor/Firm Project Description Approved Amount Buchanan Ingersoll & Rooney PC Federal Advocacy Services $75,000.00 Marsh USA Insurance Broker Services $150,000.00 Allied Universal Security Services $346,000.00 Neumiller & Beardslee $460,000 ($160,000 for Legal Services – General Counsel General Counsel, $240,000 Burke, Williams & Sorensen, Legal Services – Capital Projects Claims, and $60,000 for LLP Program Capital Projects) $12,000 + 5.95% Masabi, LLC Mobile Ticketing transaction fee Herzog Transit Services Locomotive Fuel $1,515,145
WHEREAS, Annually the Board of Commissioners approves amendments to professional and contracted services agreements; and
WHEREAS, the funding for the professional and contracted services agreements are included in the SJRRC/ACE/SJJPA Fiscal Year 2021/2022 Budget; and
WHEREAS, the amendments are to utilize an option year; and
NOW THEREFORE, BE IT RESOLVED, that the Board of Commissioners of the San Joaquin Regional Rail Commission Hereby Approves Ongoing and Contracted Service Agreements or Amendments for Fiscal Year 2021/2022 and Authorizes and Directs the Executive Director to Execute All Agreements and Amendments Not-To-Exceed the Below Amounts
Vendor/Firm Project Description Approved Amount
Buchanan Ingersoll & Rooney PC Federal Advocacy Services $75,000.00
Marsh USA Insurance Broker Services $150,000.00
Allied Universal Security Services $346,000.00 $460,000 ($160,000 for Neumiller & Beardslee Legal Services – General Counsel General Counsel, $240,000 Claims, and $60,000 for Burke, Williams & Sorensen, Legal Services – Capital Projects Capital Projects) LLP Program $12,000 + 5.95% Masabi, LLC Mobile Ticketing transaction fee
Herzog Transit Services Locomotive Fuel $1,515,145
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSTAIN: ABSENT:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 4 ACTION Public Hearing: Presentation and Approval of a Resolution Adopting the SJRRC/ACE Combined Fiscal Year 2021/2022 Work Program and Operating Budget in the amount of $32,261,803 and Adopting SJJPA Fiscal Year 2021/2022 Operating Budget of $67,156,314 and a Combined Capital Budget in the amount of $123,636,446
Background:
In addition to the Rail Commission and ACE Service Budgets, the Rail Commission must also establish budget authority to carry out the duties of the Managing Agency for the San Joaquin Joint Powers Authority in the oversight of the San Joaquins. The San Joaquin Joint Powers Authority secures its own funding and directs spending on the San Joaquin service and programs.
Additionally, the Rail Commission has been designated as the lead agency to implement all of the shared Valley Rail stations and facilities.
The following Work Program and Budget includes expenditure authority for each of these efforts. The San Joaquin Joint Powers Authority 2021/2022 Business Plan is also attached for more detail on the Planning, Operations, Marketing and Capital programs in support of the San Joaquins.
BREAKING NEW GROUND FY21/22 Breaking New Ground on Valley Rail, Work Program and Budget Ridership Recovery, and Beyond.
® TABLE OF CONTENTS
®
Executive Summary...... 3 Organizational Chart...... 13 Operations...... 4 ACE Operating Budget...... 14 Customer Engagement...... 6 SJJPA Operating Budget ...... 15 Capital Projects...... 8 Capital Budget...... 16 Planning...... 11
THE SAN JOAQUIN REGIONAL RAIL COMMISSION BOARD OF DIRECTORS
Christina Fugazi Jose Nuño Melissa Hernandez Chair, City of Stockton Commissioner, City of Manteca Commissioner, City of Dublin
Leo Zuber Nancy Young Lily Mei Vice Chair, City of Ripon Commissioner, City of Tracy Commissioner, City of Fremont
Kathy Miller Mike Hothi Commissioner, San Joaquin County Commissioner, City of Lodi
Stacey Mortensen Executive Director
2020/2021: Work Program and Budget
2 EXECUTIVE SUMMARY
With the State of California readying to re-open all facets of Breaking New Ground in the Safety programs means incor- the economy on June 15, 2021, the Rail Commission is ready porating the ongoing sanitizing and distance protocols to to respond with concerted efforts toward rail service recovery keep passengers safe during various high-virus seasons that and restoration. Ridership on both the ACE and San Joaquins may be encountered in the future, as well as, seeking more services has been steadily increasing and the new fiscal year technology-based approaches to reducing trespassers in the brings a much-needed sense of optimism and opportunity. rail corridors and incidents at grade crossings. In terms of accessibility, it means moving beyond typical train fare and This past year, the agency navigated the many uncertainties marketing programs and digging into the issue of making surrounding the pandemic and continued to provide essen- the trains more available from a means-based perspective. tial transportation options. We learned the truest meaning of Migration trends from the Bay Area to the Central Valley over teamwork, as it became one of the few things, we could count the last few decades have impacted our communities and on to get us through this challenging time. It was also an our citizens in ways that are now coming into sharper focus. eye-opening year where we discovered how the train services The Rail Commission is in a position to help evaluate and are absolute lifelines for some passengers which helps us find solutions that ensure the ACE service meets current and better approach meeting those customer needs. future needs for all seeking to travel across the network.
‘Breaking New Ground’ means re-thinking the traditional Breaking New Ground also means putting shovels in the dirt approaches. The landscape has changed. Policies about on the many projects associated with the Valley Rail Program. transportation at the state and federal level have changed. While the train services were affected during the shut-down, This may feel intimidating or overwhelming to some, but the the environmental reviews, engineering and other capital Rail Commission board and staff have always championed project work was in full swing on the over $1B expansion pro- a spirit of adaptability and responsiveness to all challenges. gram. Projects related to new ACE and San Joaquins service The 3rd ACE train was restored on May 3, 2021, with positive will soon be dotting the landscape throughout the Central ridership results. Based upon the timeline for re-opening the Valley, Sacramento, and the Bay Area. An additional 120 economy, the 4th train is on target to be rolling in Septem- miles of passenger service will be in operation in the next 3-5 ber. Core capacity for existing passengers is being improved years. In addition, SJRRC anticipates finalizing the California through additional new railcars, improved access, platforms Environmental Quality Act (CEQA) Environmental Impact and parking at stations and cleaner, more powerful locomo- Report on June 4, 2021, and will finalize the National Environ- tives. Planning work is also underway for the 5th and 6th ACE mental Protection Act (NEPA) Environment assessment later trains, along with a more detailed evaluation of service alter- this year for the Stockton Diamond Grade Separation Project. natives in the Tri-Cities area (Fremont, Newark, Union City). The preliminary design will be completed in Fall 2021.
The Rail Commission Board and staff are ready to go, ready to partner and ready to Break New Ground!
2020/2021: Work Program and Budget
3 OPERATIONS
The pandemic has been a challenging operating period, and ACE is proud to have been able to serve essential travelers. FY21/22 will see the service break new ground in ridership recovery, service resto- ration, and continued increased utilization of the RMF.
Prior to the pandemic, the ACE Service consisted of four (4) SAFETY AND SECURITY weekday round-trip trains. During the worst of the Shelter- In-Place mandates, the ACE Service was reduced to two (2) Establishing and maintaining the highest possible levels round-trip trains. With the COVID-19 restrictions easing of safety and security for ACE operations begins with clear, throughout the state, the third ACE train was restored on May comprehensive safety messaging, implementation of phys- 3, 2021. ACE service will continue with three (3) daily round- ical improvements, and ongoing educational activities. In trips to start the fiscal year and move back to full service of FY21/22 key safety focal points will include: four (4) daily round-trips starting September 7, 2021. The operational plan also includes a monitoring strategy to add • Rail security awareness training for train crews, mainte- cars to the trainsets as ridership increases, to allow appropri- nance staff, bus operators, and station staff ate spacing onboard. • Emergency preparedness training for rail corridor first responders COVID-19 OPERATIONAL RESPONSE • Disaster simulations to ensure employee and first re- sponder readiness Many of the safety and passenger communication efforts • Fencing projects at locations identified based on incident implemented during the pandemic will likely continue this hot spots and high numbers of near misses upcoming year. Onboard the ACE trains, several steps are • Improved safety and security-related signage being taking to ensure a safe operating and traveling envi- ronment including: appropriate signage to communicate • Coordination host railroads (UPRR and Caltrain) to mini- health and safety protocols, an increased trainset cleaning mize trespassers and unauthorized activities in the rail and disinfecting regime, the requirement for employees and corridor passengers to wear face coverings, and safe spacing onboard of at least 3-ft apart. Similar measures are being implemented at stations and all health and safety measures will continue to be updated as new guidance is provided.
2020/2021: Work Program and Budget
4 OPERATIONS
POSITIVE TRAIN CONTROL (PTC) MOBILE TICKETING
Positive Train Control (PTC) (which automatically slows or The ACE mobile ticket app (launched in April 2019) contin- stops the trains) continues to be a major initiative for the ACE ues to be a popular alternative for passengers to purchase service. The ACE PTC system was certified prior to the De- tickets. Approximately 30% of ACE passengers utilizing mo- cember 2020 deadline for full-interoperability of all railroads bile tickets. Rider feedback continues to be positive and con- in the country. Now, the Rail Industry is working to ensure tinued campaigns and education will take place in FY21/22 all railroads are up to date with on-board and back-office with a goal of achieving 50% utilization. Additionally, work software. The Rail Safety Improvement Act of 2008 (RSIA) will be ongoing with the CA Integrated Ticketing Program to requires extensive coordination of the ongoing software com- in pursuit of a statewide ticketing and information platform. patibility. Staff continues to work closely with Union Pacific Railroad (UPRR), Caltrain and the Rail Industry on software updates and improvements that ensure compliance and en- hance the efficiency and reliability of the PTC system.
WI-FI
Based upon the ongoing requests of the passengers for an improved ACE Wi-Fi system, the new Next-GenWi-Fi system launched On May 3, 2021. The “MyACEWiFi” service will keep passengers connected while they travel. The Next-Gen Wi-Fi system is designed with state-of-the-art, non-proprietary components to increase up-time, provide ease of upgrades to keep the system current, and add features and integra- tions as the needs of ACE passengers and operations change. The state-of-the-art system has operated well since its launch. In FY21/22, the Next-Gen Wi-Fi system will be monitored for continuous improvement and integrated into the new onboard MyACEWiFi passenger information system.
2020/2021: Work Program and Budget
5 CUSTOMER ENGAGEMENT AND MARKETING
As the pandemic recovery continues, shifting communications from strictly educational and essential to ridership recovery will be a welcome change. With the challenge to recover ridership, SJRRC will be breaking new ground to listen, communicate, and motive existing and potential passengers to ride ACE.
In FY20/21, SJRRC was focused on communications with ridership. With this in mind, SJRRC is preparing for ridership current and past riders as it related to the pandemic. Much of to return in waves as individual benchmarks are met. the communication and engagement during this period was centered around ensuring passengers that ACE was a safe, es- As increased telecommute patterns have been indicated sential travel option. As the State of California began recovery by many experts as a result of the pandemic, staff sought to from the pandemic, SJRRC has engaged in several waves of understand the localized effect of this trend on ACE riders. passenger survey work to understand passenger need, gauge According to respondents of one of the surveys, a normalized ridership recovery potential, and prepare operational recov- average of telecommute increase was 1 additional telecom- ery scenarios. With California continuing a positive trend for mute day per week. Though this is a positive data point, it vaccine distribution and the opening of the economy, staff also must be put into perspective. Many respondents had will shift its focus to rider acquisition strategies for FY21/22. yet to hear from their employers before responding and an increase in 1 telecommute day per week will certainly have a negative impact on ridership and revenue. To counterbalance PASSENGER SURVEYING the ridership and revenue effect of increased telecommuting, SJRRC will look to the increased commute market availability There is no better way to judge ridership recovery and assure from Bay Area migration to fill the gap. SJRRC forecasts that it confidence in ACE than to engage directly with current and will not take too long for ACE will return to pre-pandemic rid- past passengers. SJRRC has released 3 waves of digital pas- ership, but it may be by carrying more individual riders fewer senger surveys to assess recovery trends, changes in tele- days per week. commute patterns, and the needs of riders to return to the service. These efforts have yielded positive results. According The passenger survey work will continue in the first quarter to respondents of one of the surveys, 92% of respondents of FY21/22. Based on business outreach by staff, businesses indicated an at least ‘Somewhat Likely’ intention for return- are projecting to have telecommute plans in place by the ing to ridership. This mark bodes well for ridership recovery first quarter of FY21/22. The passenger survey work will overall. The timing for return was indicated as mixed with alsoassess the effects of the pandemic, the intentions of past respondents varying in specific benchmarks for return to passengers, and how best to position the service for recovery.
2020/2021: Work Program and Budget
6 CUSTOMER ENGAGEMENT AND MARKETING
RIDERSHIP RECOVERY STRATEGIES Over the years, SJRRC has partnered with many great orga- nizations in the corridor. These stakeholders are an essential Though past riders have indicated a strong intention to return asset to multiplying the ACE message into the community. to ridership, strategies must be in place to stimulate new Staff will be calling on our partners to continue to help spread riders and provide communication streams for current riders the word about ACE to their members and broader commu- to reengage with the service. Strategies that will be employed nity. include: Business Partner Engagement, Realtor/Developer and Condo/Apartment Outreach, Stakeholder Partnerships, Throughout the pandemic, the use of ACE’s owned channels and Owned Channel Communications. like social media, email marketing, and text alerts has been a key communication channel to passengers. Creating rider- As essential as it is for SJRRC to engage with its past passen- ship stimulating messages to deliver to these channels will be gers and the community at larg, it is equally important for key to encourage ridership and grow these channels to reach SJRRC to engage with business partners in the corridor. Staff new potential riders. has already begun reaching out to businesses to develop relationships and ask about telecommuting, and this effort CORRIDOR ADVERTISING EFFORTS will shift to engaging businesses to communicate the benefits of ACE to their employees. During the pandemic, SJRRC ceased all paid efforts of advertising to serve essential travelers only. With overall As more Bay Area residents migrate to the San Joaquin Valley, pandemic recovery progressing and the near-term need to engaging with the realtor and developer groups with proac- stimulate ridership, advertising will be a key tool to engage tive messages about ACE is an important strategy to encour- potential passengers who have not heard about ACE. With age ridership on ACE before commute by car patterns are digital forms of advertising, messages can be hyper-targeted established by new residents. Additionally, in many station to decrease investment and increase return-on-investment. areas or in close proximity to ACE stations (within walking Several parallel advertising strategies will be employed to or biking distance), several condos and apartment buildings cover the corridor with ACE messages. have been constructed or are being constructed, an effort will be made to engage with the residents on the transportation options provided by ACE near their home.
COMMUNITY ASSISTANCE PROGRAM
In FY20/21 SJRRC launched the ACE Community Assistance Program (CAP). CAP provides lower income community members with an approx- imately 50% discount on ACE tickets. Though launched in FY20/21, the means to promote the program in the corridor were constrained by the pandemic environment. A concerted effort will be made in FY21/22 to utilize grassroots and community engagement efforts to promote the CAP program and raise the awareness of ACE in the community.
2020/2021: Work Program and Budget
7 CAPITAL PROJECTS
The SJRRC Capital Project List continues to grow and break new ground, with expansion projects planned to serve new regions and improvements to benefit existing ACE and Amtrak San Joaquins services.
Based upon successfully securing over $1.3B in funding from numerous State Programs out of the SB-1 Transportation Package and a rare Federal BUILD grant, the ACE and San Joaquins rail services are in the midst of an unprecedent- ed expansion program. Improvements to the existing ACE service are complemented by 120 miles of expanded service to Natomas and Ceres/Merced. ACE and San Joaquins trains will share a rail corridor between Stockton and Natomas and provide more travel options within the Central Valley and to Sacramento and the Bay Area. Significant phases and projects are further described below: STOCKTON DIAMOND GRADE SEPARATION SJRRC anticipates finalizing the California Environmental Quality Act (CEQA) Environmental Impact Report associ- ACE EXTENSION – STOCKTON TO NATOMAS ated with the $100 million Trade Corridor Enhancement Program Grant Application on June 4, 2021. Additionally, the Preliminary design continues for the stations, infrastructure, National Environmental Protection Act (NEPA) Environment and layover facility necessary to implement the extension of assessments and preliminary design will be completed in Fall ACE service to Natomas. Right of way activity is also antic- 2021 associated with the $20 million Federal BUILD Grant ipated to begin during the upcoming year for key facility Application. The completion of these documents enables the locations. In FY20/21, work began to define the principles, start of final design and right-of-way acquisition for a grade guidelines, design criteria for the Valley Rail Stations. With separation at the intersection of the BNSF mainline and the passengers in mind, the effort will focus on designing stations Union Pacific mainline in south Stockton. The construction that are convenient, safe, attractive, and include distinctive of the grade separation will provide an efficient flow of trains “place-making” elements. This will be accomplished by tak- through the crossing, improving freight movements and ing into account the station area, working with the communi- facilitating the expansion of ACE and San Joaquins service ties, defining elements that will be consistent in the corridor, through the region. as well as, elements that will be distinctive, and ensuring that design endures for future expansions. The final design and engineering work will be completed for most elements in FY21/22. The Elk Grove Station Environmental Process and RAIL CAR PURCHASE preliminary design work will be also be completed. To allow for increased capacity of the current ACE service and prepare for the expansion of service to Sacramento and Ceres/Merced, SJRRC entered into a joint procurement with ACE EXTENSION – other transit agencies in May 2020. The new rail cars will be LATHROP TO CERES/MERCED used in conjunction with existing equipment and the Tier IV locomotives to create longer train sets that can transport Final design continues for stations, track and bridge work, more passengers between the Central Valley and the Bay and a layover facility for the extension of ACE service to Area. A total of 21 Rail Cars are in production with the first car Ceres. Right of way activity will be underway for key facility arriving in the Fall of 2021. This is a multi-year project. locations. Construction activities could begin on the Lathrop Wye and pieces of the Modesto Station Enhancements by the end of the year. A project level environmental clearance for the extension of ACE service from Ceres to Merced will also be completed. The document will evaluate and provide preliminary engineering, track improvements, new stations, equipment, and layover facility needs for service to Merced.
2020/2021: Work Program and Budget
8 CAPITAL PROJECTS
EXISTING ACE PLATFORM EAST CHANNEL STREET IMPROVEMENTS EXTENSION PROJECTS Improvements on Channel Street and the connecting side Station platforms for the ACE Service need to be extended to streets of Stanislaus Street, Grant Street, and Aurora Street accommodate longer trainsets. Final design has been com- will offer better connectivity between the San Joaquin Re- pleted for Lathrop/Manteca, Tracy, Vasco Road, Livermore, gional Transit District’s (RTD) Downtown Transit Center and and Pleasanton. Pending final approval from Union Pacific, Cabral Station. Final design for the project is being complet- the platform extension projects will move into construc- ed and construction is anticipated to begin in Spring 2022. tion in FY21/22. The Fremont platform extension project is currently in preliminary engineering. Final design for the Fremont project will be completed in FY21/22. TRACY ACE STATION IMPROVEMENTS
Based upon the ridership of the Tracy station, improvements ROBERT J. CABRAL STATION and upgrades are needed for driveway access at Tracy Bldv, MASTER PLAN EXPANSION parking capacity, and improved circulation. Construction is anticipated to begin in Spring 2022. The expansion of the Robert J. Cabral Station Master Plan Area includes the construction of a new Western Pacific Depot building, along with a permanent parking lot and site RAIL MAINTENANCE FACILITY (RMF) improvements. Final design will continue for the project, with IMPROVEMENTS construction anticipated to begin in Spring 2022. The State of CA has asked SJRRC (through its relationship as the Managing Agency to San Joaquin JPA) to perform a RAILCAR MIDLIFE OVERHAUL variety of testing, acceptance, and maintenance work on the state-owned rolling stock for the Capitol Corridor, San As part of SJRRC’s commitment to maintaining assets in a Joaquins and Pacific Surfliners. This expansion is on a critical State of Good Repair, work is underway to overhaul 30 ACE path to support the deployment of the new State-owned Ven- railcars. SJRRC’s Transit Asset Management Plan (TAMP) ture Cars manufactured by Siemens. The cars are anticipated identified midlife overhauls as a key initiative to ensure ACE’s to enter revenue service in late 2021 or early 2022 on the San revenue fleet operates at maximum performance. The Project Joaquins. Due to the need for additional tooling, service ar- includes new seats, flooring, updated exterior paint scheme, eas, and spare parts storage, staff has worked with the State to and onboard information system including digital audio and prepare final engineering plans for the expansion. Construc- LCD screens. These overhaul projects will improve passen- tion is scheduled to begin in Fall 2021. ger experience and reduce maintenance. This is a multi-year project started in FY19/20 and is scheduled to be completed in FY23/24. STATE-OWNED EQUIPMENT TRUCK, DRAFT GEAR AND DIAPHRAGM OVERHAUL PROGRAM
CABRAL STATION TRACK EXTENSION SJRRC has been contracted by the State of California to per- form an overhaul of the trucks, draft gears, and diaphragms This fully funded project will provide the final track exten- for certain units of the State-Owned intercity passenger rail sion between the Cabral Station and the Rail Maintenance fleet. This is a multi-year program scheduled to begin in July Facility (RMF). Coordination with Union Pacific and the City 2021 and be completed in August 2024. of Stockton is ongoing, with final designs currently under review. Construction is anticipated to begin in Fall 2021.
2020/2021: Work Program and Budget
9 SAN JOAQUIN JOINT POWERS AUTHORITY CAPITAL PROJECTS
In an agreement between the San Joaquin Joint Powers Au- OAKLEY STATION PLATFORM thority and SJRRC, the parties designated SJRRC to lead the design and construction effort for the shared Valley Rail facil- Funding for the Oakley Station Platform was included in SJJ- ities, as well as the major capital projects associated with the PA’s Valley Rail TIRCP award. The City of Oakley is providing San Joaquins. The projects below are funded and directed by matching funds for the parking and other station facilities. the San Joaquin Joint Powers Authority but are incorporated Amtrak will begin final design for the station platform and into the SJRRC Work Program and Budget to provide SJRRC trackwork during the upcoming Fiscal Year. the budget authority to carry out the projects. For additional information regarding the San Joaquin Joint Powers Authori- ty and the San Joaquins service, the 2021 SJJPA Business Plan LAKE PROJECT AND MODESTO is attached to the end of this document. EMPIRE PROJECT
The Lake Project is located in San Joaquin County northwest MADERA STATION RELOCATION of the City of Escalon. The project consists of the construction of 3.8 miles of mainline track. The Modesto Empire Project SJJPA has been coordinating with CalSTA and CHSRA to is located in Stanislaus County in the community of Empire. develop plans for a relocated Madera Station, which would The project consists of the construction of four turnouts to also work as a multi-modal hub station with future HSR allow trains to cross over to avoid conflicts. BNSF will design operations. Environmental assessments were completed in and construct both projects, which will provide operational FY20/21 and final design and right of way acquisition are improvements for the San Joaquins. Funding for the projects currently underway. was included in SJJPA’s Valley Rail TIRCP award.
STOCKTON WYE BNSF 2ND MAIN TRACK
Senate Bill (SB-) 1 funding through the State Rail Assistance The BNSF 2nd Main Track Project will prepare environmental (SRA) Program was secured to construct a new track in the permitting and preliminary engineering necessary for con- northwest quadrant intersection of the Union Pacific Rail- struction of a second mainline track in the seven remaining road Fresno Subdivision and BNSF Railway Stockton Subdivi- single track segments between Escalon and Merced. BNSF sion. Construction will begin in FY21/22. will prepare the environmental permits and preliminary design for the projects, which were included in SJJPA’s Valley Rail TIRCP award.
2020/2021: Work Program and Budget
10 PLANNING
SJRRC is continuing to break new ground both now and in the future to lead the way in rail service operations in Northern California. Continued and future planning efforts for ACE Expansion, Valley Rail, and HSR integration are not slowing down to ensure that all of our corridor communities are on track for improved and expanded passenger rail in the future.
PLANNING FOR EXPANDED AND IMPROVED In FY21/22, SJRRC will complete the Ceres-Merced EIR and ACE SERVICE TO THE BAY AREA will advance the environmental process for the Elk Grove Station. Midtown Sacramento station enhancements will be Throughout 2021, Planning efforts focused on working close- further defined, and it is anticipated the planning studies ly with MTC, Alameda County Transportation Commission will be undertaken for extending Valley Rail north to Yuba, (ACTC), Valley Link Authority, Capitol Corridor, Caltrain and Sutter, and Butte counties. In addition, SJRRC will be devel- the Tri-Cities stakeholders to include future ACE expansion oping and submitting a Transit and Intercity Capital Program in various regional transportation plans. SJRRC also par- (TIRCP) Grant Application to increase funding for the Valley ticipated in several planning efforts that impact future ACE Rail Program. service planning that included the 2022 State Rail Plan, Link 21 (new Transbay Rail Crossing), and the Dumbarton Rail Crossing Study. SECURING STRONG SUPPORT FOR ACE SERVICE IMPROVEMENTS In FY21/22, SJRRC will be taking on a greater role assisting MTC with the management of the second/final phase of the SJRRC has developed a wide-spread network of stakeholders So Co Study. So Co Study Phase 2 will focus on a detailed to advocate for ACE Service improvement and expansion, analysis of the potential for future additional ACE service to including several regional rail working groups that include terminate in the Tri-City area – (Newark, Fremont and Union participants throughout Northern CA. ACE projects and City). SJRRC will also continue to participate and coordina- programs have been promoted by “San Joaquin COG One tion with the 2022 State Rail Plan, Link 21, and Dumbarton Voice” and the Central Valley’s “Valley Voice” legislative Corridor efforts. A key activity for FY21/22 will be planning advocacy efforts. SJRRC and the Valley Link Authority were for the ACE 5th and 6th daily round-trips. SJRRC will also able to secure strong support throughout the San Joaquin work with Capitol Corridor to seek planning funds to inves- Valley and Bay Area for including ACE Service Improvements tigate what improvements are needed through the Alviso and Valley Link in MTC’s Plan Bay Area 2050 in FY20/21 and wetlands for future expansion of ACE and Capitol Corridor to get ACTC funding for the Aubrey Siding project which is service to San Jose and the potential phasing of these im- required in order to deploy the ACE 5th daily round-trip to provements. San Jose. In addition, SJRRC and SJJPA were able to get strong support in the San Joaquin Valley and Sacramento for the Merced-Bakersfield HSR Interim Operating Segment and CONTINUE PROGRESS ON Stockton Diamond Grade Separation (INFRA, BUILD and THE VALLEY RAIL EXTENSIONS TCEP applications). SJRRC is currently focused on securing support for matching federal funds for various elements of In FY20/21, SJRRC continued to work with the cities of Lodi, the Valley Rail Program and for securing the funding need- Elk Grove, and Sacramento on coordination of station plan- ed for the ACE 5th daily round-trip. SJRRC will continue to ning efforts and connectivity with other modes of transporta- develop corridor-wide support and new champions to help tion related to the ACE/San Joaquins extension to Sacramen- promote and secure funding for ACE expansion in FY21/22 – to. The EIR for the extension to Sacramento was certified by including support for the 2022 TIRCP application. SJRRC on October 2, 2020. In FY20/21 SJRRC also continued working with the cities of Ceres, Turlock, Livingston, Atwater, and Merced to coordinate their station planning and connec- tivity with other modes, and completed the Draft EIR for the Ceres-Merced ACE extension (released on April 22, 2021). SJRRC also partnered with Butte County Association of Gov- ernments on their application to Caltrans to initiate planning for extending Valley Rail service north of Sacramento to Yuba, Sutter, and Butte counties.
2020/2021: Work Program and Budget
11 PLANNING
SUPPORTING THE VALLEY LINK PROJECT
On December 4, 2020, the SJRRC approved an initial MOU SJJPA approved an initial MOU with CHSRA and CalSTA on with the Tri-Valley – San Joaquin Valley Regional Rail Author- November 20, 2020 which identifies SJJPA as the operating ity (Authority) with the goal of SJRRC serving as the agency agency for HSR Interim Service between Merced and Bakers- responsible for Valley Link operations. It is anticipated that field. SJJPA requested $4 million in planning funds over the following negotiations, detailed agreements will be executed next two years to advance planning for the interim stations as the Valley Link project moves toward implementation. This and operations planning and to develop more detailed was an important step towards the implementation of Valley inter-agency agreements. In FY21/22, SJRRC will continue to Link and continued the strong collaboration between the two work with CHSRA, CalSTA, Caltrans and SJJPA to advance the agencies. On March 5, 2021, SJRRC authorized its Executive planning for integrating ACE and San Joaquins services with Director to sign an agreement with the Authority that will future HSR operations. provide for the reimbursement of the SJRRC for its consult- ing services in assisting with the development of the Valley Link Service. The initial scope of consulting services the Commission will provide for the Valley Link Project includes the review of preliminary engineering documents, interagency agreements, early Natomas/Sacramento Airport Sacramento service development and operating plans, Valley Midtown and procurement documents. SJRRC will San Joaquin Valley Integrated provide consulting services and continue Passenger Rail Services to assist in progressing the Valley Link project which complements ACE expan- sion in the Altamont Corridor in FY21/22. Vallejo
Antioch
Pittsburg/ Bay Point Richmond Stockton Walnut Creek
North Lathrop Oakland Dublin/ Greenville San Francisco Pleasanton
Manteca KEY COORDINATION San Leandro
Hayward Tracy
Pleasanton Modesto AND NETWORK Vasco Road Tracy Modesto Millbrae Fremont
INTEGRATION EFFORTS Central Peninsula
WITH CHSRA San Jose San Jose Merced Merced In support of the California High Speed Rail Authority’s (CHSRA) Revised 2020 Business Plan, SJRRC worked with CHSRA staff and CHSRA’s Early Train Operator Madera (ETO) to provide inputs for improved ACE connectivity to future HSR service at Mer- Fresno ced. Connectivity to ACE and San Joaquins at Merced is key to the success of the HSR
Interim Operating Segment. SJRRC worked Valley Link Kings/Tulare with agencies and organizations through- ACE Rail out the Central Valley and Bay Area to Altamont Pass Tunnel / Alignment Improvements support the CHSRA’s Revised Draft 2020 Amtrak San Joaquins Business Plan recommendations to move California High-Speed Rail forward with the Merced-Fresno-Bakers- Merced-Bakersfield Interim field HSR Interim Operating Segment with High-Speed Rail Operating Segment additional stations at Madera and Kings/ BART Tulare. The CHSRA approved the Revised Caltrain 2020 Business Plan on March 25, 2021, Amtrak Capitol Corridor adopting the staff recommendations. Bakersfield
Thruway Bus to Southern California
2020/2021: Work Program and Budget
12 ORGANIZATIONAL CHART Board of Directors
Executive Director
Director of Capital Projects Director of Equipment Services Director of Rail Services Director of Administration, EEO DBELO
Operations Facilities Manager of Marketing Superintendent Superintendent Regional Initiatives Manager Controller Manager of Fiscal Services
Mechanical Manager of Senior Senior Officer Facilities Planner Planner
Senior Passenger IT Senior Marketing Human Adminstrative Senior Accountant Senior Services Coordinator Coordinator Coordinator Resources Reporting & Coordinator Coordinator Compliance Accountant
Connecting Safety & Security Community Marketing Associate Services Outreach Coordinator Coordinator Coordinator Coordinator Planner
Passenger Services Facilities & Procurement & Maintenance Contracts Staff Supervisor Technician Supervisor Accountant I/II
Equipment Services Customer Service Passenger Services Facilities & Facilities & Assistant Administrative Fiscal Maintenance Office Adminstrative Ticketing Assistant Lead Lead Groundsworker Specialist Planner (2) Assistant Assistant Assistant II (3) Mechanic II (1) Lead
Procurement & Market Research Marketing Fiscal Ticketing Contracts Assistant Assistant I/II (2) Assistant Specialist Assistant I (2)
Transportation Passenger Services Customer Service Passenger Services Facilities & Facilities Groundsworker Support Specialist (2) Floater (2) Representative (6) Agent (8) I (2) Total Positions Shown: 73
2020/2021: Work Program and Budget
13 SJRRC/ACE OPERATING BUDGET FY19/20 SJRRC/ FY21/22 FY21/22 SJRRC FY21/22 ACE FY21/22 SJRRC/ % Change From ACE Combined SJRRC Operating Contracted Services Operating ACE Combined FY19/20 to Operating Budget Budget Operating Budget Budget Operating Budget Current Year Project Management Services & Supplies Salaries/Benefits/Contract Help* 6,581,960 1,350,546 150,000 3,759,804 5,260,350 -20% Office Expenses/Postage 56,073 20,464 26,413 46,877 -16% Subscriptions/Periodicals/Memberships 16,175 6,750 15,650 22,400 38% Office Equip. Leases / Supplies / Maint. / Furniture 102,278 28,811 47,950 76,761 -25% Computer Systems 137,500 201,500 7,350 208,850 52% Communications 81,648 21,272 60,904 82,176 1% Motor Pool 89,070 17,240 62,149 79,389 -11% Transportation/Travel 44,900 10,000 15,000 25,000 -44% Training 25,995 5,650 12,500 18,150 -30% Audits/Regulatory Reporting 83,200 26,340 70,840 97,180 17% Professional Services Legislative 79,500 75,000 75,000 -6% Professional Services Legal 150,000 100,000 60,000 160,000 7% Professional Services General 276,529 128,556 171,443 299,999 8% Publications/Legal Notices 27,000 11,000 16,000 27,000 0% Taxes/Assessments 23,025 23,025 23,025 0% Project Management, Services & Supplies Subtotal 7,774,853 1,951,154 150,000 4,401,003 6,502,157 -16% Contracted Services Maintenance of San Joaquin County Facilities 87,000 99,499 99,499 14% Maint. & Improvements System Wide ACE Stations 54,900 54,900 54,900 0% Maintenance of Headquarters Structures/Grounds 184,055 39,187 130,532 169,719 -8% ACE Operations & Maintenance 8,301,828 8,644,694 8,644,694 4% Contracted Services * - 1,975,000 1,975,000 100% Positive Train Control 276,000 325,000 325,000 18% Consumables/Repair Parts 1,208,800 1,300,000 1,300,000 8% Operating Leases 110,000 31,800 72,178 103,978 -5% Fuel 1,794,223 1,515,145 1,515,145 -16% Railroad Maintenance, Oversight/Dispatching 2,289,510 1,958,540 1,958,540 -14% Insurance 3,214,007 225,676 4,217,507 4,443,183 38% Insurance Management Fees 150,000 22,500 127,500 150,000 0% Security Services/Safety Programs 395,729 44,131 361,416 405,547 2% FRA/FTA Drug Testing Program 7,100 7,100 7,100 0% Community Engagement & Marketing 389,900 33,500 537,142 570,642 46% Special Trains 163,985 165,000 165,000 1% Passenger Services 16,078 14,500 14,500 -10% Ticketing Services 885,932 584,545 584,545 -34% Professional Services Operations 509,621 42,269 273,103 315,372 -38% Communications Operations 193,071 112,900 112,900 -42% Communications WiFi 303,406 366,500 366,500 21% Emergency Ride Home/Emergency Bus Bridges 42,330 34,000 34,000 -20% Rail Maintenance Facility 1,144,101 1,123,380 1,123,380 -2% Contracted Services - Sub-Total 21,721,576 538,562 1,975,000 21,925,582 24,439,144 13% Shuttle Services 1,354,855 1,320,502 1,320,502 -3% Total Operating Expenses 30,851,284 2,489,716 2,125,000 27,647,087 32,261,803 5% Operating Revenue Measure K 4,610,096 2,257,716 2,257,716 SJCOG - Local Transportation Funds (LTF) 4,147,715 4,372,648 4,372,648 Fare Revenues 10,500,000 4,200,000 4,200,000 ACTC Measure B Local 3,091,148 2,816,682 2,816,682 ACTC Measure BB Local 1,454,292 1,100,171 1,100,171 Santa Clara VTA Local 3,793,064 3,283,764 3,283,764 Transportation for Clean Air (TFCA) 80,000 80,000 80,000 SJCOG - State Transit Assistance (STA) 702,450 0 MTC - State Transit Assistance (STA) 498,478 214,825 214,825 ACTC Measure B Local - Admin Fee 15,000 15,000 15,000 ACTC Measure BB Local - Admin Fee 15,000 15,000 15,000 Amtrak Thruway Service 75,000 75,000 75,000 State Rail Assistance 1,603,056 0 Ticket Sales Others 163,985 165,000 165,000 High Speed Rail 102,000 102,000 102,000 Valley Link Reimbursement 100,000 100,000 MTC Reimbursement 30,000 30,000 LCTOP - Means Based Fare Program & Ops 168,687 168,687 LCTOP - Operations 289,994 289,994 Other Revenue - Caltrans Siemens Agreement* 2,125,000 2,125,000 FTA CARES ACT 9,308,353 9,308,353 FTA CRRSAA 1,541,963 1,541,963 Total Operating Revenue 30,851,284 2,489,716 2,125,000 27,647,087 32,261,803 4% * ACE’s third Party Operating Vendor will use existing staff to work with Caltrans and Siemens and test the new state owned rolling stock equipment being stored at the ACE Rail Maintenance Facility site.
2020/2021: Work Program and Budget
14 SJJPA OPERATING BUDGET
Prior Year SJJPA FY21/22 SJJPA % Change From Operating Budget Operating Budget Prior Year to Current Year Operating Revenue State Intercity Rail Funds 65,862,796 67,156,314 Total Operating Revenue 65,862,796 67,156,314 2% Administrative Expenses Salaries/Benefits/Contract Help 2,361,112 2,204,486 -7% Office Expenses/Postage 24,517 18,149 -26% Subscriptions/Periodicals/Memberships 5,000 5,000 0% Office Equipment Leases / Supplies / Maintenance / Furniture - 21,140 100% Computer Systems 5,000 5,000 0% Communications 28,977 29,962 3% Motor Pool 29,779 30,791 3% Transportation/Travel 40,000 10,000 -75% Training 7,605 4,850 -36% Audits/Regulatory Reporting 17,000 21,000 24% Professional Services Legislative 34,486 195,000 465% Professional Services Legal 75,000 80,000 7% Professional Services General 281,015 333,815 19% Professional Services Grants 67,000 67,000 0% Publications/Legal Notices 10,000 10,000 0% Professional Services Operations 20,000 20,680 3% Communications Operations 11,016 11,391 3% Maintenance of Headquarters Structures/Grounds 109,623 111,424 2% Insurance 93,850 122,693 31% Insurance Management Fees 2,500 2,500 0% Security Services/Safety Programs 24,109 53,126 100% Administrative Expenses Subtotal 3,247,589 3,358,007 3% Marketing Expenses Community Engagement & Marketing * 1,540,000 1,500,000 -3% New Service Advertising 670,000 785,000 17% Market Anlaysis 200,000 208,100 4% Marketing Expenses Sub-Total 2,410,000 2,493,100 3% Contract Expense San Joaquin Intercity Rail Operations (All Contracts) 60,205,207 61,305,207 2% Contract Expense Subtotal 60,205,207 61,305,207 2% Total Operating Expenses 65,862,796 67,156,314 2%
2020/2021: Work Program and Budget
15 CAPITAL BUDGET
Final Capital Budget FY21/22 Project Total FTA FTA FTA FTA CMAQ State State of State of State of State of State of State of State of SB 132 ACE State Affordable SJVAPCD BAAQMD SJCOG STA ACTC ACTC Measure Measure K - Measure K - for FY21/22 Section Section Section Earmark Inter-City California California California Calfiornia Calfiornia California California Expansion Housing Sustainable Funds Measure B Measure BB K - Capital Smart Growth Bike, Ped, SRTS 5307 5309 5337 Capital TIRCP Prop 1A ITIP Prop 1B Prop 1B State Rail State of Good Funds Communities Program Funds Funds Funds Funds Funds CalOES CTSGP Assistance Repair SJCOG Consolidated Loan $1,118,012 894,410 223,602
Bond Repayments $1,775,164 1,420,131 355,033
UPRR Capital Access Fee $3,242,516 2,594,013 648,503
UPRR Capitalized Maintenance Projects $4,000,000 5,659 3,194,341 550,000 250,000
Safety Improvement Fund $500,000 500,000
ACE Extension - Stockton to Natomas $5,000,000 5,000,000
ACE Extension - Lathrop to Ceres/Merced $10,000,000 10,000,000
Stockton Diamond Grade Separation $13,320,000 9,700,000 3,620,000
Locomotives (4) $1,000,000 500,000 500,000
Locomotives (2 Options) $8,524,530 1,240,583 3,524,530 1,095,389 2,664,028
Platform Extension Projects $3,000,000 2,500,000 500,000
Cabral Station Track Extension $11,275,000 288,694 1,785,020 3,461,031 253,255 3,487,000 2,000,000
Positive Train Control $787,928 258,298 283,877 45,753 200,000
Rail Car Purchase (5 Cabs & 16 Coaches) $8,800,000 4,800,000 4,000,000
Railcar Midlife Overhaul $5,175,000 3,634,599 111,081 939,425 489,895
Locomotive Conversion $239,328 239,328
Rail Maintenance Facility Expansion $10,000,000 9,000,000 1,000,000
State-Owned Equipment Truck Overhaul $2,000,000 2,000,000
Sunol Quiet Zone Quad Gates $475,000 475,000
Newark-Albrae Siding Connection $1,470,000 1,176,000 294,000
East Channel Street Improvements $3,134,500 202,000 150,000 1,782,500 1,000,000
Robert J. Cabral Station Expansion $3,000,000 1,231,536 800,000 607,547 360,917
Facility Upgrades & Capital Improvements $93,068 93,068
Tracy ACE Station Improvements $700,000 500,000 200,000
Ripon Station & Offsite Improvements $750,000 750,000
Capital Spares $591,759 291,759 300,000
Safety/Security Projects $122,193 122,193
Short Range Transit Plan $26,123 26,123
Public Information Display Systems (PIDS) $492,000 221,250 270,750
Network Integration $340,000 340,000
SJJPA - Safety & Security Projects $1,475,000 1,475,000
SJJPA - Station & Transportation Projects $20,709,325 18,250,000 1,000,000 1,459,325
SJJPA - Minor Capital Projects $500,000 500,000
Total $123,636,446 5,405,072 1,785,020 9,401,779 3,461,031 5,404,279 2,500,000 26,090,000 3,487,000 19,700,000 2,275,000 389,196 6,692,375 1,235,639 18,420,000 4,202,000 500,000 500,000 2,200,422 725,000 294,000 6,186,133 1,782,500 1,000,000
2020/2021: Work Program and Budget
16 SAN JOAQUIN JOINT POWERS AUTHORITY 2021 BUSINESS PLAN UPDATE
PREPARED FOR CALIFORNIA STATE TRANSPORTATION AGENCY UPDATED FOR FY 2021/2022 & FY 2022/2023 Executive Summary ...... 2 1. Introduction ...... 11 2. Historical Performance of the Service and Route Characteristics ...... 15 3. Existing Trainsets, New Equipment, and Maintenance ...... 23 4. Operating Plan and Strategies ...... 26 5. Short-Term and Longer-Term Capital Improvement Programs ...... 35 6. Performance Standards and Action Plan ...... 42 7. Establishment of Fares ...... 45 8. Service Amenities and Food Service ...... 46 9. Marketing and Outreach ...... 48 10. Annual Funding Requirement ...... 53 11. Separation of Funding ...... 58 12. Safety and Security ...... 59 13. Station Area Development...... 62
Final 2021 SJJPA Business Plan 1 of 66 EXECUTIVE SUMMARY
The purpose of this 2021 San Joaquin Joint Powers Authority (SJJPA) Business Plan Update (“Business Plan”) is to identify SJJPA’s intentions for State Fiscal Year (FY) 2021/22 and FY 2022/23 in its proposed management of the San Joaquins Intercity Passenger Rail Service (San Joaquins) and to request the annual funds required by SJJPA to operate, administer, and market the San Joaquins. This Business Plan also describes planned service and capital improvements to ensure the continued success and future growth of the San Joaquins. This Business Plan will be submitted to the Secretary of the California State Transportation Agency (CalSTA) in draft form on April 1st, 2021 and will be submitted in final form by June 30th, 2021.
Administrative Role
The primary role of SJJPA is the day-to-day management of the San Joaquins. In 2019, SJJPA selected the San Joaquin Regional Rail Commission (SJRRC) as its Managing Agency for an additional five-year term. SJRRC’s consolidated agency approach results in the most efficient and cost-effective management of the San Joaquin Valley’s two passenger rail services. SJJPA will provide the level of service consistent with funding appropriated by the State and any cost savings identified by SJJPA or revenues in excess of the Business Plan projections, which may be used by SJJPA for service improvements in the San Joaquins Corridor.
Operating Plan, COVID-19 Impacts, 8th and 9th Daily Round-Trips, and Short-Term Service Improvements
The San Joaquins have great potential for increased ridership, revenue, service coordination, and performance. SJJPA is currently implementing a number of strategies to improve the San Joaquins. Some of the strategies require little or no additional resources, including improved schedules and reduced trip lengths, reduced travel times, improved train monitoring, train and connecting bus schedule adjustments, and improved service coordination. SJJPA is also in the process of pursuing a significant expansion of service for the San Joaquins within the next five years, including implementation of the 8th and 9th Daily Round-Trips. Planned expansion of the San Joaquins Service is fully coordinated and consistent with the 2018 California State Rail Plan and the CHSRA’s Revised Draft 2020 Business Plan. Safety continues to be a focus and SJJPA is engaging in partnerships with Amtrak and the host railroads to reduce incidents along the corridor.
COVID-19's Impact on the San Joaquins: On March 4, 2020 Governor Gavin Newsom declared a state of emergency in response to the COVID-19 outbreak. On March 19, 2020 the Governor issued a statewide mandatory stay-at-home order to reduce the spread of the outbreak in California. On March 26, 2020 SJJPA staff directed Amtrak to reduce San Joaquins service from 7 daily round-trips to 4 daily round-trips and to institute other various health and safety measures to ensure the safety of San Joaquins passengers and operational staff onboard trains that remained in service. Café Car Service was suspended to reduce risks from food handling and unnecessary onboard passenger movement, with emergency snack packs and water being distributed to passengers free of charge. Several stations were temporarily closed, and the thruway bus network was reduced in both corridors served and frequencies in response to the severe ridership reductions the San Joaquins experienced during the pandemic.
As with passenger rail and transit services across the country, the San Joaquins have experienced a sharp, sustained decline in ridership and revenue during the COVID-19 pandemic. Though the San Joaquins has sustained a significant decline, it has consistently performed at the top of the Amtrak National Network due to its core ridership depending on it for essential transportation needs. The San Joaquins reached its low in ridership in the third week of April 2020 at –90% compared to the previous year. After this low-point, ridership steadily increased, reaching –63% in October. Since October 2020, ridership has decreased back down to below –70% compared to the previous year.
For State Fiscal Year 2021/2022, SJJPA staff has begun planning for restoration of service above current service levels of 4 daily round-trips and the reduced thruway bus network. Planning is ongoing on various options for increased levels of service, and ongoing coordination with CalSTA and Caltrans will be critical in determining the amount of available funding for the restoration of services moving into the next fiscal year.
Final 2021 SJJPA Business Plan 2 of 66 8th and 9th Daily Round-Trips: A significant increase in ridership is anticipated if the frequency of service to Sacramento can be increased and offered at the right times of the day. SJJPA is currently working to implement the improvements needed to enable the 8th and 9th Daily Round-Trips, which will allow a doubling of trains serving Sacramento from two to four. As part of this effort, SJJPA explored using the Sacramento Subdivision between Sacramento and Stockton for expanded passenger rail service in coordination with CalSTA, CHSRA, Caltrans, Central Valley Rail Working Group, and Sacramento Regional Rail Working Group. This resulted in SJJPA’s Board formally adopting the Sacramento Subdivision as the preferred corridor for future passenger rail expansion in 2017. To implement the 8th and 9th Daily Round-Trips and necessary improvements along the Sacramento Subdivision, SJPPA submitted a Transit and Intercity Rail Capital Program (TIRCP) grant application in January 2018. On April 26, 2018 CalSTA awarded $500.5 million to SJJPA/SJRRC for the “Valley Rail” project which is funding these improvements.
The schedule to be developed for 8th and 9th Daily Round-Trips will based on a pulsed-service approach, which provides more efficient operations, better use of infrastructure, and improved on-time performance.
Additional key short-term programs for the San Joaquins include:
Thruway Bus Partnerships: SJJPA is exploring ways to maximize the utilization of the San Joaquins’ Thruway Bus network and other connecting bus services. SJJPA successfully worked with Senator Allen, RailPAC, Central Valley Rail Working Group, and San Joaquin Valley Regional Planning Agencies’ Directors’ Committee on getting legislation (SB 742) passed and signed by the Governor that enables bus-only tickets to be sold on state-supported Thruway Bus services. After the impacts of COVID-19 have subsided, SJJPA will work in coordination with private intercity bus providers and public local and regional bus providers to resume the implementation of the provisions of SB 742. Through coordination with the State and regional transportation agencies, SJJPA is currently pursuing partnerships with several regions to optimize bus connections for San Joaquins passengers that would allow non-Amtrak passengers to utilize excess seating capacity in key corridors, or utilize the services of an existing outside bus provider. SJJPA and the Shasta Regional Transportation Agency are in the process of creating a partnership that would allow SJJPA to shorten Thruway Bus Route 3 by terminating in Chico rather than in Redding, while San Joaquins passengers traveling to Red Bluff or Redding would be able to take SRTA’s new North State Express Bus service. SJJPA would support the operations of the new service with cost savings realized from the reduction in the length of Thruway Bus Route 3. SJJPA is also coordinating with Butte County Association of Governments (BCAG) about the possibility of BCAG incorporating a portion of Thruway Bus Route 3 (between Chico and Stockton) into their proposed intercity bus service between Chico and Sacramento in exchange for SJJPA operating support. The COVID-19 pandemic has delayed progress on these efforts.
Renewable Diesel Implementation: SJJPA is committed to helping meet California’s Greenhouse Gas (GHG) emission reduction goals. Utilizing renewable diesel in locomotives and in the Thruway Bus fleet will help to advance this objective. Testing of renewable diesel in Northern California Fleet locomotives is underway for the older F59 locomotives and for the new Charger Locomotives and scheduled for completion in early summer of 2021. If results are positive, all locomotives are expected to utilize renewable diesel as early as the fall of 2021. Caltrans, working with SJJPA, is planning on installing aftertreatment systems in all F59 locomotives, so combined with renewable diesel, all Tier II locomotives will be Tier IV locomotives in the future. SJJPA is also planning to require the use of renewable diesel for all future Amtrak Thruway Bus contracts to further reduce the San Joaquins system’s carbon footprint.
Relocate Madera Station: SJJPA is working with Madera County, Madera County Transportation Commission, and CalSTA to relocate the Madera Amtrak Station to a more accessible location. Additionally the station would be co-located with a California High-Speed Rail station to allow for direct transfers between the two systems. SJJPA approved the Madera Station Relocation Project environment review document at the January 22, 2021 Board Meeting.
Reduce Running Times between Northern California and Bakersfield: SJJPA is exploring ways to reduce travel times for trains running between Northern California and Bakersfield to under six hours. This will result in significant operational cost savings, as a crew change can be eliminated for each train. As part of this program, SJJPA is considering a variety of strategies, including implementing measures to reduce dwell times and schedule recovery time, utilizing increased acceleration/deceleration of new Charger Locomotives, terminating some trains in Emeryville, implementing limited stop service, and increasing operating speeds (up to 90 mph).
Final 2021 SJJPA Business Plan 3 of 66 Merced to San Jose Thruway Bus Route Pilot Program: SJJPA received funding from the state for a pilot program to operate a new Thruway bus service between Merced and San Jose (with stops at Los Banos and Gilroy). The Merced to San Jose Thruway Bus Pilot Program will begin service after the COVID-19 pandemic has subsided and ridership and revenue for the San Joaquins begins returning to pre-pandemic levels. The service will start initially with two daily round- trips.
Integration with High-Speed Rail: Like other high-speed rail (HSR) services throughout the world, California will need to have extensive networks of conventional intercity and commuter rail networks that complement and provide “feeder” service to the proposed HSR system for it to be successful. SJJPA believes the San Joaquins provide important connectivity that is critical to the phased implementation of HSR in California. A Joint Policy Statement, which was adopted by CHSRA, SJJPA, and Caltrans on July 26, 2013, is intended to ensure cooperation and input of local communities on all decisions related to any changes in the San Joaquins service and consistent planning between these agencies. SJJPA has been coordinating and partnering with CHSRA on the development of their Draft 2020 Business Plan which proposes Merced-Bakersfield HSR Interim Service in advance of completing their Valley –Valley Initial Operating Segment between San Francisco and Bakersfield. Integration with the San Joaquins rail and Thruway Bus services maximizes the ridership and benefits of the Merced-Bakersfield HSR Interim Service. SJJPA’s plan is to connect to the HSR interim operating segment at a multi-modal station at downtown Merced (R Street). Once the HSR interim operating segment is operating, the San Joaquins rail service would terminate at Merced and would provide rail connectivity for the HSR interim operating segment to Sacramento and the Bay Area until HSR is extended. Future San Joaquins service improvements would focus on increasing service from Merced to the North. SJJPA is also working with CHSRA and CalSTA towards SJJPA becoming the operating agency for the Merced-Bakersfield HSR Interim Service. SJJPA is requesting planning funding in FY 2021/22 and FY 2022/23 to develop detailed agreements with CHSRA and CalSTA and to advance interim station and operations planning for interim HSR service.
Merced Intermodal Track Connector (MITC) Project: SJJPA is requesting funding in FY 2021/22 and FY 2022/23 for the detailed design and environmental clearance of the MITC Project. The MITC project will enable the San Joaquins to connect with interim HSR operations at Merced by creating a direct link between the BNSF alignment and the Merced HSR Station. This project is critical for integrating the San Joaquins with the Merced-Bakersfield HSR Interim Operating Segment.
Stockton Diamond Grade Separation Project: This project is the grade separation of the intersection of the BNSF Stockton Subdivision and the Union Pacific (UP) Fresno Subdivision in south Stockton. This is the most heavily congested freight bottleneck in California. In addition to substantial freight and environmental benefits, this project will enable future expansion of ACE and San Joaquins services. In partnership with the SJJPA, SJRRC and Caltrans pursued and received $120 million in state and federal funding in 2020 to implement this critical project, Valley Rail funding will be used as matching funding. The environmental and detailed design are being funded through ITIP funds appropriated in 2020. The environmental impact report (EIR) is expected to be completed by the end of FY 2020/21.
South of Merced Planning Studies: As part of the “Network Integration” planning studies funded by the 2018 TIRCP award, SJJPA is investigating and identifying connectivity needed from Corcoran, Wasco, and Downtown Hanford to the Merced-Bakersfield HSR Interim Service. SJJPA is also studying the potential use of the BNSF slots between Merced and Bakersfield for regional service that is complementary to HSR, and study how San Joaquins Thruway bus service improvements can support the future implementation of the Cross-Valley Corridor.
Performance Standards and Action Plan
CalSTA created a set of uniform performance standards in 2014 for all state-supported intercity passenger rail corridors in an effort to control costs and improve efficiency. The three primary uniform performance standard measures used are: usage, cost efficiency, and service quality. SJJPA has adopted the CalSTA performance standards, and will continue to develop strategies to maintain the successful performance of the San Joaquins. In addition to meeting CalSTA’s performance standards, SJJPA is also focused on the environmental benefit of the San Joaquins and its role in helping to create a more sustainable
California by working to reducing air pollution and greenhouse gas emissions and help to encourage sustainable, transit- oriented development.
Final 2021 SJJPA Business Plan 4 of 66 SJJPA’s FY 2021/22 and FY 2022/23 “Action Plan” includes: • Negotiate additional revisions to the Amtrak operating agreement to improve performance reporting and decrease operating costs. Reinvest savings to improve service. • Continue to work jointly with the CHSRA, Caltrans, and CalSTA to develop viable strategies and solutions to support phased implementation of high-speed rail and to meet the needs of the San Joaquins and the stakeholder communities of the San Joaquins Corridor. This includes continuing Network Integration planning, Interim Service operations planning and detailed agreements, and coordination to support the success of the Merced-Bakersfield HSR Interim Service.
• Work with CalSTA, Caltrans, Amtrak, BNSF and UPRR to restore San Joaquins service to pre-COVID-19 levels once the pandemic is over, ridership potential has returned, and funding is available. • Work with the state to identify funding and then lead the environmental and detailed design work for the MITC Project. • Implement Valley Rail improvements needed to accommodate the planned 8th and 9th Daily Round-Trips trains in conjunction with UPRR, BNSF, Amtrak, and the State, and seek funding for improvements to enable further expansion of the San Joaquins between Merced and Sacramento to increase connectivity to HSR Interim Service. • Deploy San Jose to Merced Thruway Bus Pilot Program. • Work with UPRR, BNSF, Amtrak, and the State to improve ridership and revenue by improving reliability, adjusting the service plan, and/or implementing projects that add capacity and reduce travel times. • Contribute to the ongoing fleet analysis being conducted by Caltrans. • In coordination with Caltrans statewide intercity bus planning, explore new partnerships with public or private bus operators and implement SB 742 provisions with the goals of allowing non-Amtrak passengers to utilize excess seating capacity on buses that connect with San Joaquins trains to save on operations costs. • Work with Butte CAG to study the extension of the San Joaquins services north to Butte County. • Monitor and expand the programs with transit agencies to improve and promote connectivity between the trains and local transit services, and coordinate with Caltrans to study increased connectivity at San Joaquins stations focusing on improving service to underserved disadvantaged/priority populations.
Capital Improvement Programs
Based upon the planned service expansions and enhancements, SJJPA has developed a “10-Year Capital Improvement Program”, estimated at $1.5 billion. The program includes SJJPA’s overall vision for the implementation of the 8th and 9th Daily Round-Trips, and ultimately hourly service between Sacramento and Fresno within the next 10-15 years, while optimizing service to the Bay Area and Southern San Joaquin Valley.
SJJPA is currently implementing its Short-Term Capital Improvement Program, which has a five-year horizon. This program focuses on the 8th and 9th Daily Round-Trips, several other station projects, and corridor and other projects to improve the San Joaquins Service. In January 2018, SJJPA submitted a Transit and Intercity Capital Program (TIRCP) grant application (jointly with the San Joaquin Regional Rail Commission) to fund a program of capital improvements associated with the implementation of the 8th and 9th Daily Round-Trips. On April 26, 2018 CalSTA announced that the SJJPA/SJRRC “Valley Rail” Application was awarded $500.5 million to expand San Joaquins and ACE services. As part of this service, the Sacramento Subdivision will be upgraded between Sacramento and Stockton to allow for passenger rail service with up to six new stations along the corridor. Additionally, a new layover facility will be constructed in Natomas (in Sacramento) and the Stockton Regional Maintenance Facility will be expanded to accommodate San Joaquins trainsets. Two additional trainsets may be procured for the expanded service. Other projects include additional parking, a new station in Oakley, and a relocated Madera Station (see Table ES-1). In 2020, in partnership with SJJPA, SJRRC and
Final 2021 SJJPA Business Plan 5 of 66 Caltrans pursued and secured $120 million in additional state and federal funding to complete the Stockton Diamond Grade Separation Project.
SJJPA also has a Longer-Term Capital Improvement Program, which envisions improvements to achieve hourly service between Sacramento and Merced, the Merced Intermodal Track Connector (MITC) Project, as well as to consider extensions of service north of Sacramento and to the Oakland Coliseum/Airport. Hourly service will require additional capacity enhancement projects such as improvements at the Robert J. Cabral Station in downtown Stockton, the grade separation of the Stockton Diamond, a new maintenance facility, additional track work and/or capital access fees, and additional rolling stock. Potential future extensions of the San Joaquins being investigated include, rail service north of Sacramento along the UPRR rail line from Sacramento to Redding with potential stations initially in Yuba City/Marysville and Butte County, and trains five miles past the Amtrak Oakland Station to serve the Amtrak Coliseum/Airport Station. Longer-term utilization of the Altamont Corridor to bring the San Joaquins to additional Bay Area markets is also being explored in the Altamont Corridor Vision Phase 1 project, which is a joint effort of SJRRC and the Tri-Valley – San Joaquin Valley Regional Rail Authority, the managing agency of the future Valley Link service.
Final 2021 SJJPA Business Plan 6 of 66 Tables ES.1/5.2: Summary of State Funding Request for the San Joaquins San Joaquins Corridor - Short-Term Capital Projects ($ Millions) Improvement Program/Project (0-5 years) Project Cost Funding Secured Funding Sources Lead Agency Status Short-Term Service Improvements Temporary Layover Facility - Fresno $1.7 $1.7 Cal OES SJJPA Completed Modesto Station Parking Lot $0.4 $0.4 LTF City of Modesto Construction Turlock-Denair Station Parking Lot $0.29 $0.29 Minor Cap/Cal OES Stanislaus Co. Completed Stockton (Cabral) Station Parking Lot $1.3 $1.3 CMAQ SJJPA/SJRRC Construction Station Enhancements - Antioch $0.3 $0.3 Cal OES SJJPA/City Completed Station Enhancements - Security Cameras $1.5 $1.5 Minor Cap/Cal OES SJJPA Construction Station Enhancements - Other* $2.3 $2.3 Minor Cap/Cal OES SJJPA Construction 8th and 9th Daily Round-Trips Track Improvements - UPRR Sac. Sub $149.1 $149.1 TIRCP SJJPA/UPRR Planning/Env. Track Improvements - BNSF Stock. Sub $20.0 $20.0 TIRCP SJJPA/BNSF Design New Stations (Lodi, Elk Grove, 4 in Sac.) $111.5 $111.5 TIRCP SJJPA Planning/Env. Prop Track Extension (RMF to Cabral Station) $23.7 $23.7 SJRRC/UPRR Planning/Env. 1A/CMAQ/Other New Rolling Stock $87.6 $68.0 TIRCP SJJPA Planning/Env. Merced-LeGrand Double Tracking (Seg. 2) $23.2 $23.2 ITIP Caltrans/BNSF Construction Stockton-Escalon Double Tracking (Seg. 3) $20.5 $20.5 ITIP Caltrans/BNSF Construction Stockton-Escalon Double Tracking (Seg. 4) $23.0 $23.0 ITIP Caltrans/BNSF Construction Layover Facility – Natomas $17.7 $17.7 TIRCP SJJPA Planning/Env. Merced Station Double Platform/Trackwork $10.3 $10.3 ITIP Caltrans/BNSF Design/Const. Modesto and Turlock-Denair Double Platforms $20.0 $20.0 ITIP Caltrans/BNSF Planning Capital Access Fees TBD TIRCP/SRA SJJPA Planning Other Station Projects Wasco Station Reconstruction TBD CHSRA Funds CHSRA Design Madera Station Relocation/Expansion $26.7 $26.7 TIRCP SJJPA Planning/Env. New Oakley Station $8.6 $8.6 TIRCP SJJPA Design/Const. Allensworth Accessibility Improvements $0.3 $0.3 Cost Savings SJJPA Planning Turlock-Denair Station Bus Loop TBD TBD SJJPA/Stan Co. Planning New Parking Lots TBD Cost Savings/SRA SJJPA Planning Station Enhancements - Other** $0.1 $0.1 Minor Cap/Cal OES SJJPA Planning Corridor and Other Projects Stockton Wye $8.7 $8.7 SRA UPRR Design/Const. Platform Accessibility for High-Floor Cars $5.0 $5.0 ITIP Caltrans/SJJPA Design Increasing Operating Speeds (e.g. 90 mph) TBD TBD SJJPA/BNSF Planning Cal PIDS Replacement/Upgrade $0.9 $0.9 Cost Savings/SRA SJJPA/CCJPA Planning TCEP/BUILD/ITIP/SB SJRRC/SJJPA/UP/ Stockton Diamond Grade Separation $237.0 $237.0 Planning 132 BNSF Stockton Rail Maintenance Facility Expansion $15.0 $15.0 ITIP SJRRC/SJJPA Design Merced Intermodal Track Connecter (MITC) $150.0 TBD SJJPA Planning
Source: Caltrans Division of Rail and Mass Transportation and SJJPA, 2020. Notes: *Consists of a variety of station improvements that include lighting, signage, landscaping, repairs, and other projects ** Consists of non-Short-Term Service station improvements that include lighting, signage, landscaping, repairs, and other projects
Final 2021 SJJPA Business Plan 7 of 66 Fare Policy
SJJPA will work to develop fares that ensure the service is attractive and competitive with other modes of transportation along the corridor. The San Joaquins have a single, “one-bucket” fare grid with a peak fare plan for high traffic periods. The fare grid utilizes a distance based methodology with a descending per mile rate as the length of the trip increases.
Due to reduced available seating capacity from multiple equipment overhaul and retrofit programs, SJJPA has reinstated reserved ticketing to reduce the likelihood of standees onboard the trains and Thruway busses. Reinstating reserved ticketing alerts ticket purchasers of “at-capacity” trains and Thruway Busses encouraging passengers to purchase tickets for a less impacted train or another date.
The California Integrated Travel Program, in coordination with the California State Transportation Agency (CalSTA), will be entering a Minimum Viable Project (MVP) phase which is intended during the Fiscal Year to introduce new ticketing options to the public. SJJPA is presently developing the nature of the MVP and will engage with the public as to the nature of the ticketing change.
Under the Cal-ITP process, SJJPA, along with CCJPA staff, are positioned to re-cast the fare and ticketing system in an effort to simplify connections to other transportation services, reduce the costs of fare collection, and greatly simplify travel for customer. The process for this change will emerge over the period of this Business Plan and will require the development of internal capacity for SJJPA to manage revenue and customer service, much of which is handled by Amtrak at present. SJJPA will work closely with Cal-STA and Caltrans DRMT leadership to ensure that the proper staffing resources are in place to shift and then grow into a new fare and ticketing system that delivers on the objectives described.
Service Amenities and Food Service
The San Joaquins service boasts many great amenities that are integral to the attraction of riders and are a key component of the marketable features of the service. These features add value to the customer experience and SJJPA is working with Caltrans, Amtrak and the other JPAs to improve current amenities and add additional services. Current service amenities include: free Wi-Fi, bicycle storage, comfortable seating, and a generous baggage policy.
Due to the COVID-19 pandemic onboard food service was suspended to limit employees and passengers exchanging items and movement about the train. Additionally, Amtrak Long Distance Emergency Snack Packs and bottled water are being provided at no cost to passengers. As the pandemic period has continued, SJJPA has sourced local products to upgrade the Amtrak Long Distance Emergency Snack Packs. The new locally sourced snack box will provide a more robust snack for passengers and provide an opportunity to promote California grown/produced products. The new snack box will continue to be provided free of charge. SJJPA is also considering giving away the snack boxes on the longer distance Thruway Bus routes.
After the return to normal service operations, SJJPA anticipates resuming cafe service onboard the bi-level trainsets and continuing snack pack program on the Siemens Venture car sets. SJJPA will continue to evaluate the food and beverage service to provide high quality options in the most efficient and cost-effective manner. SJJPA is considering food service changes to underperforming trainsets, including the removal of the café car or utilization of lower cost cart service. SJJPA is also looking to creative alternatives such as vending machine cars and bistro cars instead of traditional Gally cars. SJJPA is actively increasing the sale of and promotional opportunities for products grown or produced in the San Joaquins Corridor. While evaluating changes to the current partnership with Amtrak to increase the cost recovery of the café, SJJPA is evaluating the use of a third-party vendor to provide this service. Third-party vendors are utilized on other Amtrak operated corridors with significant success in cost recovery efforts with the added benefits of simplified operations and reporting of performance.
Marketing Strategies
During the COVID-19 pandemic, it is an essential function of SJJPA to strategize, create, and implement several different marketing and communication plans to properly educate stakeholders and passengers on the operations of the San
Final 2021 SJJPA Business Plan 8 of 66 Joaquins and the health and safety response. The marketing and communications plans help to inform stakeholders of the steps taken within the corridor to ensure compliance with health orders, inform essential travelers of the health and safety policies and grows trust in the market for future travelers of the service.
SJJPA’s marketing and communication strategy includes, but is not limited to the following tactics: email communication, social media, advertising, station signage, and targeted stakeholder communication documents. All of these strategies work together to effectively disseminate essential response messaging. The precise strategies and examples of creative are included in the proceeding chapters of this report.
For FY 2021/22 and FY 2022/23, SJJPA assumes $1,500,000 each fiscal year for marketing to increase awareness and use of the service along the corridor. This represents a $500,000 increase from previous years. Recent data provided by Amtrak shows that approximately 13.6% of San Joaquins passengers are from the Bay Area and 9.4% of are from the Los Angeles Region. This amounts to over 20% of San Joaquins passengers are from high cost regions for marketing and advertising. Additionally, the San Joaquins spans the largest geographic area of the three Intercity Passenger Rail Services. With vital thruway bus services originating in communities as far north as McKinleyville and Redding to as far south as San Diego, the San Joaquins serves a large geographic area with diverse set of Designated Marketing Areas (DMA). The increase in budget will allow SJJPA to more equitably and realistically market to the San Joaquins Corridor, including in the larger markets like the Bay Area and Los Angeles and the smaller more disadvantaged markets in the Thruway Corridors. The SJJPA Marketing and Outreach Plan employs advertising, social media, and grassroots strategies to market and conduct outreach for the San Joaquins. SJJPA is expanding its use of advertising and social media in response to the success of these strategies in driving more traffic to amtraksanjoaquins.com and online channels, which comprise the majority of ticket purchases.
SJJPA is also carrying out specific strategies for reaching out to minority, non-English-speaking constituencies, and disadvantaged communities along the San Joaquins Corridor. With Hispanics comprising over 38% of California’s population and representing a similar segment of San Joaquins’ ridership, a concerted effort has been made to tailor promotional materials in Spanish and utilize informational outlets that are more effective. The grassroots strategy has helped SJJPA identify and address other markets throughout the San Joaquins Corridor that are underserved, or lacking information.
Final 2021 SJJPA Business Plan 9 of 66 Annual Funding Requirement
A primary purpose of this Business Plan is to request the annual funds required by SJJPA to operate, administer, and market the San Joaquins for agreed-upon service levels. Table ES-2 summarizes the funding request by the SJJPA.
SJJPA State Funding Request for the San Joaquins (FY 2021/22 - FY 2022/23) FY 2020/21 FY 2021/22 FY 2022/23 Expense Category (Approved/Current) (Requested) (Projected) Operating -Amtrak Contract $58,805,207 $58,805,207 $60,569,363 -Other Operations1 $1,400,000 $2,000,000 $2.050,000 Administrative $3,247,589 $3,358,007 $3,468,425 Marketing $375,593 $1,500,000 $1,500,000 Minor Capital $500,000 $500,000 $500,000 Merced Intermodal Track Connection (MITC) $5,000,000 $5,000,000 Env./Design High Speed Rail/Early Train Operator $2,000,000 $2,000,000 Coordination Support
Total Request $64,328,389 $73,163,214 $75,087,789
Safety and Security
The primary objectives of SJJPA’s Safety and Security Program include the continuation of a broad-based program of educational activities and to aggressively pursue capital improvements that help eliminate unsafe conditions. Educational efforts are two-fold: to increase public awareness of rail safety and security along the San Joaquins Corridor; and to ensure all personnel involved in operating the San Joaquins has the proper training to be effective in implementing SJJPA’s Safety and Security Program. SJJPA will leverage a network of rail safety education resources through California Operation Lifesaver, free DHS security training resources, and safety and security grant programs to coordinate, develop new programs, and build upon and enhance programs currently undertaken by Amtrak. SJJPA will also continue collaborative efforts with various stakeholders, including the State, SJJPA member agencies, Amtrak, UPRR, BNSF, California Operation Lifesaver, Transportation Security Administration (TSA), California Governor’s Office of Emergency Services (Cal OES), and local law enforcement and first responders along the San Joaquins Corridor to address safety and security issues impacting the service.
In an effort to identify needed physical improvements, SJJPA will continue to conduct a systematic evaluation of the conditions along the railroad right-of-way and in and around San Joaquins stations (including parking lots and platforms), as well as onboard trains. California’s Office of Emergency Services has provide much of the funding for SJJPA’s program of Safety and Security capital improvements. Important capital projects that SJJPA is currently implementing or pursuing include: • Fencing projects at locations identified based on incident hot spots and high numbers of near misses; • Increased lighting at stations and parking lots, as well as installing blue light phone towers (originally developed for use on college campuses); and • Improved safety and security-related signage, including messaging around suicide prevention and railroad safety.
Station Area Development and Connectivity
Final 2021 SJJPA Business Plan 10 of 66 Increased development near San Joaquins stations promotes increased use of the San Joaquins, generating additional ridership and revenue to benefit the State. The responsibility and powers needed to focus growth and produce station area development reside primarily with local government. To help ensure that the San Joaquins become an instrument for encouraging implementation of station area development principles, SJJPA will: 1. Encourage local governments to prepare/update and adopt station area plans, amend city and county general plans, and promote transit-oriented development (TOD) in the vicinity of San Joaquins stations. 2. Assist local governments in securing grants/funding for planning and implementing TOD around San Joaquins stations. 3. Require new San Joaquins stations be developed as multi-modal transportation hubs. 4. Encourage the location of new San Joaquins stations in traditional city centers and/or areas with high-potential for TOD around the station area. 5. Work with communities and organizations to support TOD and with developers to implement TOD. 6. Encourage planning consistent with SB 375 (Sustainable Communities Strategy), transit priority areas, infill development and TOD. 7. Prepare station areas for potential changes in first- and last-mile access including the growth of micro-mobility, and shared, connected, electric, and automated vehicles.
SJJPA is monitoring existing transit services and encouraging local and regional transit agencies to improve and expand transit services that connect to San Joaquins stations. SJJPA is also encouraging transit agencies to promote their connection to the San Joaquins onboard their transit services and at their stops/stations. SJJPA is working to improve the coordination of fares and service schedules with connecting transit services and will seek funding opportunities to Implement transit-transfer programs for San Joaquins passengers. SJJPA will pursue Caltrans Sustainable Planning grant(s) to study increased connectivity at San Joaquins stations focusing on improving service to underserved disadvantaged/priority populations. This planning would include studying new technologies and creative ways to improve service connectivity to disadvantage/priority populations throughout the San Joaquin Corridor.
Final 2021 SJJPA Business Plan 11 of 66 1. INTRODUCTION
The purpose of this 2021 San Joaquin Joint Powers Authority Business Plan Update (“Business Plan”) is to identify the San Joaquin Joint Powers Authority’s (SJJPA) intentions for State Fiscal Year (FY) 2021/22 and FY 2022/23 in its proposed management of the San Joaquins Intercity Passenger Rail Service (San Joaquins), and to request the annual funds required by SJJPA to operate, administer, and market the San Joaquins. The State of California requires that an Annual Business Plan Update be submitted to the Secretary of the California State Transportation Agency (CalSTA) in draft form by April 1 of each year, and final form by June 30 of each year to allow Amtrak time to finalize operating cost estimates. This Business Plan will be reviewed and approved by the State and used to develop an annual appropriation request to the State Legislature.
Business Plan Requirements
This Business Plan Update includes State-required information, including the following: • Service performance; • Operating and action plan strategies; • Short-term and long-term capital improvements; • Funding requirements for the upcoming fiscal year; • External factors affecting the service; • Plans for service expansion and enhancement efforts; • Marketing and outreach efforts; • Establishment of fares; and • Delineation of how proposals to expand or modify service, including funding and accounting, are separate from locally-sponsored services in the corridor.
This Business Plan must also be consistent with the 2018 California State Rail Plan and the California High-Speed Rail Authority (CHSRA) Revised Draft 2020 Business Plan.
Regional Governance of the San Joaquins
In 2012, transportation planning agencies throughout the San Joaquin Valley worked together in order to set up a regional Joint Powers Authority and to support legislation that would enable regional governance of the San Joaquins. To protect the existing service and to promote its improvement, local and regional agencies throughout most of the San Joaquins Corridor sponsored and supported Assembly Bill 1779 (AB 1779). This bill enabled regional government agencies to form the San Joaquin Joint Powers Authority to take over the administration and management of the San Joaquins from the State. AB 1779 was passed by the Legislature on August 30, 2012 with bi-partisan support, and was signed by Governor Brown on September 29, 2012. The first SJJPA Board Meeting was held on March 22, 2013 in Merced.
The SJJPA Governing Board includes elected representatives of ten Member Agencies, which include Alameda County, Contra Costa Transportation Authority, Fresno Council of Governments, Kings County Association of Governments, Madera County Transportation Commission, Merced County Association of Governments, Sacramento Regional Transit, San Joaquin Regional Rail Commission, Stanislaus Council of Governments, and Tulare County Association of Governments.
AB 1779 defines the composition of SJJPA, as well as requiring that the interagency transfer must result in administrative or operating cost reductions. AB 1779 also requires SJJPA to protect the existing service and facilities and seek to expand service as warranted by ridership and available revenue.
Final 2021 SJJPA Business Plan 12 of 66 Roles and Responsibilities
On July 1, 2015, SJJPA became the primary managing entity of the San Joaquins. The SJJPA is responsible for the following: • Oversight and management of the day-to-day San Joaquins operations, which includes entering into an operating agreement with the current contract operator, the National Railroad Passenger Corporation (Amtrak); • Negotiating changes to the current contract or selecting another qualified operator; • Advising the Capitol Corridor Joint Powers Authority (CCJPA) on the management and administration of the State-owned and other rolling stock (passenger cars and locomotives) assigned to the San Joaquins; • Overseeing the dedicated feeder bus system for the San Joaquins, which is subcontracted to private bus operators through the Amtrak contract; • Planning for future service improvements; • Coordinating with CCJPA and Los Angeles-San Diego-San Luis Obispo (LOSSAN) JPA and the State on issues such as scheduling, connecting buses, and ticketing; and • Marketing for the San Joaquins.
The State and Amtrak share operating responsibility for the San Joaquins with SJJPA. Under the provisions of AB 1779, the State continues to provide the funding necessary for service operations, administration, and marketing. Furthermore, Caltrans Division of Rail and Mass Transportation remains responsible for the development of the California State Rail Plan; coordination and integration between the three state-supported intercity passenger rail services; the preparation of grant applications to the federal government; and the development of state budget requests. The State also remains the owner of the trainsets used for the San Joaquins and Capitol Corridor Services and continues to be responsible for the procurement of new equipment for the state-supported intercity passenger rail services. Amtrak continues to serve as the operator of the San Joaquins.
The San Joaquin Regional Rail Commission (SJRRC), the managing body for the Altamont Corridor Express (ACE) Service between Stockton and San Jose, was selected by the SJJPA Board to be the Managing Agency at the July 26, 2013 SJJPA Board Meeting in Fresno for an initial 3-year term (September 27, 2013 – September 27, 2016) and was later extended for an additional 3-year term (September 27, 2016 – September 27, 2019). At the November 22, 2019 SJJPA Board Meeting, the SJJPA Board approved SJRRC as the Managing Agency for an additional 5-year term (September 27, 2019 – September 27, 2024).
Advocacy
In addition to more cost-effective administration and operations, there are many benefits to regional governance of the San Joaquins. Train riders and San Joaquin Valley residents now have a stronger voice in deciding what happens with the service, as local decision-making is more responsive and adaptive to passenger issues. SJJPA, which is made up of elected officials throughout the San Joaquins Corridor, is a strong voice in advocating for service improvements and expansions – particularly in Washington D.C. and in Sacramento. SJJPA is taking advantage of joint marketing and partnerships with local agencies throughout the San Joaquin Valley. Since SJJPA’s Board Members are part of the communities in the San Joaquins Corridor, they are able to facilitate the engagement of local communities throughout the corridor to use and support the San Joaquins.
Public Outreach for this Business Plan
Public outreach of the Draft 2021 SJJPA Business Plan will include briefings for key stakeholder groups, electronic outreach to the SJJPA stakeholder list, and posting a public review draft on sjjpa.com. This process is meant to engage with the public and stakeholders to provide information about this document and the opportunity for public comment.
Briefings were held during the development and will be held during comment period of the Business Plan. These briefings provide an opportunity to engage key stakeholder groups within the corridor. Briefings will be held with the SJJPA Board, Central Valley Rail Working Group, CalSTA, Caltrans, Freight Railroads, San Joaquin Valley Rail Committee,
Final 2021 SJJPA Business Plan 13 of 66 and Amtrak. SJJPA will seek input from these and other agencies and organizations that have an interest in intercity passenger rail.
As a part of its Stakeholder Engagement Strategy, SJJPA has developed an extensive stakeholder email list which it employs to notice about board meetings, service updates, and to engage stakeholders to participate in the Business Plan process. SJJPA will send electronic communications to its stakeholder list requesting public comment and provided links to the document. This process ensures those invested in intercity passenger rail are engaging with SJJPA in the San Joaquin Valley, Sacramento, and the Bay Area, and have an opportunity to provide comment to the Business Plan. Finally, SJJPA posted the Public Review Draft Business Plan to its website (sjjpa.com) on March 2, 2021 for public review of the document and was circulated to SJJPA’s stakeholder list.
2021 SJJPA Business Plan Update Approval Process
This Business Plan is similar to the 2020 SJJPA Business Plan. The changes include providing current numbers for the San Joaquins operating expenses and bringing the plan up-to-date. The SJJPA Board discussed the general outline and highlighted changes planned for the 2021 Business Plan at its January 22, 2021 Board Meeting. Following the incorporation of comments from the public review period, an updated Draft Business Plan will be presented to the SJJPA Board at the March 26, 2021 Board Meeting for approval. Following approval, the Draft Business Plan will be submitted to CalSTA by April 1, 2021. A final version of the Business Plan, which includes revised operating cost estimates from Amtrak, will be presented at the May 28, 2021 SJJPA Board Meeting. The Business Plan will be submitted to CalSTA by June 30, 2021.
Final 2021 SJJPA Business Plan 14 of 66 2. HISTORICAL PERFORMANCE OF THE SERVICE AND ROUTE CHARACTERISTICS
Beginning with the introduction of the Amtrak national network in the early 1970s, passenger train service has been expanding in California. The State initiated, co-funded, and operated intercity rail service under the authority of Section 403(b) of the Federal Rail Passenger Services Act. Amtrak operates all three state-supported intercity rail services.
San Joaquins Intercity Rail Service (“San Joaquins”)
The San Joaquins extends 364 miles and provides direct rail service to 11 counties: Sacramento, Contra Costa, Alameda, San Joaquin, Stanislaus, Merced, Madera, Fresno, Kings, Tulare, and Kern (see Figure 2.1). Between Oakland and Bakersfield, the San Joaquins route is 315 miles long and has 13 intermediate stops. The San Joaquins route is 49 miles between Sacramento and Stockton with one additional intermediate stop. The San Joaquins has seven daily round-trip trains (five between Oakland and Bakersfield and two between Sacramento and Bakersfield). The current minimum scheduled San Joaquins running time between Oakland and Bakersfield is 6 hours and 1 minute. Between Sacramento and Bakersfield the San Joaquins has a minimum 5 hours and 10 minute running time. Maximum speed for the San Joaquins is 79 mph.
In 1979-80, the San Joaquins only had two daily round-trips between Oakland and Bakersfield and annual ridership was a little over 123,000. Ridership steadily increased over the years, reaching a peak in FY 2013/14 when it recorded over 1.2 million passengers. In recent years, ridership has slightly decreased or held flat. Potential reasons for this include consistently low gas prices over the last few years, competition from new private intercity bus carriers, and periods of declining on-time performance (OTP). SJJPA is addressing these concerns though service changes and other planning efforts described in this Business Plan. In FY 2018/19, the San Joaquins Service were the sixth most used intercity service within the Amtrak system. Table 2.1 presents historical annual operating performance of the San Joaquins between FY 1973/74 and FY 2018/19.
Final 2021 SJJPA Business Plan 15 of 66 Table 2.1: San Joaquins Historic Operating Performance
San Joaquins Routes Annual Operating Performance - State Fiscal Years Ridership Data Financial Data for Operations State Fiscal State Amtrak Train Loss Farebox Year Ridership PM/TM Revenue Expense Loss Calculated Service Costs per PM Ratio (F1) (F2) (F3) (F4) (F5) (F6) 1973-74 (S1) 38,770 83.6 1974-75 66,990 44.2 1975-76 66,530 43.8 1976-77 87,642 56.0 1977-78 80,611 52.7 1978-79 87,645 60.2 1979-80 (S2) 123,275 63.6 $1,174,065 $3,975,185 $2,801,120 $518,206 18.4¢ 29.5% 1980-81 159,498 55.3 $2,224,137 $6,940,934 $4,716,797 $1,360,391 18.4¢ 32.0% 1981-82 189,479 65.3 $3,115,710 $7,774,029 $4,658,319 $2,228,585 14.0¢ 40.1% 1982-83 186,121 62.9 $3,342,137 $7,991,697 $4,649,560 $2,490,275 14.6¢ 41.8% 1983-84 248,275 85.3 $4,730,431 $8,094,789 $3,364,358 $2,518,066 7.3¢ 58.4% 1984-85 269,837 94.6 $5,210,951 $8,641,293 $3,430,342 $2,802,955 7.7¢ 60.3% 1985-86 280,798 101.1 $5,425,329 $8,610,554 $3,185,225 $2,658,895 6.8¢ 63.0% 1986-87 304,668 106.1 $6,084,677 $9,179,133 $3,094,456 $2,929,148 5.1¢ 66.3% 1987-88 340,573 121.1 $7,457,686 $9,633,659 $2,175,973 $2,605,572 2.2¢ 77.4% 1988-89 370,190 133.7 $9,527,268 $10,968,216 $1,440,948 $1,887,450 1.3¢ 86.9% 1989-90 (S3) 418,768 116.9 $11,845,743 $15,286,520 $3,440,777 $3,544,332 3.2¢ 77.5% 1990-91 463,906 104.1 $12,691,986 $18,456,785 $5,764,799 $5,803,565 4.9¢ 68.8% 1991-92 483,593 104.3 $12,369,805 $18,633,777 $6,263,972 $6,472,598 4.3¢ 66.4% 1992-93 (S4) 516,113 109.6 $12,628,496 $22,227,149 $9,598,653 $10,789,651 6.5¢ 56.8% 1993-94 558,569 94.6 $13,894,624 $26,678,861 $12,784,237 $12,335,021 $3,937,150 8.3¢ 52.1% 1994-95 524,680 88.8 $12,244,668 $25,077,153 $12,832,485 $12,668,018 $3,705,069 9.7¢ 48.8% 1995-96 526,088 86.6 $12,477,497 $25,386,099 $12,908,602 $14,483,048 $1,360,327 11.8¢ 49.2% 1996-97 652,544 106.1 $13,817,681 $34,528,165 $20,710,484 $16,265,387 $5,672,236 18.6¢ 40.0% 1997-98 702,178 118.0 $15,230,966 $36,517,290 $21,286,324 $17,190,515 $4,493,597 17.7¢ 41.7% 1998-99 (S5) 680,687 102.8 $16,496,457 $37,269,835 $20,773,378 $19,938,254 $1,712,168 17.6¢ 44.3% 1999-00 671,295 92.7 $18,061,512 $41,791,782 $23,730,270 $24,232,326 $652,236 19.0¢ 43.2% 2000-01 710,833 97.9 $19,667,681 $43,404,325 $23,736,644 $24,350,127 $540,809 18.2¢ 45.3% 2001-02 (S6) 733,152 96.9 $20,114,693 $46,503,548 $26,388,855 $26,281,035 $396,392 20.0¢ 43.3% 2002-03 769,708 89.9 $20,318,564 $50,552,529 $30,233,965 $29,729,650 $504,315 21.7¢ 40.2% 2003-04 752,227 87.2 $22,100,796 $50,061,460 $27,960,664 $27,960,664 $89,345 20.5¢ 44.1% 2004-05 743,245 85.1 $22,590,880 $49,883,689 $27,292,809 $27,292,809 - 19.6¢ 45.3% 2005-06 801,242 91.1 $25,869,979 $55,226,742 $29,356,763 $29,356,763 - 19.0¢ 46.8% 2006-07 789,641 88.8 $26,862,994 $61,188,078 $34,325,084 $34,325,084 - 28.8¢ 43.9% 2007-08 894,346 88.2 $28,945,651 $65,474,253 $36,528,602 $36,528,602 - 21.4¢ 44.2% 2008-09 958,946 90.0 $30,671,510 $68,232,766 $37,561,256 $37,561,256 - 21.2¢ 45.0% 2009-10 967,437 103.7 $32,117,615 $62,689,957 $30,572,342 $30,572,342 - 22.2¢ 51.2% 2010-11 1,032,579 112.9 $36,571,173 $69,578,077 $33,006,904 $33,006,904 - 21.9¢ 52.6% 2011-12 1,133,654 124.0 $40,161,170 $74,360,735 $34,199,565 $34,199,565 - 20.2¢ 55.0% 2012-13 1,195,898 127.5 $41,415,960 $73,685,365 $32,269,405 $32,269,405 - 19.2¢ 56.2% 2013-14 1,202,624 125.8 $41,421,102 $79,263,729 $37,842,627 $37,842,627 - 22.5¢ 52.3% 2014-15 1,181,639 123.8 $41,020,415 $80,023,410 $39,002,995 $39,002,995 - 23.7¢ 51.3% 2015-16 (S7) 1,135,424 118.6 $39,040,339 $77,388,218 $38,347,879 $38,347,879 - 24.2¢ 50.4% 2016-17 1,125,626 100.1 $38,880,344 $78,939,791 $40,059,447 $40,059,447 - 25.7¢ 49.3% 2017-18 1,090,200 97.4 $36,073,870 $83,878,638 $47,804,768 $47,804,768 - 32.0¢ 43.0% 2018-19 1,076,454 93.9 $35,217,711 $85,840,487 $50,622,776 $50,622,776 34.4¢ 41.0%
Source: Amtrak and the California Department of Transportation, 2019
Final 2021 SJJPA Business Plan 16 of 66
Table 2.1 Notes (S1) Service started 3/6/74 with one round-trip between Oakland and Bakersfield Data is for four months only.
(S2) State support started 10/1/79. Data is for nine months, during which time ridership totaled 93,206.
(S3) Third round-trip added 12/17/89 between Oakland and Bakersfield.
(S4) Fourth round-trip added 10/25/92 between Oakland and Bakersfield.
(S5) Fifth round-trip added 2/21/99 between Sacramento and Bakersfield.
(S6) Sixth round-trip added 3/18/02 between Sacramento and Bakersfield.
(S7) Seventh round-trip added 6/20/16 between Oakland and Bakersfield.
(F1) Passenger-miles per train mile (PM/TM), a measure of the average load on a train over its entire route.
(F2) Prior to October 1983, all trains billed on solely related cost basis. From October 1983 through September 1995, all trains billed on short term avoidable cost basis. Effective October 1996, all trains billed on Full Cost (Train, Route and System) Basis. Incudes cost of connecting buses. Depreciation and interest (equipment capital cost) included in operating cost under solely-related cost basis but excluded and charged separately under short-term, long-term avoidable and full cost bases. (F3) Calculated service costs shown here may not reflect actual State contract cost. From October 1979 through September 1983, State cost increased in stages from 18.5 to 48.5 percent of operating loss (including equipment costs). Between October 1983 and September 1995, State cost was 65 percent of train operating loss for first three round trips, plus 50 percent of depreciation and interest (equipment capital cost). For the fourth round trip, State cost was 70 percent of train operating loss plus equipment capital cost. Between October 1995 and September 1996, State cost was 100 percent of train operating loss and 60 percent of equipment capital cost. Between October 1996 and September 1997, State cost was 65 percent of train operating loss. Effective October 1997, State is billed contractually specified percentages of most individual cost elements, plus a fixed amount for certain other cost elements. Also includes State payment of costs of special agreements with Amtrak for use of equipment, and State payment of entire net cost of all connecting bus routes.
(F4) Between State Fiscal Years 1993-94 and 2003-04, Amtrak cost is based on billings submitted and reflects cost basis and Amtrak shares as stated in notes (F2) and (F3) above. However, Amtrak does not include the unbilled Amtrak share of fixed cost elements. Prior to FY 1993-94, data to calculate Amtrak cost is not available/ beginning in FY 2004-05, no Amtrak share is billed.
(F5) Train loss (deficit) per train passenger-mile. Connecting buses not included in loss per passenger mile data.
(F6) Farebox Ratio, the ratio of Revenue to Expense.
Amtrak operates the state-supported San Joaquins on track owned by the UPRR and the BNSF through operating agreements with the UPRR and BNSF. UPRR owns the 49 miles of track used by the San Joaquins between Stockton and Sacramento, and 39 miles between Oakland and Port Chicago, whereas the remaining 276 miles (between Port Chicago and Bakersfield) are owned by BNSF (see Table 2.2). The UPRR track is primarily single track, while the BNSF line has approximately 65.7 miles of double-track divided among five segments.
Table 2.2: San Joaquins Ownership and Track Characteristics San Joaquins Route Ownership and Track Characteristics Mile Owner of *No. of Max Between Post And Mile Post Route Miles Track Tracks Speed Signal System
7.0 4.2 2.8 UP 2 50 CTC Oakland Jack London Square Oakland 10th St. Oakland 10th St. 2.2 Martinez 31.7 29.5 UP 2 79 CTC Martinez 34.7 Port Chicago 41.3 6.6 UP 1 79 CTC Port Chicago 1163.5 Stockton 1120.7 42.8 BNSF 1-2 79 CTC Sacramento 89.0 Elvas 91.8 2.8 UP 2 35 CTC Elvas 38.8 Stockton 84.7 45.9 UP 1 60 CTC Stockton 1120.7 Bakersfield 886.9 233.8 BNSF 1-2 79 CTC TOTAL 364.2
Source: California Department of Transportation Notes: *General Number of Mainline Tracks Owners: BNSF - BNSF Railway Company UP - Union Pacific Railroad Company Signal Systems: CTC - Centralized Traffic Control - Wayside signals protect possession of blocks. Signals and powered switches are also remotely controlled from the dispatching center to direct the movement of trains.
Final 2021 SJJPA Business Plan 17 of 66 Assessing the ridership patterns of the San Joaquins is critical to monitoring performance and conducting effective service planning. Table 2.3 shows passenger ons/offs (i.e. boardings/alightings) at San Joaquins train stations for Federal FY 2019. These numbers include trips with a Thruway bus connection (which comprise a considerable number of the trips at Bakersfield, Stockton [San Joaquin Street], Sacramento, Hanford, Martinez, and Emeryville Stations). Table 2.4 illustrates how ons/offs can differ significantly from the true origins/destinations points of passengers by excluding ons/offs of passengers making transfers between a bus and train. While ons/offs are useful for planning station capacity and design issues, origins/destinations statistics are far more useful (and accurate) for service planning. For example, in Table 2.3, Bakersfield is shown as having the most (426,056) passenger ons/offs in FY 2019. However, nearly 75% of these passengers took a connecting bus between Southern California, reducing the number of passengers who actually traveled to/from Bakersfield as an origin/destination point to 125,823 (see Table 2.4, this table will be updated in official draft version of the business plan on April 1, 2020). Stockton (San Joaquin Street) Station is shown as having the third highest ridership with 276,880 passengers in Table 2.3, but about 50% of these passengers took a connecting Thruway bus, reducing the number of passengers who actually traveled to/from Stockton (San Joaquin Street) Station as an origin/destination point to 141,405 (see Table 2.4, see prior note on this table). Many of those taking a Thruway bus at Stockton (San Joaquin Street) Station were actually traveling to/from Sacramento (about 48,000 passengers). For Sacramento Station, the total number of passengers (rail + Thruway bus) actually traveling to/from Sacramento was nearly 136,000 passengers. The Thruway bus station with the greatest number of riders is by far Los Angeles Union Station with over 110,000 San Joaquins passengers in FY 2016.
Table 2.3 Table 2.4 San Joaquins Train Station Ridership Report - FY 2019* San Joaquins Train Station Ridership Report - FY 2019* (Includes Passengers Making Thruway Bus Transfers) (Does Not Includes Passengers Making Thruway Bus Transfers)
Station Passenger Ons/Offs (FY 19)** Station Passenger Ons/Offs (FY 19)**
1 Bakersfield 426,056 1 Fresno 361,248
2 Fresno 369,129 2 Hanford 162,481
3 Stockton (San Joaquin St.) 276,880 3 Stockton (San Joaquin St.) 139,006
4 Hanford 182,143 4 Merced 128,294
5 Merced 133,720 5 Bakersfield 123,947
6 Modesto 116,610 6 Modesto 116,610
7 Martinez 102,358 7 Sacramento 80,655
8 Sacramento 100,062 8 Oakland 70,451
9 Emeryville 99,855 9 Martinez 54,262
10 Oakland 70,451 10 Richmond 51,404
11 Richmond 51,404 11 Emeryville 48,496
12 Wasco 39,411 12 Wasco 39,411
13 Antioch 34,618 13 Antioch 34,618
14 Turlock-Denair 32,717 14 Turlock-Denair 32,717
15 Madera 27,636 15 Madera 27,636
16 Corcoran 26,993 16 Corcoran 26,993
17 Stockton (Downtown) 16,600 17 Stockton (Downtown) 13,402
18 Lodi 11,342 18 Lodi 11,342
TOTAL PAX ON/OFFS 2,117,985
TOTAL RIDERSHIP 1,058,993 Source: Amtrak, 2019 Source: Amtrak, 2019 *The Fiscal Year (FY) is based on Amtrak's fiscal year, which is *The Fiscal Year (FY) is based on Amtrak's fiscal year, which is October-September. October-September. **The above figures are total ons (boardings) and offs (alightings at each station for both directions of travel. Since each trip contains two endpoints, total ridership is equal to half of total boardings and alightings.
Final 2021 SJJPA Business Plan 18 of 66
Table 2.5 provides Federal FY 2018 ridership for the top San Joaquins “city pairs” (including trips that start or end on an Amtrak San Joaquins Thruway Bus stop). This data includes the true origins/destinations of riders, providing an accurate picture of ridership markets. Tables 2.3, 2.4, and 2.5 highlight the importance of incorporating Thruway Bus travelers when discussing San Joaquins ridership.
Table 2.5
San Joaquins City Pair Ridership - FY 2018 (Includes Key Train Stations and Thruway Bus Stops)
City Pair Ridership Fresno - Hanford 62,695 Sacramento - Fresno 39,181 Oakland - Stockton (San Joaquin St.) 26,985 Fresno - Bakersfield 22,886 Fresno - Los Angeles (Union Station) 22,375 Sacramento - Bakersfield 16,677 Richmond - Stockton (San Joaquins St.) 16,152 Oakland - Fresno 14,985 Martinez - Fresno 13,506 Richmond - Fresno 13,060 San Francisco* - Fresno 12,987 Sacramento - Hanford 12,054 San Francisco* - Stockton (San Joaquin St.) 11,984 Sacramento - Modesto 10,257 Hanford - Corcoran 9,862 Sacramento - Merced 9,810 Hanford - Los Angeles (Union Station) 9,311 Sacramento - Los Angeles (Union Station) 7,991 San Francisco* - Los Angeles (Union Station) 2,847 San Francisco* - Yosemite** 2,255 *Includes all bus stops in San Francisco **Data for Yosemite includes all bus stops within the boundaries of Yosemite National Park and El Portal.
Source: Amtrak, 2018
San Joaquins Amtrak Thruway Bus Service
The extensive network of dedicated Amtrak Thruway Buses connecting with the San Joaquins to and from destinations around California and Nevada is critical to the performance of the overall service. In addition to the Thruway Bus service connections in Bakersfield, other Amtrak Thruway Bus service connections are provided at Sacramento, Stockton, Lodi, Oakland, Emeryville, Martinez, Merced, Hanford, and Fresno. In Federal FY 2016, over 55 percent (625,835) of San
Final 2021 SJJPA Business Plan 19 of 66 Joaquins passengers used an Amtrak Thruway Bus on at least one end of their trip.1 San Joaquins ridership to/from key Amtrak Thruway Bus stops can be found in Table 2.6.
All trains either initiating or terminating at Bakersfield are met by Amtrak Thruway Buses connecting south to Southern California. In FY 2016, over 366,000 San Joaquins passengers used an Amtrak Thruway Bus between Bakersfield and Southern California, with over 30% of these passengers traveling to or from Los Angeles Union Station (over 110,000 passengers).
Table 2.6
San Joaquins Ridership at Key Thruway Bus Stops - FY 2019
Bus Stop Passenger Ons/Offs 1 Los Angeles (Union Station) 195,797 2 Sacramento 97,034 3 San Francisco* 48,942 4 San Jose 32,123 5 Van Nuys 12,377 6 Las Vegas** 11,991 7 Oxnard 11,700 8 Davis 10,479 9 Santa Rosa 9,898 10 Riverside 9,512 11 Chico 9,262 12 UCLA/Westwood 8,915 13 San Bernardino 8,787 14 Arcata 7,417 15 Long Beach 7,225 16 Yosemite Valley*** 4,236 *Aggregate of all 4 San Francisco bus stops. **Aggregate of both Las Vegas bus stops. ***Aggregate of all Yosemite Valley bus stops Note: The above figures are total ons (boardings) and offs (alightings) at each bus stop. Source: Amtrak, 2019
The Thruway Bus system extends north to Redding; east to Reno and Las Vegas, Nevada; south to Indio; and all along the California coast from Arcata to San Diego. See Figure 2.2 at the end of this chapter for a map of all Thruway Bus routes.
SJJPA contracts with Amtrak for dedicated feeder bus services, and Amtrak then contracts with bus operators. The bus routes function as part of the San Joaquins, with coordinated connections, guaranteed seating, integrated fares and ticketing procedures, and inclusion in Amtrak’s central information and reservation system in the same manner as the trains. FY 2019 ridership for these routes is shown on Table 2.7. The FY 2019 (pre-Covid-19) Thruway bus routes and their origins/destinations are as follows:2
2 Cities designated with asterisks (*) are not serviced by all schedules on the route.
Final 2021 SJJPA Business Plan 20 of 66 Route 1 – Los Angeles Basin/San Diego (from Bakersfield Station):3 1a–Bakersfield-Los Angeles-San Diego*; 1b–Bakersfield-Los Angeles-Long Beach*/San Pedro*; 1c–Bakersfield-Van Nuys-Torrance;
Route 3 – Redding (from Stockton/Sacramento Stations): Stockton-Sacramento-Redding;
Route 6 – South Bay (from Stockton Station): Stockton-San Jose;
Route 7 – North Bay/Redwood Empire (from Martinez Station): Martinez-Vallejo-Napa-Santa Rosa-Eureka*-McKinleyville*;
Route 9 – High Desert/Las Vegas (from Bakersfield Station): Bakersfield-Las Vegas;
Route 10 – Santa Barbara (from Bakersfield Station): Bakersfield-Oxnard-Santa Barbara;
Route 12 – Antelope Valley (from Bakersfield Station): Bakersfield-Victorville;
Route 15 – Yosemite National Park (from Merced/Fresno Stations): 15a–Merced-Yosemite National Park; 15b–Fresno-Yosemite National Park (Summer Only) Note: Route 15 buses operated by YARTS - Yosemite Area Regional Transportation System;
Route 18 – Central Coast/Visalia (from Hanford Station): 18a–Hanford-San Luis Obispo-Santa Maria; 18b–Hanford-Visalia Note: Route 18 buses are operated by Orange Belt Stages;
Route 19 – Inland Empire-Coachella Valley (from Bakersfield Station): 19a–Bakersfield-Riverside-San Bernardino-Hemet*; 19b–Bakersfield-Riverside-San Bernardino-Palm Springs-Indio;
Route 20 – Reno/South Lake Tahoe (from Sacramento Station):4 Route 20a–Sierra Foothills/High Sierra, Sacramento-Auburn/Reno/Sparks; Route 20c–Lake Tahoe, Sacramento-South Lake Tahoe/Stateline;*
Route 34 – Bay Area (from Stockton Station): Stockton-Oakland-San Francisco;
Route 35 – Santa Cruz (from San Jose Station): San Jose-Santa Cruz (buses operated by Santa Cruz Metropolitan Transit District). Note: Route 6 connects passengers to Route 35 via Stockton to San Jose Station;
Route 40 – San Jose (from Merced): Merced-Los Banos-Gilroy-San Jose (starting Spring 2020);
Route 56 –Stockton (from San Jose Station): San Jose - Stockton (Note: three one-way trips, Monday-Friday via the Altamont Corridor Express train);
Route 99 – San Francisco (from Emeryville Station): Emeryville-San Francisco.
3 Route 1 serves the Pacific Surfliner and San Joaquins routes.
Final 2021 SJJPA Business Plan 21 of 66
Table 2.7: San Joaquins Thruway Bus Route Ridership San Joaquins Thruway Bus Route Ridership - FY 2019
Thruway Bus Route Ridership Route 1* (Fresno - Bakersfield - Van Nuys - Los Angeles - Long Beach - San Diego) 263,051 Route 3 (Stockton - Sacramento - Redding) 129,573 Route 6 (Stockton - San Jose) 39,034 Route 7 (Martinez - Napa - Santa Rosa - Eureka - McKinleyville) 46,607 Route 9 (Bakersfield - Las Vegas) 13,347 Route 10 (Bakersfield - Oxnard - Santa Barbara) 24,749 Route 12 (Bakersfield - Victorville) 11,994 Route 15a/15b (Merced - Mariposa - Yosemite Valley / Fresno - Yosemite Valley) 4,976 Route 18a /18b (Visalia - Hanford - San Luis Obispo - Santa Maria) 23,298 Route 19a/19b (Bakersfield - Riverside - Hemet / Bakersfield - Riverside - Palm Springs - Indio) 43,461 Route 34 (Stockton - Oakland - San Francisco)** 1,089 Route 56 (San Jose - Stockton) 2,416 Route 99 (Emeryville - San Francisco) 49,072
Total Ridership 652,667 Source: Amtrak, 2019 Notes: The above figures are total ons/offs (boardings/alightings) for each bus route, and includes ridership for both directions. Additionally, for shared Thruway bus routes, riders transferring to/from the Capitol Corridor and Pacific Surfliner trains are included in the ridership figures. * Route 1 is made up of three sub-routes (1a, 1b, and 1c) which serve locations within the Los Angeles Basin and the Greater Southern California region. ** Route 34 did not operate from April 2019 to September 2019 of Fiscal Year 2019 due to Morning Express.
Final 2021 SJJPA Business Plan 22 of 66 3. EXISTING TRAINSETS, NEW EQUIPMENT, AND MAINTENANCE
Due to the COVID-19 pandemic and the associated decrease in ridership the San Joaquins Service currently utilizes six trainsets for the four daily round-trip service. This is a reduction from the Pre-COVID-19 pandemic of eight consists for seven daily roundtrips. The fleet consists of a mix of locomotive types and train cars. The State of California owns or leases all locomotives and train cars utilized by the San Joaquins.
Existing Equipment
The San Joaquins and Capitol Corridor currently share a combined fleet of 15 F59 PHI Locomotives, 3 P42 Locomotives (leased), 2 P-32 DASH-8 Locomotives, 8 Charger Locomotives, and 84 bi-level passenger coaches, food service (Food Service has been suspended as a result of the Covid Pandemic) and cab cars. The San Joaquins also utilizes 14 State- owned Comet Car coaches, as well as 3 Horizon Café cars and 3 F40 Cabbage cars (which the State leases from Amtrak). Taken together, this equipment is referred to as the Northern California Fleet.
California Cars
The San Joaquins primarily utilizes bi-level California Cars. The bi-level equipment was purchased by the State in the 1990’s for use on the three California Intercity Passenger Rail Corridors. The Northern California Fleet is shared between the San Joaquins and Capitol Corridor services to allow for maximum flexibility in seating capacity. Bi-level equipment assignments for the Northern California Fleet is currently being studied to see if there can be further optimization of equipment based upon peak loads of paired trains.
An essential feature of the bi-level coaches is the ability for doors to be operated remotely on either side of the train from a single point of control. This feature allows the operator to maximize passenger flow in boarding and alighting operations, and thereby minimizing station dwell time.
Comet Cars
The San Joaquins currently have available one trainset that utilizes refurbished Comet Cars consisting of seven cars each. The State has 14 Comet Cars for service on the San Joaquin Corridor and the vehicles have proven to be a valuable resource in providing needed seating capacity while Caltrans Division of Rail and Mass Transportation pursues the procurement of a large order of new rail cars for the Northern California Fleet. While the use of Comet Car trainsets has accomplished the goal of increasing seating capacity, this equipment has presented some challenging operational aspects. High-level boarding (which requires all passengers to climb a steep set of stairs), narrow doors, and use of a manually cranked wheelchair lift at all stations often cause boarding delays, increasing dwell times and reducing on-time performance. Additionally, Comet Car coach doors are all manually operated, requiring additional staff to be onboard while also preventing some doors in the trainset from being used when the trains are at stations. SJJPA is working with the state on planning for the retirement of the Comet Cars from regular service on the San Joaquins once new equipment becomes available.
Charger Locomotives
Caltrans recently procured 22 new Siemens Tier IV Charger diesel-electric locomotives, eight of which were delivered for use in the Northern California Fleet. The eight locomotives are shared between the San Joaquins and Capitol Corridor trains, with six in service as of October 2017, and two in service since June 2018. The Charger Locomotives meet EPA Tier IV emission standards and are capable of operating at 125 mph in revenue service. These locomotives will allow for the eventual replacement of the P42 locomotives currently being leased from Amtrak. The remaining 14 Charger Locomotives, are in revenue service on the LOSSAN Corridor in Southern California.
New Equipment
Caltrans, in partnership with the Federal Railroad Administration and States for Passenger Rail Coalition, is working to provide new rail equipment to meet increased demand from growth on existing services and plans for service expansions on the three State-supported services. With the Charger Locomotive order complete, Caltrans is now in the
Final 2021 SJJPA Business Plan 23 of 66 process of accepting delivery of Siemens Single-Level Venture Passenger Rail Cars for the San Joaquin Corridor in Northern California Fleet. Caltrans was successful in bringing together Federal High-Speed Intercity Passenger Rail (HSIPR) program funding, American Recovery and Reinvestment Act (ARRA) funding, and Prop 1B funds to acquire this additional equipment.
Siemens Single-Level Passenger Rail Cars
Caltrans with agreement with Sumitomo Corporation of Americas (SCOA) to provide 49 single-level rail cars for use on the San Joaquin Corridor in Northern California. Siemens Mobility, Inc. (Siemens) is the car builder of this contract. SJJPA is currently working with the State and SCOA to specify features in the new trains so they can operate efficiently in California. Delivery of these new cars began in March 2020 and are scheduled to end in 2023. The structure and design of these new rail cars will be based on the passenger cars being used on the Brightline Service, which runs between West Palm Beach and Miami in Florida.
Accessibility of Equipment
SJJPA supports the State’s goal to provide total accessibility to the State-owned equipment including all its features and amenities. No person shall be denied access on the basis of physical ability. Accessibility features for bi-level coaches include onboard wheelchair lifts, two designated spaces per train car for passengers in wheelchairs, and one wheelchair- accessible lavatory on the lower level of each passenger coach.
Prior to the Covid 19 Pandemic, the State had deployed Comet Car trainsets on the San Joaquins. Since the Comet Car trainsets have high-floors and do not have onboard wheelchair lifts, hand-cranked mobile wheelchair lifts are currently utilized to provide accessibility at all San Joaquins stations. Each single-level Comet Car coach has one wheelchair- accessible lavatory. SJJPA will continue to closely monitor the performance of the Comet Car trainsets in relation to accessibility. Currently, the Comet Cars are deployed into service on the lowest ridership trains.
As with the Comet cars, the new single-level Siemens passenger rail cars have high-floors. In-terms of accessibility, SJJPA is currently working with the State and their consultants to explore more efficient ways to provide accessibility than the hand-cranked mobile wheelchair lifts. SJJPA and Caltrans are working together to construct mini-high platforms at the existing stations to allow for level boarding on certain passenger cars Caltrans is working on the design of the portable bridge plate that will be stored on the cars. In addition, Siemens is working on the car-borne bridge plate. Both solutions will accommodate level-boarding. Further planning will need to be undertaken to ensure that single-level rail cars are integrated effectively into the Northern California Fleet.
Passenger Information Displays and Wi-Fi ______
Currently, each passenger coach is equipped with electronic passenger information displays that provide the train number and destination, plus other public information. In FY 2017/18, Amtrak informed SJJPA that it had planned changes to its Wi-Fi program, which resulted in cancellation of Wi-Fi service support and maintenance. In response, SJJPA worked with Caltrans, CCJPA, and LOSSAN JPA to ensure passengers do not experience a disruption in service, with the CCJPA taking the lead and responsibility for future management of Wi-Fi service in coordination with SJJPA and Caltrans. A Wi-Fi system upgrade iwas completed by CCJPA and its contractors in FY 20/21 to provide improved Wi-FI service to San Joaquins and Capitol Corridor passengers.
Renewable Diesel Implementation
SJJPA is committed to helping meet California’s Greenhouse Gas (GHG) emission reduction goals. SJJPA is currently working with the Capitol Corridor to test the use of renewable diesel. Testing began for the older F59 Locomotives in November 2017, but unfortunately needed to be redone due to fuel contamination. Testing in Tier IV Charger Locomotives is currently underway and scheduled for completion in early summer of 2021. Following the completion of testing, results will be documented in a report to be produced by the CCJPA. If results are favorable, renewable diesel could be in all the locomotives of the Northern California Fleet as early as the fall of 2021.
Final 2021 SJJPA Business Plan 24 of 66 SJJPA is also committed to utilizing renewable diesel in bus fleets used to run the extensive Thruway Bus system. Several transit agencies, including the San Francisco Municipal Transportation Agency, are already successfully using renewable diesel in bus and automobile fleets. SJJPA plans to work with Amtrak to require use of renewable diesel in all future contracts with bus operators.
Maintenance and Renovation
Currently, SJJPA and CCJPA are responsible for the administration and maintenance supervision of the State-owned fleet of passenger cars and locomotives assigned to Northern California. CCJPA is the lead agency in the maintenance program of the Northern California Fleet, with SJJPA serving in a monitoring role to ensure the fleet is operated and maintained to the high standards of reliability, cleanliness, and safety. SJJPA will continue to work closely with CCJPA, Caltrans, and Amtrak to refine the maintenance and operations programs to improve the reliability, safety, and cost- effectiveness of the rail fleet.
Caltrans, Amtrak, and CCJPA have created a program of periodic overhauls to the existing fleet that will result in improved performance. The main engines of the original fleet of F59 Locomotives were rebuilt and upgraded from 2011- 2015 to exceed current EPA TIER II emissions standards. All locomotives are now equipped with inward and outward facing cameras to improve safety and security. In addition, 14 California Cab Cars have been converted to Cab/Baggage/Bike cars similar to the five newer Surfliner Cabs, to provide greater baggage storage and 13 more bike racks.
Additional projects underway include replacing HVAC units to provide better air quality and climate control using new environmentally-friendly technology and refrigerants; rehabbing the upper level of diner cars to improve seating capacity, food storage, lighting, and counter top space; improving monitoring equipment in cab cars and locomotives; replacing door mechanics and side paneling on certain passengers cars; and installing an updated Wi-Fi system during FY 2020/21.
Additionally, the Caltrans entered into agreements with the San Joaquin Regional Rail Commission (SJRRC) for acceptance activities of the Siemens Ventures at SJRRC’s maintenance facility in Stockton, as well as agreements with SJJPA on a Truck Overhaul Program for the 88 State owned Bi-level Passenger Rail vehicles and for providing the maintenance of the Siemens Venture Cars in Oakland and in Stockton.
Final 2021 SJJPA Business Plan 25 of 66 4. OPERATING PLAN AND STRATEGIES
SJJPA is in the process of a significant optimization and expansion effort of the San Joaquins Service. SJJPA is pursuing a significant increase in the frequency of the San Joaquins between Sacramento and the San Joaquin Valley. This aggressive program is needed to serve existing market demand (to capture a larger share of the business and leisure travel market to/from Sacramento) and to enable the San Joaquins to provide better connectivity to the HSR infrastructure under construction in the San Joaquin Valley. The most immediate priority for expansion of service is the implementation of the 8th and 9th Daily Round-Trips. Details about capital improvements associated with the 8th and 9th Daily Round-Trips can be found in Chapter 5, along with information on the joint SJJPA/San Joaquin Regional Rail Commission (SJRRC) 2018 Transit and Intercity Rail Capital Program (TIRCP) grant application, which was successful in funding this expansion of service.
SJJPA introduced a new schedule in Spring 2019 which returned the San Joaquins to full-corridor service for 7 daily round trips and initiated a “slotted” schedule and distributed pad-time for improved on-time performance. In terms of optimizing operations, the slotted schedule SJJPA developed for Spring 2019 is based on a bi-hourly pulse system, providing statewide connectivity and consistent service frequency throughout the day. The pulse approach not only allows for improved service, but is also more effective operationally and makes better use of infrastructure investments. The schedule results in a fixed interval between trains, and symmetrical northbound and southbound operations that reduce the number of locations needed for passenger-on-passenger train meets. BNSF simulations show high on-time performance with this schedule. Due to the Covid-19 pandemic, San Joaquins service was reduced from 7 daily round- trips to 4 daily round-trips. This change as put on hold SJJPA’s previous plans for increased service speeds and reductions in operating time while the service build backs ridership and revenue coming out of the pandemic. SJJPA plans to continue to advance efforts to reduce trip times and improve on-time performance once the San Joaquins can be restored to the pre-Covid service levels.
To enhance the current service of the San Joaquins, SJJPA is committed to working with CalSTA, Caltrans, CCJPA, LOSSAN, San Joaquin Regional Rail Commission, Amtrak, BNSF, UPRR, and regional and local transit providers to improve connections to local/regional transit service to trains and connecting bus service along the San Joaquins Corridor. To help achieve this, SJJPA will utilize its Member Agencies to assist in coordinating improved communications and connectivity. SJJPA will also working to optimize the San Joaquins Thruway Bus services by implementing the provisions of SB 742 (Allen), adjusting routes to promote higher ridership and be more cost-effective, and pursuing partnerships with public and private bus operators to reduce operating expenses and increase ticket revenue.
The CHSRA’s Revised Draft 2020 Business Plan anticipates HSR operations beginning on the Merced-Bakersfield HSR Interim Service by December 2028. SJJPA is working with CHSRA, CalSTA, Caltrans and SJRRC to ensure that improvements and service expansions for the San Joaquins and ACE services integrate with interim HSR service in the San Joaquin Valley and with the future expanded Valley-to-Valley HSR service between San Francisco and Bakersfield. SJJPA is also working in partnership with CHSRA and CalSTA towards the goal of SJJPA being the operating agency for the Merced-Bakersfield HSR Interim Service.
FY 2021/22 and FY 2022/23 Operating Plan
The FY 2021/22 and FY 2022/23 operating plan for San Joaquins includes the return of full-corridor service for seven daily round-trips. SJJPA will be working with State and Federal agencies to determine the appropriate time for San Joaquins to return to the pre-Covid service levels of 7 daily round-trips.
Service Pattern in FY 2021/22 and FY 2022/23
Northbound Trains: Bakersfield – Sacramento: 2 daily trains Bakersfield – Oakland: 5 daily trains
Final 2021 SJJPA Business Plan 26 of 66 Southbound Trains: Sacramento – Bakersfield: 2 daily trains Oakland – Bakersfield: 5 daily trains
Operating Plans Beyond FY 2022/2023
Commencement of the 8th and 9th Daily Round-Trips
Beyond FY 2022/23, SJJPA plans to launch the 8th and 9th Daily Round-Trips. This expansion of service will increase the total number of daily round-trip trains serving Sacramento from two to four (while maintaining five daily round-trips to the Bay Area). One of the round-trips serving Sacramento will originate/terminate at the San Joaquins Street Station in Stockton and will serve as a connecting train (with a timed transfers) for passengers traveling on San Joaquin Valley – Bay Area trains.
Between Sacramento and Stockton, two of the four daily round-trips will utilize the UPRR Fresno Subdivision (which the San Joaquins currently use for service to the Sacramento Valley Station), while the other two will utilize the UPRR Sacramento Subdivision, a corridor currently not used by passenger rail services. While the Sacramento Subdivision does not connect to the Sacramento Valley Station, it does allow for the San Joaquins to provide service to six planned new stations, including four in Sacramento (Natomas, Old North Sacramento, Midtown, and City College), as well as in Elk Grove and Lodi. A shuttle serving the Natomas Station will also meet each San Joaquins train to provide a convenient connection to the Sacramento International Airport.
SJJPA long-range operating plans center on seeking capital and operational funding to increase the frequency of San Joaquins trains between Sacramento and Merced to achieve hourly service, while maintaining adequate service levels to locations into the Bay Area. With these frequencies, the San Joaquins will be well positioned to provide robust feeder service to future high-speed rail service between Sacramento and Merced, while truly transforming travel options between Sacramento and the San Joaquin Valley. SJJPA is also considering expanding service north of the Sacramento Region.
Rail Operating Strategies
The San Joaquins have great potential for increased ridership, revenue, service coordination, and performance. SJJPA has implemented a number of strategies to improve the San Joaquins. Some of the strategies listed are being pursued with little or no additional resources.
Increasing On Time Performance (OTP)
Staff has worked closely with Amtrak and host railroads to improve OTP, employing collaborative strategies and open channels of communication to resolve issues impacting OTP. This resulted in significant improvement in OTP between FY 2015 (73.6%) and FY 2016 (84%). Unfortunately, due to a significant amount of weather-related delays, OTP declined to 76.5% in FY 2017 (see Table 4.1). In FY 2018, OTP increased slightly to 77.7%. Much of the OTP issues in FY 2018 can be attributed to issues associated with the implementation of Positive Train Control (PTC). In FY 2019 the San Joaquins experienced a considerable drop in on-time performance compared to previous years. This was due to a combination of factors including higher levels of third party delays such as trespasser events and police activity, as well as a higher level of maintenance activities that brought an uptick in slow orders (mandated speed restrictions from the host railroads) which all contributed to the OTP of 63.7% in FY 2019. In response to this poor OTP, SJJPA staff in partnership with BNSF, Amtrak, and DB E&C has begun a schedule performance monitoring project that reviews operational performance data and develops action plans which are targeted to increase OTP for the San Joaquins. With these efforts to increase OTP, FY 2020 saw a significant increase in OTP, which rose to 83%. Operational action plans, along with decreased freight
Final 2021 SJJPA Business Plan 27 of 66 demand during the pandemic, and the reduced amount of passenger train frequencies contributed to the rise in OTP. SJJPA understands how critical OTP is for attracting and growing additional ridership, including business travel, and is committed to achieving the highest level possible.
Specific strategies for improving OTP include: 1. Deployed a slotted/pulsed schedule with pad-time distributed throughout the route in coordination with CalSTA, Caltrans, Amtrak, BNSF and UPRR. 2. Worked with Amtrak, BNSF and UPRR to resolve recurring issues related to the operation of PTC which cause unnecessary delays. 3. Coordinating with the host railroads and Amtrak to provide computer displays with real-time viewing of all train movement (freight and passenger) on the San Joaquins Corridor. 4. Conducting conference calls with the host railroads and Amtrak to discuss the types of delays, reasons for delays, and identifying potential solutions so future delays can be a prevented. 5. Coordinating with the host railroads to bring dispatchers out to tour the San Joaquins Corridor and ride the trains to develop an understanding of the territory being dispatched. 6. Working with the host railroads and Amtrak to identify capital and/or system improvements to improve on-time performance. 7. Working with Host Railroads to develop strategies and incentives that will lead to improved OTP, including providing additional incentive-based access payments between SJJPA and the host railroads similar to what has proven to be extremely successful with the Capitol Corridor over many years.
Table 4.1 On-Time Performance of the San Joaquins (Based on Federal Fiscal Year)
FY 2012 88.1% FY 2013 77.7% FY 2014 75.4% FY 2015 73.6% FY 2016 84.0% FY 2017 76.5% FY 2018 77.7% FY 2019 63.7% FY 2020 83.0%
Source: Amtrak, 2020
Reduce Travel Times between Northern California and Bakersfield to Under Six Hours
Currently, labor agreements limit the maximum scheduled trip time between two crew change points to six hours. Scheduled trips exceeding six hours from end to end, per current labor agreements, require a planned mid-route crew change. If a train consistently violates the agreement by running longer than six hours without a crew change, then crew penalties are incurred until the train reliably runs under the six-hour threshold.
Today’s San Joaquins service between the Oakland Station in the Bay Area and Bakersfield is scheduled to run just over the six-hour threshold. In order to meet labor requirements, a crew change is currently scheduled at Merced. This is a significant expense for the operating budget. Furthermore, the implementation of PTC is estimated to increase the time it
Final 2021 SJJPA Business Plan 28 of 66 takes to swap crews by as much as 15 minutes due to a new set of procedural requirements. The new protocol will add a considerable amount of trip time for passengers. Given the significant cost and schedule implications of continuing to have a crew change in Merced, SJJPA is committed to developing a plan that will eliminate this crew change.
Several strategies to reduce operating times to under six hours between Northern California and Bakersfield will be explored during the latter part of FY 2020/21 and in FY 2021/22, including but not limited to the following: • Identifying potential areas to institute operational efficiencies that would allow for reduced dwell times at several stations; • Implementing measures that would allow for a reduction in schedule recovery time at strategic locations; • Skipping a limited number of stations for each train, while ensuring all stations still have sufficient service each day; • Terminating some trains in Emeryville; • Having some trains skip Emeryville while continuing to terminate in Oakland; • Utilizing increased acceleration/deceleration of the new Charger locomotives to reduce trip time; and • Exploring the feasibility of increased speeds along portions of the corridor.
Other Rail Service Coordination Strategies • SJJPA will continue to evaluate existing train and connecting bus schedules and determine if there are potential changes which could improve ridership, revenue, and cost effectiveness. Schedule adjustments have the potential to improve the San Joaquins performance without additional resources. • Assess operational impacts and potential schedule changes from the implementation of planned and potential new stations along the existing San Joaquins Route, including Oakley, Hercules, Berkeley, Oakland Coliseum, and Madera. • Explore the feasibility and operational impacts of shifting service from the Stockton “San Joaquin Street” station location to the Cabral (ACE) Station in downtown Stockton or to a location in the vicinity (eastern side) of the Stockton Diamond Grade Separation. • Represent the San Joaquins at monthly Capital Improvement Team (CIT) meetings with the Union Pacific Railroad (UPRR). Operational issues encountered over the prior month and any upcoming capital and system projects that could affect train performance are discussed at these meetings. • Participate in quarterly CIT meetings with the BNSF and UPRR to discuss operational issues encountered over prior months and any upcoming capital and system projects that could affect train performance. • Work with the Capitol Corridor JPA, LOSSAN JPA, and Caltrans to provide improved connections to the Capitol Corridor and Pacific Surfliner. • Participate in the Bi-Monthly Construction meetings with BNSF and Caltrans to identify potential maintenance projects and projects required to increase service to 9 daily round-trips, as well as to monitor progress on projects in construction. • Work with the Federal Railroad Administration on regulatory requirements associated with the San Joaquins, i.e. Positive Train Control. • Work with Butte CAG, SRTA, and Caltrans to explore the potential for future extension of San Joaquins service north of Natomas to Butte County. • Work with SJRRC and the Tri-Valley – San Joaquin Valley Regional Rail Authority on future use of a shared universal corridor over the Altamont Pass with ACE, San Joaquins, and Valley Link as outlined in the Altamont Corridor Vision Phase 1 project.
Final 2021 SJJPA Business Plan 29 of 66 Thruway Bus Operating Strategies
Thruway Bus service is a key component of San Joaquins operations, providing important connections to transit systems and tourist destinations, such as Yosemite, San Francisco, and Southern California. Additionally, many routes operate through rural communities, offering corridor-wide connections to San Joaquins trains. However, Thruway Bus service was restricted to ticketed Amtrak train passengers which results in underutilization of bus capacity and high operating costs. Opening key segments of Thruway Bus service to non-rail passengers could reduce operating expenses, increase ticket revenue, increase public and environmental benefits, and complement/augment local and regional bus services.
To accomplish this, SJJPA successfully worked with Senator Allen, RailPAC, Central Valley Rail Working Group, and San Joaquin Valley Regional Planning Agencies’ Directors’ Committee on getting legislation (SB 742) passed and signed by the Governor that enables bus-only tickets to be sold on state-supported Thruway Bus services. SJJPA is working in coordination with private intercity bus providers and public local and regional bus providers to implement the provisions of SB 742. SJJPA is also pursuing partnerships with public and private operators that would allow San Joaquins passengers to utilize intercity bus services of other agencies/companies, while allowing non-Amtrak passengers to utilize the same services. By increasing the load factor on connecting bus services (i.e. the number of seats filled on each bus), SJJPA anticipates a significant reduction in operating expenses and higher ticket revenue. Due to the COVID-19 pandemic, implementation of SB 742 has been delayed so that all thruway bus seating capacity is reserved for rail passengers. Current social distancing restrictions has set available seating capacity at 50% for both rail and bus service. Once social distancing restrictions have been lifted by the State, SJJPA will move forward with plans to implement SB 742.
Partnership with the Shasta Regional Transportation Agency on the “North State Intercity Bus System”
Shasta Regional Transportation Agency (SRTA) is currently planning a new express bus service between Redding and Sacramento as part of the proposed North State Intercity Bus System. To fund the necessary capital investments (including several electric buses), SRTA recently received a TIRCP award. SJJPA and SRTA have formed a partnership to that would allow San Joaquins passengers currently traveling on Amtrak Thruway Buses from Sacramento to Red Bluff or Redding to utilize the new SRTA express bus instead. Correspondingly, SJJPA staff is planning to terminate the Thruway Bus Route 3 in Chico (approximately 75 miles south of the current terminus in Redding) to save on operating costs, which would enable SJJPA to financially support the operations of express bus service. A MOU will be negotiated between the two agencies that would outline the parameters of SJJPA’s financial support, while ensuring San Joaquins passengers have seamless access/ticketing on the new SRTA express bus. The service would provide much faster travel times between Sacramento and Redding as the new line would run along I-5 corridor rather than the more circuitous SR 99 corridor. Due to COVID-19, implementation of SRTA’s North State Intercity Bus System has been delayed.
Potential Partnership with Butte County Association of Governments
A similar partnership is being explored with the Butte County Association of Governments (BCAG). BCAG is planning a new commuter bus service between Chico and Sacramento. SJJPA and BCAG are exploring the possibility of BCAG incorporating the remainder of the Thruway Bus Route 3 (from Chico – Stockton) into new bus operations in exchange for operating support. SJJPA would produce the cost savings by eliminating the entire Thruway Bus Route 3. BCAG currently has a study underway to analyze a potential regional bus service between Chico and the Sacramento region that could replace SJJPA’s Thruway Bus Route 3 in the future.
Potential Partnerships with North Coast Stakeholders to Optimize Thruway Bus and Other Bus Services
Stakeholders in Marin and Sonoma Counties and farther north along the North Coast have expressed a strong interest in optimizing the Thruway Bus service (Route 7) that currently operates between McKinleyville and Martinez. SJJPA has engaged in initial discussions with representatives in various cities, State Senator McGuire’s office, and officials from Sonoma-Marin Area Rail Transit (SMART) on developing strategies for improving utilization of the existing Thruway Bus service and to provide connecting Thruway Bus service to SMART trains. In FY 2021/22, SJJPA will continue planning work around these issues with the goal of identifying a range of solutions to increase the usefulness of Thruway Bus and other connecting bus services.
Final 2021 SJJPA Business Plan 30 of 66 Implementation of SB 742 Provisions
SB 742 (Allen) was signed by Governor Newsom on October 8, 2019 and its provisions became law on January 1, 2020. The implementation of SB 742 will need to be phased in over time. SJJPA approved bus-only ticketing for Routes 10 (Bakersfield-Oxnard-Santa Barbara) and Route 12 (Bakersfield-Lancaster-Victorville) at the January 24, 2020 SJJPA Board Meeting. Approval for additional routes will be sought at future SJJPA Board Meetings until all of the routes are able to offer bus-only tickets. As specified in SB 742, before offering bus-only tickets on Thruway bus routes, SJJPA will consult with and consider local and regional public transit operators to determine if a local or regional public transit operator can provide the planned service and attempt to avoid conflicts with existing public transit services. SJJPA will also make a good faith effort to coordinate with private motor carrier services to provide timely connections with intercity rail services, including agreements to fund modifications or expansions of existing motor carrier services to better coordinate with existing services. The implementation of SB 742 is expected to enhance existing intercity private bus services and to avoid damage to these services if possible. SJJPA’s efforts to implement SB 742 will be documented, presented, and available for public comment at applicable SJJPA Board Meetings. Due to the COVID-19 pandemic, implementation of SB 742 has been put on hold as to reserve seating capacity for train passengers with overall seating capacity reduced on both trains and thruway buses at 50% of normal capacity. Once the restrictions on seating capacity is lifted, SJJPA will continue with implementation of SB 742.
Studies of New Proposals
In FY 2017/18 and FY 2018/19, SJJPA received three proposals received from stakeholder groups advocating for service changes to the San Joaquins, which are described below. SJJPA has committed to conducting analysis of these proposals.
Proposed Limited-Stop San Joaquins Rail Service between Sacramento and Bakersfield
In September 2017, a group of stakeholders from Kern County approached the SJJPA with a proposal for faster service between Sacramento and Bakersfield by running a morning northbound and evening southbound express train that would skip seven stations. The proposal would add Express Service in the morning direct to Sacramento from the South San Joaquin Valley (currently only served by a Thruway Bus connection in Stockton). The proposal was presented to the SJJPA Board on September 22, 2017. The Board directed staff to further study the proposal. In 2021, SJJPA will conduct a more detailed analysis of the proposal in coordination with the State and host railroads. Analysis will include ridership forecasts (including potential Thruway Bus connections), operational analysis to verify travel time savings, and the identification of potential operational issues and/or benefits.
Proposed New Thruway Bus Route between Silicon Valley and Southern San Joaquin Valley
For several years, Kern COG has requested SJJPA run an additional Thruway Bus line between Silicon Valley and Madera with the goal of capturing additional ridership markets. SJJPA conducted detailed analysis regarding the feasibility of this proposal in FY 2018/19. Based on strong preliminary ridership and revenue forecasts, SJJPA is requested and received state funding to initiate a pilot program for a new Thruway Bus between San Jose and Madera. Detailed operating analysis in coordination with Amtrak led SJJPA (in coordination with the state) to adjust the service to be between San Jose and Merced because of cost savings and other operational efficiencies. After a first year initial ramp-up period, this new Thruway Bus route between San Jose and Merced (with stops at Los Banos and Gilroy) is expected to be revenue positive. The FY 2019/20 request for the pilot program start-up was to fund connections to two San Joaquins daily round trips in 2019/20. Due to the COVID-19 pandemic, implementation of this thruway bus route has been put on hold. SJJPA plans to implement this new thruway bus route in 2022.
Proposed Altamont Corridor Used by San Joaquins
SJJPA has also received proposals from Train Riders Association of California (TRAC) suggesting that SJJPA seek private sector funding for a much faster Altamont alignment that would be shared by San Joaquins and ACE. TRAC’s plan involves shifting San Joaquins off its current route between Stockton and Oakland to serve what TRAC believes is a larger market.
Final 2021 SJJPA Business Plan 31 of 66 Coordination of Operations with Future High-Speed Rail Service
Recognizing the complimentary nature of the San Joaquins and the future high-speed rail system, a Joint Policy Statement was adopted by CHSRA, SJJPA, and Caltrans in 2013 that ensures cooperation and input of local communities on all decisions related to any changes in the San Joaquins and consistent planning between these agencies. As required by the enabling legislation for SJJPA, this Draft 2021 SJJPA Business Plan Update is consistent with the 2018 California State Rail Plan (DCSRP) and the CHSRA’s Revised Draft 2020 Business Plan.
With California’s phased approach to implementing the State’s high-speed rail (HSR) project, conventional rail services are particularly critical to the success of the interim service of the proposed HSR system. The San Joaquins (including the Thruway Buses), with its desirable rail connectivity to the Bay Area, Sacramento, and the northern San Joaquin Valley, provides strong support for the proposed HSR Interim Service, which would run from Merced to Bakersfield. With billions of dollars being investing in the California HSR project, the improvement and expansion of the San Joaquins as a feeder network should be a very high priority for SJJPA, California High-Speed Rail Authority (CHSRA), the State, the regions, and the FRA, in consultation with the BNSF and UPRR.
SJJPA, along with CalSTA, Caltrans, and the Central Valley Rail Working Group worked cooperatively on the CHSRA’s “Merced to Sacramento Connected Corridors North Study.” The purpose of this study was to identify elements of an integrated investment program that aligns the goals of rail-planning efforts by SJJPA and the region more closely with the phased implementation of the High-Speed Rail (HSR) program. By collaborating to align regional goals, better passenger rail service can be delivered to the Northern San Joaquin Valley Region, from Merced to Sacramento, than would be possible with uncoordinated efforts. The Study concluded that an incremental and well-coordinated approach to service expansion and capital investment leading to full HSR deployment will allow the region to achieve better, faster, and more-frequent service, sooner than would occur if each agency pursued their interests independently. The Connected Corridors North Study and CHSRA’s coordination with SJJPA resulted in an approach for phased regional investment which is fully consistent with SJJPA’s planning for service improvements. This collaborative effort enabled CHSRA to strongly support the joint SJJPA/SJRRC 2018 TIRCP application for providing additional passenger service to Sacramento which will serve as a complementary “feeder” service to HSR and is an important first step towards bringing direct HSR service to Sacramento.
SJJPA strongly supports Governor Newsom’s and CHSRA’s proposed Merced-Bakersfield HSR Interim Service with intermediate stops at Fresno, Madera, and Kings/Tulare. SJJPA has been working with SJRRC, CHSRA, Caltrans, CalSTA, and the CHSRA’s Early Train Operator (ETO) on planning for integrating the San Joaquins and ACE services with the Merced-Bakersfield HSR Interim Service. Both the San Joaquins and ACE rail services would directly connect with HSR services at a multi-modal station in downtown Merced. For the San Joaquins, this will require a new track connection between the BNSF and UPRR mainlines known as the Merced Intermodal Track Connector (MITC) Project (see Figure 4.1). In coordination with CHSRA and the City of Merced, the proposed multi-modal station at Merced would be elevated and have a northern boundary at “R” Street. SJJPA will take the lead in the environmental clearance/detailed design for the MITC Project (which will also environmentally clear the Merced Multimodal Station). To most efficiently integrate the San Joaquins and the interim HSR services, Merced will become the southern terminus for San Joaquins rail service once operations begin on the HSR infrastructure at the end of 2028. SJJPA is coordinating with SJRRC’s Ceres to Merced environmental review process to plan and environmentally clear a layover and maintenance facility for ACE and San Joaquins services in Merced (see Figure 4.1).
The San Joaquins and ACE rail services will be key feeder services for the Merced-Bakersfield HSR Interim Service, providing important connectivity to the Northern San Joaquin Valley, Sacramento and to the Bay Area. In addition, the extensive San Joaquins Thruway Bus Network, will provide equally important connectivity to Southern California and the rest of the state (see figure 4.2). The initiation of the Merced-Bakersfield HSR Interim Service will lead to substantially improved intercity passenger rail service throughout California, with much higher frequencies of service, shorter travel times, better on-time performance, reduced emissions and GHG, improved safety, higher ridership and reduced state subsidies. SJJPA is committed to continuing to work with CHSRA, Caltrans, CalSTA and SJRRC to implement a fully integrated statewide intercity service which utilizes the HSR infrastructure between Merced and Bakersfield that will bring great benefits to the state, demonstrates electrified HSR operations, and leads to the expansion of the statewide HSR network. To help move the implementation of HSR in California forward, SJJPA approved an initial MOU with CHSRA
Final 2021 SJJPA Business Plan 32 of 66 and CalSTA at the November 20, 2020 SJJPA Board Meeting in which each agencies committed on working toward the goal of having SJJPA be the operating agency for the Merced-Bakersfield HSR Interim Service. Key points from the MOU include:
• CHSRA would be responsible for implementing and providing access to, and maintenance for the HSR infrastructure (including track and railway systems, bridges, platforms) and HSR trainsets. • SJJPA would act as the operator (indirectly, by contract) of the Interim HSR Service. SJJPA will identify and propose a delegate “Operator”, to be approved by CHSRA, to operate trainsets and stations. • SJJPA would pay CHSRA a System Access Fee for usage of CHSRA infrastructure and related assets in an amount sufficient to cover the portion of CHSRA’s maintenance and overhead costs that are related to the Interim Service. • SJJPA would work to have a joint Operator for ACE, San Joaquins and HSR.
• CalSTA will work with SJJPA on the best approach for its business plan under this new model. CalSTA will review and approve SJJPA business plans that include plans and budgets for SJJPA to operate Related Services after ensuring that all legal requirements have been met. In FY 2021-22, and FY 2022-23, SJJPA will continue to work with CHSRA and CalSTA on more detailed agreements, and planning for network integration, interim HSR stations and connectivity, and service operations for the Merced- Bakersfield HSR Interim Service.
Figure 4.1 – Merced Intermodal Track Connector and Station
Final 2021 SJJPA Business Plan 33 of 66
Figure 4.2
Final 2021 SJJPA Business Plan 34 of 66 5. SHORT-TERM AND LONGER-TERM CAPITAL IMPROVEMENT PROGRAMS
A key goal of SJJPA is to build upon the State’s efforts to improve the performance and increase the frequency of the San Joaquins and expand ridership through increased awareness of the service and the development of new ridership markets. SJJPA has developed an aggressive $1.5 billion “Estimated 10-Year Capital Improvement Program” to expand the capacity of the San Joaquins Corridor and prepare the San Joaquins to best complement and integrate with future HSR service. This chapter details this program, as well as identifying specific projects in SJJPA’s Short-Term and Longer- Term Capital Programs.
Estimated 10-Year Capital Improvement Program
In coordination with the State, BNSF, and UPRR, SJJPA is in the process of implementing its Estimated 10-Year Capital Improvement Program (see Figure 5.1), which will transform the San Joaquins Corridor to one that will not only vastly improve intra-Central Valley and inter-Central Valley-Bay Area travel, but also performs as an efficient feeder service to the State’s future high-speed rail (HSR) system. The improvements for this program will benefit multiple agencies and other rail services, and are consistent with the 2018 California State Rail Plan and the Revised Draft 2020 CHSRA Business Plan. A major feature of this program is creation of a new passenger rail corridor along UPRR’s Sacramento Subdivision between Sacramento and Stockton, on which San Joaquins trains are envisioned to share tracks and stations with Altamont Corridor Express (ACE) rail service. Improvements associated with Sacramento Subdivision are consistent with CHSRA’s Connected Corridor North Study to bring early implementation of HSR to Sacramento. The Estimated 10-Year Capital Improvement Program also maintains and optimizes service to the Bay Area and improves safety and security along the San Joaquins Corridor. Ultimately this program of improvements is designed to allow for hourly service from Sacramento to Merced, while maintaining service levels in the other segments of the San Joaquins Corridor and for direct connectivity with the Merced-Bakersfield HSR Interim Operating Segment through the implementation of the MITC Project.
Elements of the Estimated 10-Year Capital Improvement Program include:
Corridor Capacity Enhancements for Additional Daily Round-Trips: This program includes the 8th and 9th Daily Round-Trips, which are detailed in the Short-Range Capital Improvement Program. It also includes additional round-trips to eventually achieve hourly service between Sacramento and Merced, which are discussed in the Longer-Term Capital Improvement Program. Capacity enhancements are also currently being evaluated between Stockton and Oakland.
New Maintenance and Layover Facilities: To support the 8th and 9th Daily Round-Trips, two layover facilities will also be needed as part of the Short-Term Capital Improvement Program. To provide additional service between Sacramento and Merced (eventually hourly), a new maintenance facility, and an expanded Stockton Regional Maintenance Facility, will be needed as part of the Longer-Term Capital Improvement Program.
Safety and Improvements: SJJPA is in the process of planning and implementing projects that will improve safety throughout the San Joaquins Corridor, including station lighting upgrades, improved pedestrian crossings at the tracks, new fencing along sections of the corridor with high incident rates, etc. Additionally, SJJPA is working with Amtrak and the host railroads to reduce trespasser and vehicle/crossing incidents along the corridor.
New Stations: As part of the 8th and 9th Daily-Round Trips and establishing service along the Sacramento Subdivision, the SJJPA is currently working to implement up to six new stations north of Stockton, including Lodi, Elk Grove, and four in Sacramento. A new station in Oakley is also being implemented, as is a relocated station in Madera. These are contained in the Short-Term Capital Improvement Program. New stations will also be considered as part of any extension of service north of Sacramento. SJJPA is also implementing numerous station enhancement and parking projects to ensure a high-quality passenger experience.
New Equipment: To enable additional round-trips and extensions of service, additional trainsets will be necessary beyond what is currently being procured by the State of California. In the Short-Term Capital Improvement Program, additional trainsets are included for the 8th and 9th Daily Round-Trips. To reach hourly service between Sacramento and Merced, another order of trainsets will be needed (see the Longer-Term Capital Improvement Program).
Final 2021 SJJPA Business Plan 35 of 66 Service Extensions: In conjunction with the 8th and 9th Daily Round-Trips, SJJPA is working to extend service along the Sacramento Subdivision to new locations in Sacramento. Details are contained in the Short-Term Capital Improvement Program. In the longer-term, extensions north of the Sacramento Region and to the Oakland Coliseum/Airport are being considered.
During implementation of this ambitious capital improvement program, SJJPA will continue to work with the State to: • Secure funding for future projects; • Ensure that projects meet the delivery schedule; • Minimize the construction impacts of projects; • Maximize the benefits of projects on overall service performance; and • Coordinate with CHSRA regarding MITC Project and Merced Intermodal Station, the Madera Relocated Station, and grade separations or improvements being done to the BNSF track as a result of the implementation of the initial construction of the HSR system.
The Estimated 10-Year Capital Improvement Program consists of a Short-Term Capital Improvement Program (0-5 years) and a Longer-Term Capital Improvement Program (5+ years), both of which are detailed below.
Table 5.1 Estimated 10-Year Capital Improvement Program ($ Millions)
Project Cost
Corridor Capacity Enhancements - Additional Daily Round Trips $615 to Reach Hourly Service (Merced-Sacramento)*
Corridor Capacity Enhancements (Stockton-Bay Area)** $200
New Maintenance and Layover Facilities $64 Safety Improvements (Grade Crossings $38 Improvements/Fencing/Road Closures, etc.) New Stations*** $208 Service Extensions $175 New Equipment $200 TOTAL: $1.5 Billion
Notes: *Improvements needed to enable 8th and 9th Daily Round-Trips between Sacramento and Merced are defined in SJJPA’s/SJRRC’s TIRCP application. Additional capacity enhancement projects and/or capital access fees will be required to allow achieve hourly service between Sacramento and Merced, such as double-tracking, eliminating hold-outs at stations, increased capacity at the Stockton Cabral Station rail hub, Stockton Diamond Grade Separation, and Merced Intermodal Track Connection and Station projects. **Improvements to allow additional train slots from Stockton to Oakland as necessary to ensure enough capacity exists for both San Joaquins and Capitol Corridor Services. ***Up to eight new stations are being planned along the Sacramento Subdivison service extension (four in Sacramento plus stations in Elk Grove, Lodi and two more north of Sacramento). Madera and Oakley would also see new stations. Additional stations are being considered, but are beyond the 10-year horizon.
Final 2021 SJJPA Business Plan 36 of 66 Short-Term Capital Improvements
SJJPA is currently focused on implementing a substantial Short-Term Capital Improvement Program over the next five years. The Program contains four areas of improvements: 8th and 9th Daily Round-Trips, Other Station Projects, and Corridor and Other Projects (see Table 5.2).
8th and 9th Daily Round-Trips
The deployment of the 7th Daily Round-Trip between Oakland and Bakersfield on June 20th, 2016 was the first step in increasing San Joaquins service frequency. SJJPA is now focusing on improvements needed to increase frequency of service to Sacramento, with the next step being the implementation of the 8th and 9th Daily Round-Trips.
Many of the required capacity improvements for the 8th Daily-Round Trip are completed or will be completed shortly between Stockton and Fresno. These improvements consist primarily of double-tracking projects (see Tables 5.2). There are also plans to install second platforms at four stations over the next few years, which will reduce holdouts, thereby increasing capacity.
Determining improvements needed between Sacramento and Stockton for the 8th and 9th Daily Round-Trips have been more complicated. Running additional passenger trains on the UPRR’s Fresno Subdivision will be very difficult in the near-term. Given this situation, SJJPA began exploring the option of utilizing the Sacramento Subdivision, a parallel UPRR-owned rail corridor to the west in coordination with CalSTA, CHSRA, Caltrans, SJRRC, and the Central Valley Rail Working Group. Feasibility studies by SJJPA/SJRRC and CHSRA determined that the Sacramento Subdivision was the most viable alternative for expanded passenger rail service from the San Joaquin Valley to Sacramento, and UPRR has indicated there is potential to provide passenger service on this corridor. In 2017, SJJPA’s Board adopted the Sacramento Subdivision as the preferred corridor to pursue for future service expansion to Sacramento.
SJJPA has been engaged in planning and environmental work to determine needed improvements to establish passenger rail service along the Sacramento Subdivision as part of the development of a Transit and Intercity Rail Capital Program (TIRCP) grant application. SJJPA worked in partnership with San Joaquin Regional Rail Commission (SJRRC) on the TIRCP application, as the SJRRC-managed Altamont Corridor Express (ACE) rail service would share the tracks and stations along the Sacramento Subdivision with San Joaquins trains between Sacramento and Stockton. On January 12, 2018, SJPPA and SJRRC submitted the joint TIRCP to CalSTA. On April 26, 2018 CalSTA announced that the SJJPA/SJRRC “Valley Rail” application was awarded $500.5 million to expand San Joaquins and ACE services.
The following improvements related to the 8th and 9th Daily Round-Trips (see Table 5.2) were developed and included in the TIRCP application: • Track Improvements (UPRR Sacramento Subdivision); • New Stations (six along the Sacramento Subdivision, including Natomas, Old North Sacramento, Midtown, City College, Elk Grove, and Lodi); • Track Extension (Stockton Cabral Station to the ACE Maintenance Facility); • Layover Facilities (in Natomas for the Northern Terminus, in Merced, and a temporary facility in Fresno for the Southern Terminus of the expanded service); • New Rolling Stock for the San Joaquins (two new 6-car trainsets); and • Capital Access Fees.
With TIRCP funds now awarded, SJJPA-SJRRC is moving forward on constructing improvements for the Stockton- Sacramento segment along the Sacramento Subdivision. These improvements will also lay the groundwork for additional round-trips to Sacramento in the future for the San Joaquins and ACE services.
Other Station Projects
In addition to the station projects associated with the 8th and 9th Daily Round Trips, SJJPA is currently involved in several other station projects.
Final 2021 SJJPA Business Plan 37 of 66 Wasco Station: The high-speed rail alignment goes directly through the Wasco Station site, necessitating a re-design and re-construction. SJJPA is working to ensure that high-quality access to the station is preserved during and after construction (which will be performed by the CHSRA).
Relocated Madera Station: SJJPA is working with CHSRA, Madera County, Madera CTC and the City of Madera to relocate the Amtrak station in Madera County. A new station location off Avenue 12 is being sought to support the potential for greater ridership and transit oriented development, improve connectivity and accessibility for transit and automobiles. The new station is being designed and environmentally cleared to enable future high-speed rail operations at this location. Funding for the Relocated Madera Station was included in the 2018 TIRCP award. The formal environmental review process and detailed design for the relocated station will be completed in 2020. SJJPA approved the Madera Station Relocation Project environment review document at the January 22, 2021 Board Meeting.
New Oakley Station: SJJPA, in coordination with the City of Oakley, Amtrak, and BNSF Railways, will be entering into the design phase of the project in 2021. Construction is slated to begin for the Oakley Station Platform Project in 2022.
SJJPA included and was awarded the station platform and trackwork in its portion of the 2018 TIRCP application. The City of Oakley is providing matching funds for the parking and other station facilities.
Other Station Projects Include: • Allensworth Station - Platform and accessibility improvements (currently in planning); • New parking lots in Merced, Fresno, and other stations as needed; and • Station Enhancement Projects – lighting, signage, landscaping, repairs, etc. (non-Morning Express Stations).
Corridor and Other Projects
Stockton Wye: This project will provide a connector track between the UPRR Fresno Subdivision and the BNSF Stockton Subdivision, which will result in enhanced capacity of train movement within the busy rail environment of Stockton. This project supports SJJPA goals of increase capacity in the San Joaquins Corridor and the frequency of San Joaquins trains.
Platform Accessibility for High-Floor Cars: SJJPA currently operates two trainsets that consist of Comet Cars, which have high-floors, requiring passengers to utilize steep stairs to embark/disembark trains. This limits accessibility and slows boarding, increasing the dwell time of trains at stations. Additionally, the State is procuring new single-level passenger rail cars, which also have high-floors. These rail cars are expected to be assigned to the San Joaquins. To improve accessibility and speed boarding for existing and future high-floor passenger cars, SJJPA is currently exploring the possibility of installing Mini-High Platforms (small sections of the platform that are raised to the same height as the high- floor rail cars and accessible via a ramp from the lower part of the platform) at all existing and planned San Joaquins stations.
Stockton Diamond Grade Separation Project: This project is the grade separation of the intersection of the BNSF Stockton Subdivision and the Union Pacific (UP) Fresno Subdivision in south Stockton. This is the most heavily congested freight bottleneck in California. In addition to substantial freight and environmental benefits, this project will enable future expansion of ACE and San Joaquins services. In partnership with the SJJPA, SJRRC and Caltrans pursued and received $120 million in state and federal funding in 2020 to implement this critical project, Valley Rail funding will be used as matching funding. The environmental and detailed design are being funded through ITIP funds. The environmental impact report (EIR) is expected to be completed by the end of FY 2020/21.
Increasing Operating Speeds: Increasing the operating speed of the San Joaquins in key locations could reduce travel times, and improve reliability (i.e. on-time performance) in the San Joaquins Corridor. It could also help eliminate a costly crew change in Merced due to running times between Bakersfield and the Bay Area being just over six hours. In coordination with BNSF, UPRR, and Caltrans, SJJPA will work to identify locations along the San Joaquins Corridor where key track improvements (such as curve realignments) could increase speeds, potentially to 90 mph in certain locations. Any increase in speeds, especially if as high as 90 mph, should be balanced against the need for increased costs in maintenance of the tracks.
Cal PIDs Replacement/Upgrade: The Passenger Information Display System for California’s Intercity Rail Services – or Cal PIDS – is the network of digital information signs present at all station platforms. The current generation of digital signs
Final 2021 SJJPA Business Plan 38 of 66 that make up Cal PIDS have limited capabilities and are reaching end of their useful lifespan. This project, in partnership with CCJPA, will upgrade the entire Cal PIDS system, including the replacement and upgrade of all platform digital signs and back office systems that support them.
Safety Improvement Projects (Lighting, Security Cameras, Fencing, At-Grade Crossing Improvements, Grade Separations, Wayside Horns, and Quiet Zones): SJJPA currently is conducting comprehensive station area assessments for safety. Related projects being pursued include improving lighting and security camera infrastructure at both stations and platforms, walkways, parking lots, and other station improvements. Another high priority for SJJPA is to discourage trespassing along the corridor by installing fencing in high-incident areas.
Accidents between intercity passenger rail services and vehicles predominately occur where the railroad track and a road cross at the same level. These are called “at-grade” crossings. There are hundreds of at-grade crossings along the San Joaquins Route. SJJPA will continue to work with BNSF, UPRR, CCJPA (where the route is shared), and Caltrans to develop a plan and prioritization for at-grade crossing improvements. This will include an inventory of all previous at-grade crossing incidents along the route, potential improvements, and the identification of key crossings which should be prioritized for future grade separation. Grade crossing improvements will increase safety and will also improve the performance of the San Joaquins and freight operations.
Two approaches to ensuring at-grade crossing safety while also reducing community impacts are the use of Wayside Horns and the development of Quiet Zones. Wayside Horns are mounted on poles at an at-grade crossing and emit a sound which is directed at approaching motorists, pedestrians, and bicycles on the roadway. Where these are deployed, they eliminate the need for trains to use their horns through at-grade crossings. It is estimated that the area of noise impact is about 10% of the area compared to a train mounted horn. Wayside horns have already been successfully deployed on the San Joaquins alignment in the City of Escalon (at four at-grade crossings). The deployment of Wayside horns at other locations along the San Joaquins Route will be evaluated as a way of reducing community impacts from both the San Joaquins and freight operations.
An alternative to wayside horns are quiet zones, where horns are silenced by establishing a “New Quiet Zone.” To accomplish this, the jurisdiction with authority of the grade crossing initiates a quiet zone establishment process following the procedures listed in 49 CFR Part 222. One method of establishing a Quiet Zone is to install Supplemental Safety Measures (SSMs) which are physical devices that improve crossing safety. Types of physical improvements that may be implemented to establish a quiet zone include signage, raised medians or median channelization, and/or quad gates. SJJPA will work with jurisdictions that are seeking to establish a quiet zone along the San Joaquins Corridor.
Grade separations at busy crossings are also effective in increasing safety. Given the high cost, these projects require a large effort. SJJPA will work with local jurisdictions to determine any locations that are candidates for a grade separations and to look for funding sources.
Final 2021 SJJPA Business Plan 39 of 66 Table 5.2
San Joaquins Corridor - Short-Term Capital Projects ($ Millions)
Project Funding Improvement Program/Project (0-5 years) Funding Sources Lead Agency Status Cost Secured Short-Term Service Improvements Temporary Layover Facility - Fresno $1.7 $1.7 Cal OES SJJPA Completed Modesto Station Parking Lot $0.4 $0.4 LTF City of Modesto Construction Turlock-Denair Station Parking Lot $0.29 $0.29 Minor Cap/Cal OES Stanislaus Co. Completed Stockton (Cabral) Station Parking Lot $1.3 $1.3 CMAQ SJJPA/SJRRC Construction Station Enhancements - Antioch $0.3 $0.3 Cal OES SJJPA/City Completed Station Enhancements - Security Cameras $1.5 $1.5 Minor Cap/Cal OES SJJPA Construction Station Enhancements - Other* $2.3 $2.3 Minor Cap/Cal OES SJJPA Construction 8th and 9th Daily Round-Trips Track Improvements - UPRR Sac. Sub $149.1 $149.1 TIRCP SJJPA/UPRR Planning/Env. Track Improvements - BNSF Stock. Sub $20.0 $20.0 TIRCP SJJPA/BNSF Design New Stations (Lodi, Elk Grove, 4 in Sac.) $111.5 $111.5 TIRCP SJJPA Planning/Env. Prop Track Extension (RMF to Cabral Station) $23.7 $23.7 SJRRC/UPRR Planning/Env. 1A/CMAQ/Other New Rolling Stock $87.6 $68.0 TIRCP SJJPA Planning/Env. Merced-LeGrand Double Tracking (Seg. 2) $23.2 $23.2 ITIP Caltrans/BNSF Construction Stockton-Escalon Double Tracking (Seg. 3) $20.5 $20.5 ITIP Caltrans/BNSF Construction Stockton-Escalon Double Tracking (Seg. 4) $23.0 $23.0 ITIP Caltrans/BNSF Construction Layover Facility - Natomas $17.7 $17.7 TIRCP SJJPA Planning/Env. Merced Station Double Platform/Trackwork $10.3 $10.3 ITIP Caltrans/BNSF Design/Const. Modesto and Turlock-Denair Double Platforms $20.0 $20.0 ITIP Caltrans/BNSF Planning Capital Access Fees TBD TIRCP/SRA SJJPA Planning Other Station Projects Wasco Station Reconstruction TBD CHSRA Funds CHSRA Design Madera Station Relocation/Expansion $26.7 $26.7 TIRCP SJJPA Planning/Env. New Oakley Station $8.6 $8.6 TIRCP SJJPA Design/Const. Allensworth Accessibility Improvements $0.3 $0.3 Cost Savings SJJPA Planning Turlock-Denair Station Bus Loop TBD TBD SJJPA/Stan Co. Planning New Parking Lots TBD Cost Savings/SRA SJJPA Planning Station Enhancements - Other** $0.1 $0.1 Minor Cap/Cal OES SJJPA Planning Corridor and Other Projects Stockton Wye $8.7 $8.7 SRA UPRR Design/Const. Platform Accessibility for High-Floor Cars $5.0 $5.0 ITIP Caltrans/SJJPA Design Increasing Operating Speeds (e.g. 90 mph) TBD TBD SJJPA/BNSF Planning Cal PIDS Replacement/Upgrade $0.9 $0.9 Cost Savings/SRA SJJPA/CCJPA Planning TCEP/BUILD/ITIP/SB SJRRC/SJJPA/UP/ Stockton Diamond Grade Separation $237.0 $237.0 Planning 132 BNSF Stockton Rail Maintenance Facility Expansion $15.0 $15.0 ITIP SJRRC/SJJPA Design Merced Intermodal Track Connecter (MITC) $150.0 TBD SJJPA Planning
Source: Caltrans Division of Rail and Mass Transportation and SJJPA, 2020. Notes *Consists of a variety of station improvements that include lighting, signage, landscaping, repairs, and other projects
** Consists of non-Short-Term Service station improvements that include lighting, signage, landscaping, repairs, and other projects
Final 2021 SJJPA Business Plan 40 of 66 Longer-Term Capital Improvements
SJJPA is developing a comprehensive program of improvements to increase the frequency of trains beyond the 8th and 9th Daily Round-Trips, reduce travel time, increase ridership, and improve service reliability of the San Joaquins. Longer- term improvements are identified below. The development of these projects will require further review by SJJPA and is subject to approval from the State, Union Pacific, BNSF, local and regional agencies, and other interested parties.
Hourly Service (Sacramento and Merced)
SJJPA aims to continue to increase service between Sacramento and Merced until hourly frequencies are achieved. This purpose of this increase in frequency is twofold: 1) accommodate increasing demand for business travel and leisure day trips; and 2) provide a connection from Sacramento and Northern San Joaquin Valley to the high-speed rail system at the Merced Station. While improvements being planned as part of the 8th and 9th Daily Round-Trips will go a long way toward preparing the corridor for the future, it is likely additional capacity and other projects will be needed to reach hourly service, especially in the Stockton area and southward toward Merced.
Elements of achieving hourly service will include: increasing the capacity of Robert J. Cabral Station in downtown Stockton, constructing the grade separation of the Stockton Diamond (i.e. the intersection of UPRR Fresno Subdivision and the BNSF Stockton Subdivision), double-tracking projects work as necessary, the MITC Project to enable the multi- modal connection with the Merced-Bakersfield HSR Interim Operating Segment, construction of a new maintenance facility, and the procurement of additional rolling stock. The full extent of improvements required to reach hourly service are still being determined. Additionally, optimization of both scheduling and equipment has the potential to reduce the need for physical infrastructure. When optimization studies currently underway at Caltrans and CCJPA are completed, SJJPA will re-evaluate the need for some of the mentioned infrastructure projects. In addition to optimization, capital access fees are being considered as another approach to constructing infrastructure directly.
Corridor Capacity Enhancements (Stockton – Oakland)
Additional track improvements between Stockton and Oakland would improve the reliability of existing service as well as possibly allow for an increase in the number of daily round-trips from the five that operate today. Caltrans has previously identified a variety of improvements between Oakley and Port Chicago that SJJPA is considering. Additionally, significant investment would be required between Port Chicago and Oakland for improvements to allow additional trains to reach all the way to Oakland (from Martinez) for either the San Joaquins or Capitol Corridor. Additional specific projects still need to be identified to understand the full extent of the improvements needed. SJJPA will work with Caltrans, CCJPA, BNSF, and UPRR to determine the needs that remain beyond the current projects identified.
Longer-Term Projects (Under Development)
In addition to extension of service along the Sacramento Subdivision, SJJPA is investigating additional extensions. SJJPA is currently examining scenarios that could lead to service north of Sacramento. The 2013 State Rail Plan identifies a “San Joaquin Extension to Redding” as a potential expansion of the San Joaquins, and SJJPA is examining this possibility. As first steps, extensions to Yuba City/Marysville and Oroville are under consideration (which could be implemented as a “mid-term” project). Another extension of the San Joaquins SJJPA is studying is from the current terminus at Oakland Station to the Oakland Coliseum/BART Station (currently served by Capitol Corridor trains). Extending the service just five additional miles to this station would provide another direct link between the San Joaquins and BART, as well as new connections to the Coliseum complex and the Oakland Airport via the BART to OAK Automated Guideway Transit service (formerly called the Oakland Airport Connector). SJJPA also will continue to explore the longer-term possibility of having some San Joaquins in the future utilize the Altamont Corridor to bring San Joaquins to additional Bay Area markets.
Another project under consideration is to consolidate Stockton’s two rail stations at Cabral Station, which would enable Stockton to be served by a single station, providing a safer environment for passengers, more secure parking, a direct connection to Sacramento –San Joaquin Valley trains, ACE commuter trains, and promote transit-oriented development. An alternative being investigated for Stockton is relocating the “San Joaquins Street” station to a location in the vicinity/east of the Stockton Diamond Grade Separation Project. This alternative would enable this relocated station to provide direct service to both the Bay Area and to Sacramento.
Final 2021 SJJPA Business Plan 41 of 66 6. PERFORMANCE STANDARDS AND ACTION PLAN
Pursuant to AB 1779, the Secretary of CalSTA submitted a set of uniform performance standards on June 30, 2014 for all state-supported intercity passenger rail corridors. These standards require the administrators and operators of these intercity services to control cost and improve efficiency. SJJPA adopted the CalSTA performance standards on September 27, 2014.
CalSTA identified three uniform performance standards measures to be used for the State supported intercity passenger rail services: usage, cost efficiency, and service quality. Usage – measured by passenger miles and ridership. Cost Efficiency – measured by farebox recovery and total operating cost per passenger mile. Service Quality – measured by endpoint on-time performance, all-station on-time performance, and operator responsible delays per 10,000 train miles.
In support of the State’s performance standards, SJJPA has developed measures to continuously monitor the financial, operational, and ridership performance, as well as outreach effectiveness of the San Joaquins. Additionally, SJJPA already has and will continue to develop strategies to maintain successful performance of the San Joaquins.
In addition to the CalSTA performance standards, SJJPA has focused on the environmental impact of the San Joaquins and its role in helping to create a more sustainable California. Increases in San Joaquins ridership benefit the environment by reducing air pollution and greenhouse gas emissions and help to encourage sustainable, transit- oriented development. It is estimated that in FY 2016, San Joaquins passengers (including those on Thruway Buses) traveled over 240 million passenger miles, resulting in a significant net reduction in CO2 emissions. Additionally, SJJPA is pursuing use of renewable diesel fuel in all locomotives and buses, which will further reduce emissions, along with the planned 8th and 9th Daily Round-Trips and other proposed service increases.
FY 2021/22 and 2022/23 Action Plan
For FY 2021/22 and FY 2022/23, SJJPA will continuously develop action plans with service criteria and objectives to increase ridership, control costs, improve quality, increase the benefits of the San Joaquins Corridor, and better integrate all corridor public transit systems with the San Joaquins (including dedicated Thruway Bus services). Each action will be part of SJJPA’s overall management of the San Joaquins as a transportation product in a highly competitive travel market. The following is a list of areas to be covered: • Negotiate additional revisions to the Amtrak operating agreement to improve performance reporting and decrease operating costs. Plan to reinvest these savings to improve service. • Work with CalSTA, Caltrans, Amtrak, BNSF and UPRR to restore San Joaquins service to pre-COVID-19 levels once the pandemic is over, ridership potential has returned, and funding is available. • Continue to work jointly with the CHSRA, Caltrans, and CalSTA to develop viable strategies and solutions to support phased implementation of high-speed rail and to meet the needs of the San Joaquins and the stakeholder communities of the San Joaquins Corridor. This includes continuing Network Integration planning, Interim Service operations planning and detailed agreements, and coordination to support the success of the Merced-Bakersfield HSR Interim Service. • Work with the state to develop a Project Study Report, identify funding, and then lead the environmental and detailed design work for the MITC Project. • Support the California Integrated Travel Program (Cal-ITP) efforts and the early deployment of a pilot program that would include California’s intercity and commuter rail services.
Final 2021 SJJPA Business Plan 42 of 66 • Implement Valley Rail improvements needed for the planned 8th and 9th Daily Round-Trips in conjunction with UPRR, BNSF, Amtrak, and the State, and seek funding for improvements to enable further expansion of the San Joaquins between Merced and Sacramento to increase connectivity to HSR Interim Service. • Contribute to the ongoing fleet analysis being conducted by Caltrans, which is examining ways to maximize deployment and scheduling efficiencies along the San Joaquins and Capitol Corridors, allowing for increased capacity for rail service and more efficient utilization of equipment. • Participate in the Statewide Working Group Fleet Management focus group that will address issues such as the retirement of the Comet Cars from regular service and the deployment of the new Siemens rolling stock (including any additional infrastructure needed associated with the new equipment). • Develop SJJPA policy for service standards for extensions, new station stops, train running times, station design criteria, etc. • Continue SJJPA’s Marketing and Outreach efforts. • Develop the FY 2022 SJJPA Business Plan Update for FY 2022/23 and FY 2023/24. • Continue to participate in California’s Network Integration Strategic Service Planning (NISSP) process. • Continue daily performance reporting. • Continue to coordinate with UPRR, BNSF, and Amtrak on schedule and train performance. • Conduct market research to solicit feedback from passengers and potential riders to understand existing ridership markets and to identify emerging markets. • Monitor and report on the status of Business Plan commitments. • Continue to refine SJJPA’s Capital Improvement Program. • Work to improve coordination of fares and service schedules with connecting transit systems. • Continue to evaluate measures to improve train and Thruway Bus performance, including modifications to existing service routes and taking on the procurement and management of Thruway Bus contracts. • Expand efforts to monitor Thruway Bus performance. • Continue to work to improve areas surrounding Thruway Bus stops. • Implement a pilot program for an additional Thruway Bus route to serve the travel market between the Southern San Joaquin Valley (Merced) and Silicon Valley (San Jose) with stops at Los Banos and Gilroy. • Continue to explore new partnerships with public or private bus operators and implement the provisions of SB 742 with the goal of allowing non-Amtrak passengers to utilize excess seating capacity on buses that connect with San Joaquins trains to save on operations costs. • Continue analysis on operational impacts and ridership potential of the Kern County stakeholder proposal for express train service between Bakersfield and Sacramento for consideration. Identify future infrastructure (track, signal, and bridge) and facility projects to support increased service levels and extensions and improve performance of service. • Monitor and expand the programs with transit agencies to improve and promote connectivity between the trains and local transit services, and pursue a Caltrans Sustainable Planning grant(s) to study increased connectivity at San Joaquins stations focusing on improving service to underserved disadvantaged/priority populations. • Implement a transit transfer program for San Joaquins passengers if funding permits.
Final 2021 SJJPA Business Plan 43 of 66 • Pursue improved connectivity through partnerships with bike sharing, carsharing, ridesharing, ferry, and transportation network services, as well as increasing availability of car rental services where appropriate. • Identify locations for electric car charging stations at San Joaquins stations. • Increase bike parking and storage (i.e. lockers) capacity at stations, as well as ensuring enough bicycle racks are available onboard trains to meet demand. • Explore implementing a business class section and/or “Quiet Car” on trains. • Work with Amtrak to increase performance tracking through detailed monthly reports on ticketing (including e-Ticketing), delays, and food service. • Work with UPRR, BNSF, Amtrak, and State to grow ridership and revenue by improving reliability, adjusting the service plan, and/or implementing projects that add capacity and reduce travel times. • Work with Amtrak to secure additional cost efficiencies to be reinvested in service enhancements. • Continue planning and environmental work related to additional service to Sacramento in coordination with BNSF, UPRR, CHSRA, CalSTA, and the Central Valley Rail Working Group. • Continue working with Amtrak, CCJPA, LOSSAN, and Caltrans on identifying additional standards for equipment reliability and availability, maintenance of minimum trainset capacity, service performance, and crew size. • Work with Amtrak, CCJPA, Caltrans, UPRR, and BNSF on identifying variables that effect on-time performance. • Coordinate with Caltrans and Amtrak to identify and implement equipment modifications to increase reliability, improve passenger amenities, and improve service. • Coordinate with Caltrans and the Statewide Intercity Passenger Rail Working Group to identify rolling stock needed for increased service levels. • Coordinate with the California Freight Advisory Committee and provide input on the implementation of the California Freight Mobility Plan and the California Sustainable Freight Action Plan. • Develop and work to establish a program to provide subsidies for residents of disadvantaged communities within the San Joaquins Corridor who cannot afford the regular fares. • Continue to work with CHSRA, Amtrak, the City and County of Madera, and CalSTA to relocate the Amtrak Madera station at Avenue 12 that would provide a seamless connection between the San Joaquins and future high-speed rail service, as well as improved access over the existing Madera Amtrak Station. • Establish Redding – Sacramento as an “Emerging Corridor” for an extension of the San Joaquins to be eligible for potential state capital funding for emerging corridors, and get this corridor included in the 2022 State Rail Plan at least as far north as Butte County. • Work with Butte CAG to study the extension of San Joaquins services north to Butte County. • Explore applying for and utilizing Strategic Growth Council (SGC) grants to improve San Joaquins stations located in disadvantaged communities including a station area development grant for the Relocated Madera Station. • Enact strategies to improve café car cost efficiency.
Final 2021 SJJPA Business Plan 44 of 66 7. ESTABLISHMENT OF FARES
SJJPA will work with Caltrans and Amtrak to develop fares ensuring the service is attractive and competitive with other modes of transportation along the corridor. Available ticket types on the San Joaquins are: one-way, round-trip, 10-ride tickets, and monthly passes. The multi-ride tickets, and tickets purchased by seniors, students, veterans, military personnel, the disabled, and children under the age of 15 are sold at a discounted rate. Additionally, Amtrak provides reduced fares for groups of more than 15 people. A “Friends and Family” discount program has been established for the San Joaquins, enabling small groups of 2 to 6 passengers to travel for less every day of the week with the exception of a few black-out dates during peak travel periods. Passengers that buy one full-fare ticket save 50% on up to five companion fares with the Friends and Family discount. As of May 1, 2017, 10-ride tickets are valid for 60 days from the first use.
The current fare policy for the San Joaquins is reserved ticketing with no revenue management. The reserved ticketing policy requires a passenger(s) to purchase a ticket(s) for a specific train/thruway bus for a specific date of travel. Reserved ticketing helps operations better control the inventory of available seats to prevent standing conditions, especially during high traffic periods. The San Joaquins have a single, “one-bucket” fare grid with a peak fare plan for high traffic periods. The fare grid utilizes a distance based methodology with a descending per mile rate as the length of the trip increases. A 5% overbooking policy is in place to ensure no undue sold-out situations occur on short segments of the corridor. Reserved ticketing alerts ticket purchasers of “at-capacity” trains to help encourage them to purchase tickets for a less impacted train or another date.
SJJPA will look into other opportunities to increase fare revenue, including but not limited to: • Explore smart-card fare collection technology or other current best-fit technology provided it can be incorporated into the Amtrak ticketing structure; • Continue and expand the transit connectivity programs such as the Transit Transfer Program, joint ticketing, and transfer of motorcoach bus routes to parallel local transit services; • Increase public awareness of the Service to increase ridership and revenue; • Encourage new riders by promoting discounts for group travel and families; and • Explore establishing a program to subsidize tickets for residents within disadvantaged communities along the San Joaquins Corridor who cannot afford to pay regular San Joaquins fares.
The California Integrated Travel Program, in coordination with the California State Transportation Agency (CalSTA), will be entering a Minimum Viable Project (MVP) phase which is intended during the Fiscal Year to introduce new ticketing options to the public. SJJPA is presently developing the nature of the MVP and will engage with the public as to the nature of the ticketing change.
Under the Cal-ITP process, SJJPA, along with CCJPA staff, are positioned to re-cast the fare and ticketing system in an effort to simplify connections to other transportation services, reduce the costs of fare collection, and greatly simplify travel for customer. The process for this change will emerge over the period of this Business Plan and will require the development of internal capacity for SJJPA to manage revenue and customer service, much of which is handled by Amtrak at present. SJJPA will work closely with Cal-STA and Caltrans DRMT leadership to ensure that the proper staffing resources are in place to shift and then grow into a new fare and ticketing system that delivers on the objectives described.
Final 2021 SJJPA Business Plan 45 of 66 8. SERVICE AMENITIES AND FOOD SERVICE
The San Joaquins boasts many great amenities that are integral to the attraction of riders and are key marketable features of the service. These features add value to the customer experience. SJJPA is working with Caltrans, Amtrak, and the other JPAs to improve amenities and add additional services. The San Joaquins also provides a food and beverage service for passengers.
Service Amenities
All coaches in the Northern California Fleet have Wi-Fi service. This service is free to the customer and permits e-mail and webpage viewing. CCJPA and its contractors have taken responsibility for management of the Wi-Fi service in coordination with SJJPA and Caltrans. A Wi-Fi system upgrade was performed in FY 20/21 providing improved Wi-FI service to San Joaquins passengers. The upgrade includes an online portal which features entertainment options like e- books and opportunities for SJJPA partners to promote their destinations and businesses.
Bi-level coaches have bicycle storage units that hold three bicycles on the lower level of the car. In addition, 14 first generation California Cab Cars (8300-series) have undergone a retrofit to hold 13 bicycles as opposed to 7 bicycles. The five Surfliner Cab Cars (6000-series) have storage space for up to 13 bicycles in the lower baggage area. Comet Car coaches have no bicycle storage. For the Comet Car trainsets, there are 4 bicycle storage units in the “Cabbage” car which also is used for baggage. It is important to note that on the Comet Car trainsets, bicycles are only accommodated at staffed stations. The Siemens Venture cars hold 3 bicycles per train car in a convertible luggage storage rack.
The bi-level, Comet, and Venture coaches feature comfortable seating. Seating arrangements offer passengers a traveling experience without a middle seat with ample leg room. Power plug access is available at each seat and can power and charge passengers’ various electronic devices. Drop-down trays for holding food, laptops, or other items are also provided. Each coach car features areas where four seats are arranged with a work table. The overall seating arrangements offers a relaxed customer experience. Additionally, the San Joaquins feature overhead luggage racks and a no baggage fee policy for two checked bags and two carry-on bags within specified dimension and weight requirements.
Food and Beverage Services
Each San Joaquins train has a café car which offers food and beverage service throughout most of the end-to-end trip. SJJPA and CCJPA share the Oakland Amtrak Commissary where product is warehoused and ordered to be loaded onto the trainsets. Due to the co-location of the commissary, SJJPA and CJJPA share in the responsibility of providing oversight and direction for the café car program which is generally consistent across trainsets for both corridors.
Due to the COVID-19 pandemic onboard food service was suspended to limit employees and passengers exchanging items and movement about the train. Additionally, Amtrak Long Distance Emergency Snack Packs and bottled water are being provided at no cost to passengers. As the pandemic period has continues, SJJPA has sourced local products to upgrade the Amtrak Long Distance Emergency Snack Packs. The new locally sourced snack box will provide a more robust snack for passengers and provide an opportunity to promote California grown products. The new snack box will continue to be provided free of charge. SJJPA is also considering giving away the snack boxes on the longer distance Thruway Bus routes.
After the return to normal service operations, SJJPA anticipates resuming cafe service onboard the bi-level trainsets and continuing snack pack program on the Siemens Venture car sets. SJJPA will continue to evaluating the food and beverage service to provide high quality options in the most efficient and cost-effective manner. Topics being evaluated include: menu; inventory and storage; increasing the capacity and usefulness of the space in the cars; patron flow; signage and information; securing and accounting for stock and materials; restocking logistics; and hours of operation.
Final 2021 SJJPA Business Plan 46 of 66 SJJPA has reduced the number of items on the menu to ease loading, reduce cost, provide a simpler customer experience, open storage space for limited-time specialty items, and make it easier to promote items on the menu. In addition to these efforts, SJJPA is considering café car changes to underperforming trainsets including the removal of the café car. While evaluating changes to the current partnership with Amtrak to increase the cost recovery of the café, SJJPA is evaluating the use of a third-party vendor to provide this service. Third-party vendors are utilized on other Amtrak operated corridors with significant success in cost recovery efforts with the added benefits of simplified operations and reporting of performance. The Siemens Venture cars are not being outfitted with a traditional café galley car but furnished with vending cars. SJJPA is working with Caltrans to identify viable vending services that retain much of the current product mix while offering it at a reduced cost. The vending service is being explored as an extension of the modern, fresh aesthetic of the Ventures cars.
SJJPA is actively increasing the sale of and promotional opportunities for products grown or produced in the San Joaquins Corridor. The San Joaquins offers a very unique opportunity to highlight and promote food and beverage products from the San Joaquins Corridor and can help market the service and the corridor. SJJPA is continuing to work with Amtrak and CCJPA to explore providing more locally-sourced food and beverage products in the most cost-effective way on an ongoing basis. Current local offerings include: craft beer, coffee, hot dogs, and San Joaquin Valley nuts.
Final 2021 SJJPA Business Plan 47 of 66 9. MARKETING AND OUTREACH
The San Joaquins serve markets from Bakersfield to Sacramento via the San Joaquin Valley and branch off from Stockton through the East Bay Area to Oakland. The San Joaquins are unique in the State and Nation, with a vast network of Thruway Bus services that provide convenient connections between northern and southern California. Between the trains and connecting buses, the San Joaquins provide easy access to many of California’s popular destinations, including: cultural attractions; museums; universities; amusement parks; entertainment and music venues; national, state, regional, and local parks; state and county fairs and festivals; seasonal cuisine and artisan foods; the State Capitol; and major population centers.
SJJPA staff has developed and continues to implement the SJJPA Marketing and Outreach Plan, which focuses on a combination of advertising, social media, and grassroots strategies. It is the combination of strategies and channels that provide greater coverage and focus to the Marketing and Outreach Plan, providing SJJPA the best opportunity to reach community stakeholders and passengers.
The marketing and outreach efforts have resulted in corridor-wide support from stakeholders for Intercity Passenger Rail. Many corridor stakeholders and stakeholder groups have submitted grant application support letters and have attended SJJPA Board of Directors meetings to support the current service and future service expansion. In addition, many stakeholder groups have taken group trips on the San Joaquins to experience the service and promote its use on social media. Stakeholder individuals that utilize the service are continuing to participate in SJJPA’s ‘Look Who’s Riding’ social media campaign, which shares photos and testimonials from corridor stakeholders.
COVID-19 Communications
SJJPA service planning actions and initiatives for the San Joaquins in advance of FY19/20 included the service returning to 7 full-corridor roundtrips under the “Slotted Scheduled” in May of 2019. This service adjustment was planned to maximize ridership opportunity by reestablishing connections in Southern California, improving On-Time Performance (OTP), and adjustments to thruway routes to provide more convenient connections. SJJPA initialized a focused marketing campaign to educate, promote, and attract current, past, and potential riders on the existence of the new schedule and its benefits. With the previous “Morning Express Schedule” resulting in loss of riders, the marketing campaign was planned for an extended period of time, as the length and diversity of the San Joaquins train and Thruway Bus service with the infrequency of repeat passenger trips requires ample time, spend, and creativity for the messaging to penetrate the market.
Through the first five months of FY19/20, the San Joaquins performed inconsistently in ridership and revenue. As the marketing messages and new schedule with a slight optimization in October 2019 began to reach passengers, the San Joaquins began a positive three-month ridership and revenue trend. This trend was interrupted by the onset of impacts from the novel coronavirus (COVID-19). In March 2020, the San Joaquins posted a -48.67% reduction in ridership with a split month of COVID-19 impacts.
SJJPA staff coordinated with Caltrans, CalSTA, Amtrak, and the other JPAs to respond to the drastic effects of the pandemic by reducing service, implementing safety protocols, and monitoring the situation for further adjustments.
SJJPA worked with Amtrak to ensure that proper health and safety protocols were in place and proper communication was performed to current and future travelers. A summary of the “Health and Safety Response” is as follows:
Final 2021 SJJPA Business Plan 48 of 66 Stations:
o Disinfection – Disinfection wipe downs are being performed multiple times a day on all high touch surfaces including but not limited to: counters, doors, seats, ticket windows, electronic ticket kiosks, and vending machines o Signage – Social Distancing and other related health notices are posted throughout the station area for stations that are open. o Employee and Passenger Protection – All Amtrak Employees are wearing masks even when behind the ticket window. Visitors to stations are required to wear masks. o Hand Sanitizer – Hand sanitizer is available in the station for passengers. o No Cash – Cash is not currently accepted to limit exchange of items from passengers to employees and vice versa.
Onboard:
o Disinfection – Trains are misted with medical grade disinfectant on all seats and surfaces. All hard surfaces are wiped down. o Signage – Social Distancing and other related health notices are posted through the train. o Employee and Passenger Protection – Conductors and other onboard staff are wearing masks. Passengers are required to wear masks. o Suspension of Café Service – Café Service is suspended to limit passenger movement and food handling. o Contactless Ticket Lifting – Amtrak’s ticketing system does require conductors to touch passenger tickets. o Hand Sanitizer – Hand sanitizer is available onboard for passengers.
During the COVID-19 pandemic, it is an essential function of SJJPA to strategize, create, and implement several different marketing and communication plans to properly educate stakeholders and passengers on the operations of the San Joaquins and the health and safety response. The marketing and communications plans help to inform stakeholders of the steps taken within the corridor to ensure compliance with health orders, inform essential travelers of the health and safety policies and grows trust in the market for future travelers of the service.
SJJPA’s marketing and communication strategy includes, but is not limited to the following tactics: email communication, social media, advertising, station signage, and targeted stakeholder communication documents. All of these strategies work together to effectively disseminate essential response messaging. The precise strategies and examples of creative are included in the proceeding chapters of this report.
Increase in Marketing Funds
SJJPA is requesting an increase in the yearly allocation from $1,000,000 to $1,500,000 to better facilitate marketing and advertising to the entirety of the San Joaquins Corridor. Recent data provided by Amtrak shows that approximately 13.6% of San Joaquins passengers live in the Bay Area and 9.4% of live in the Los Angeles Region. This amounts to over 20% of San Joaquins passengers living in high cost regions for marketing and advertising. Additionally, the San Joaquins spans the largest geographic area of the three California Intercity Passenger Rail Services. With vital thruway bus services originating in communities as far north as McKinleyville and Redding to as far south as San Diego, the San Joaquins serves a large geographic area with diverse set of Designated Marketing Areas (DMA). The increase in budget will allow SJJPA to more equitably and realistically market to the San Joaquins Corridor, including in the larger markets like the Bay Area and Los Angeles and the smaller more disadvantaged markets in the Thruway Corridors.
Final 2021 SJJPA Business Plan 49 of 66 Grassroots Outreach Strategies
SJJPA contracts with qualified Outreach Teams to engage in several activities to reach corridor communities and stakeholders including: engaging stakeholders, working with the media, facilitating group trips, tabling at large local events, and presenting to community groups. Previous efforts in this area have resulted in pathways for communicating COVID-19 service changes and safety practices. SJJPA has adjusted its approach to grassroots to reflect the COVID-19 environment and plan to return to the strategies below when it is safe to do so.
Engaging Stakeholders
Local, committed stakeholders are vital to promote the service, improve local presence, and activate communities to ride the train. Stakeholder education meetings and presentations are key components to the grassroots marketing efforts.
Stakeholder group outreach is a key component of both the Outreach Team contracts as well as a staff priority. There are several key groups, chambers, partnerships, agencies, universities, and organizations within the corridor that are an essential component of awareness and messaging multiplication. SJJPA is also expanding outreach to include other stakeholder groups throughout corridor, including bicycle coalitions, university Alumni Associations, League of California Cities, and California State Association of Counties.
Each Outreach Team is leveraging its contacts and SJJPA contacts, while also placing and emphasis on new stakeholder acquisition, to schedule formal meetings that serve to education stakeholders about the San Joaquins Service. A key component to Stakeholder Development is to create a reliable database of contacts to inform about service updates, call upon for help, and utilize to increase the SJJPA message throughout the corridor.
SJJPA staff also coordinates and hosts regular meetings of the San Joaquin Valley Rail Committee (SJVRC). The SJVRC is a technical advisory committee composed of a diverse group of rail advocates from various backgrounds and affiliations. Committee members represent all the counties through which the San Joaquins operate, as well as Thruway Bus regions including Los Angeles, San Francisco, and Northern California. SJVRC members provide critical feedback to SJJPA staff on how to improve the San Joaquins from the perspective of ordinary citizens.
Working with the Media
The media is an important aspect of any marketing plan. The localized Outreach Teams assist with media relations, utilizing their established relationships with local and regional media. The Outreach Teams help to schedule interviews, facilitate press conferences, and ensure that SJJPA press releases and media advisories are successfully delivered.
Facilitating Group Trips
In partnership with the community groups, agencies, organizations, school groups, businesses, and other stakeholders, Outreach Teams are facilitating group trips on the San Joaquins. They assist with building itineraries, navigating ticket purchases, offering safety information, and other supporting activity necessary to accomplish the group trip.
Getting groups on the train helps cultivate community ambassadors by offering firsthand experience of the service. Outreach Teams’ efforts in this area ensure that engaged parties do not just hear a presentation but ride the service, helping them get over the hurdle of the ‘first ride’ and using this as an opportunity to engage their constituents through testimonials via social media and other means.
Tabling at Local Events
A key grassroots initiative for SJJPA is to meet current and potential riders in their communities. To this end, SJJPA Outreach Teams are tabling at local community events in the corridor to hand out service information, educate potential riders on the service, promote discounts, provide train safety information, and listen to the community’s feedback on the
Final 2021 SJJPA Business Plan 50 of 66 service. Event tabling is an important strategy for reaching Hispanic and disadvantaged communities, allowing Outreach Teams to meet these communities in their contexts with materials adapted to their language. Additionally, Outreach Teams employ or contract bi-lingual service ambassadors for SJJPA.
Presenting to Community Groups
Service education and awareness is an important grassroots marketing principle. To educate corridor communities and stakeholders, Outreach Teams frequently give presentations to community groups, organizations, school groups, businesses, and others to grow awareness of the service and cultivate community ambassadors.
Advertising
In addition to the grassroots efforts, SJJPA is engaging in targeted advertising campaigns through both digital and traditional advertising channels. The advertising program utilizes a multi-touch methodology by which multiple mediums are employed to reach a broad base of current and potential riders with opportunity for the targets to see the advertising multiple times. Digital advertising types being utilized include: display networks, digital radio, social media, and pre-roll video advertising. Traditional advertising types being utilized include: television, radio, print, billboards, and theatre screen advertising. Advertising is being deployed primarily in English and Spanish with other languages being adapted on a targeted basis.
SJJPA will be placing a higher priority on advertising due to the success of past campaigns in driving traffic to the website and passenger preferences for purchasing tickets through online methods such as AmtrakSanJoaquins.com, Amtrak.com, and the Amtrak Mobile App. Advertising has been a key strategy for communicating San Joaquins COVID-19 protocols to both the train and thruway bus corridor.
In addition to traditional advertising, SJJPA is placing Amtrak San Joaquins logos and the phrase “Your Train Connection” on the sides of Thruway Buses throughout the state to increase public awareness and exposure to the service. This strategy will increase the reach and scope of SJJPA advertising efforts, as well as, serve as a cost-effective means of attracting additional ridership.
Social Media
Building on SJJPA’s successful social media strategy for the Amtrak San Joaquins, SJJPA is expanding the use of social media. Social Media strategies include both content posting and paid advertising. SJJPA is utilizing the following platforms: Facebook, Instagram, Twitter, and YouTube. Social Media is an effective tool to engage customers, increase communication, and ensure brand visibility. Capitalizing on SJJPA’s extensive grassroots efforts, content is being aggregated corridor-wide to market station area communities and events. Discounts and promotions are organically posted as part of customer conversations, as well as in social advertising with a primary focus on Facebook.
Social Media is also being used to create a one-click channel to AmtrakSanJoaquins.com or subsequent discount pages. Social media platforms offer extensive targeting capability, ensuring relevant content and promotions are reaching the desired demographics.
The COVID-19 environment has presented a change in the social media strategy to temporarily move away from attractional travel messages to fostering passenger relationships and community. SJJPA has provided posts that reflect the environment, educate communities on safety protocols, provide train related projects for families, and stimulate future travel with corridor travel ideas.
Increase Marketing and Outreach to Universities and Community Colleges Served by Thruway Buses
The San Joaquins’ Thruway Bus network provides connections to numerous universities and community colleges throughout California. SJJPA has initiated efforts to engage students through event tabling and will work to expand outreach efforts to additional campuses. By conducting outreach to students attending schools near Thruway Bus stops, SJJPA will work to inform students on the many benefits of the San Joaquins and attract additional ridership.
Final 2021 SJJPA Business Plan 51 of 66 COVID-19 has significantly reduced student travel. SJJPA has created appropriate plans to welcome students back to the service, engage campuses, and strategies to reach parents. These plans anticipate students returning to campus in the Fall of 2021. With two new years of students to arrive at campuses, efforts to reach the appropriate persons will begin further in advance than usual.
Increase Marketing and Outreach to Military Personnel and Veterans
The San Joaquins currently provides discounts for both active military personnel and veterans. However, Amtrak will be cancelling the veterans discount shortly. SJJPA is currently exploring ways to preserve this important discount. SJJPA will focus a portion of its efforts engaging these groups with discount education as well as targeted trip planning ideas.
Market Analysis
SJJPA is utilizing market analysis reports performed by Amtrak and Caltrans to inform its marketing efforts and tailor messages. Caltrans has indicated its suspension of further market analysis programs. To continue to gather this market data, SJJPA is requesting additional funds in the amount of $200,000 to perform market analysis on a bi-annual basis. Marketing analysis research will be performed both onboard to gather current ridership data and via other means (phone surveys, online surveys, in person intercepts, etc.) to collect non-rider data. Data will be compiled into a report and utilized to inform ongoing marketing efforts and messaging. A bi-annual methodology is being employed to allow time for advertising and other marketing strategies that are based on market analysis to have sufficient time to penetrate the market.
Final 2021 SJJPA Business Plan 52 of 66 10. ANNUAL FUNDING REQUIREMENT
The annual state budget includes a line item for the operating costs of the three state-supported intercity rail services. For each service, the state budget provides funding for intercity train operations, a marketing budget, minor capital projects, and the administrative staff budgets. The California Legislature approved the FY 2020/21 State budget that continues this support.
A primary purpose of this Business Plan is to request the annual funds required by SJJPA to operate, administer, and market the San Joaquins for agreed-upon service levels. This chapter documents ridership and revenue projections; FY 2018/19 financial numbers (actuals); operating, marketing, and administrative funding requests of SJJPA for FY 2020/21 and FY 2021/22; and special funding requests for the marketing of new rail services and to conduct market analysis. Also documented are operating cost analysis and cost savings due to management decisions, and proposed uses for these funds per the ITA. Due to COVID-19, the budget provided in this chapter assumes a return to full service for the San Joaquins, but changes may be made to the service plan over the course of FY 2021/22 that require SJJPA to maintain currently reduced service levels for the San Joaquins.
Ridership and Revenue Projections
Ridership projections by Amtrak for Federal FY 2019 (October 2018 – September 2019) for the San Joaquins anticipated a 5.5% increase from FY 2018 actual ridership (increasing from 1,078,707 in FY 18 to 1,139,630 in FY 19). Actual Federal FY 19 ridership was 6% less than was forecasted by Amtrak (1,071,190 actual vs. 1,139,630 forecast). Actual ridership for FY 19 decreased 0.7% compared with FY 18 (1,071,190 vs. 1,078,707 respectively).
For FY 2019, Amtrak forecasted an increase in ticket revenue of 3.6%, from $32,923,626 in FY 18 (actuals) to $34,124,000 in FY 19 (forecasted). FY 2019 actual San Joaquins ticket revenue was 6.8% less than was forecasted by Amtrak ($31,884,583 actual vs. $34,124,000 forecast) and was 3.2% less than actual ticket revenue for FY 18 ($32,923,626 actual).
Amtrak’s Federal FY 2020 (October 2019 – September 2020) forecast for San Joaquins ridership is 1,115,500. This represents an increase of 4% from actual FY 19 ridership. Ticket revenue for Federal FY 2020 is estimated at $33,413,644 (an increase of 4.7% from actual FY 19 ticket revenues).
SJJPA expects to receive Amtrak’s forecasts for FY 2022 (October 2021– September 2022) for both ridership and ticket revenue in September of 2021. Amtrak does not yet have San Joaquins ridership and revenue forecasts for FY 2023.
FY 2019/20 Operating Fiscal Report (Actuals)
The net operating costs (expenses less revenue) for Amtrak to operate the San Joaquins for FFY 2018/2019 was $50,619,451, which was $5,825,761 above the FY 2018/19 allocation of $44,793,780. A supplemental shortfall request was approved in June 2019 in the amount of $5,245,000 for operations expenses in excess of the original allocation. There were no other operating costs incurred outside of the Amtrak contract.
FY 2019/20 Administrative Fiscal Report (Actuals)
The net administrative costs for SJJPA to manage and administer the San Joaquins for FY 2019/2020 was $2,179,231.
Final 2021 SJJPA Business Plan 53 of 66 Operating Funding Request (FY 2021/22 and FY 2022/2)
The financial performance of the San Joaquins is dependent on several institutional arrangements. The most important arrangement is the contract with Amtrak to operate the service and maintain any assigned equipment and facilities.
San Joaquins operating expenses that fall under the Amtrak contract include: • Onboard labor; • Equipment maintenance; • Railroad performance incentives; • Train fuel and power; • Property insurance for state-owned rolling stock operated (maintained by Amtrak); • Liability insurance and indemnification; • Lease of Amtrak equipment; • Commissary and station costs; • Terminal yard costs; • Police presence; • Support of Amtrak’s national and local operation (e.g. phone information and reservations system); and • Connecting bus service and other operating expenses.
The CTC allocated SJJPA $60,205,207 in operating funding for FY 2020/21. Of this, $58,805,207 will be utilized for the Amtrak contract. SJJPA used the remaining $1,400,000 for several operational items outside of the Amtrak contract, which are described below. The funding request for FY 2021/22 is $58,805,207 for the Amtrak contract and $2,000,000 for the non-Amtrak operational items (see Table 10.3). For FY 2022/23 the San Joaquins projected funding request is $60,569,363 for the Amtrak contract and $2,050,000 for non-Amtrak operational items, for an increase of 3% over the FY 2021/22 funding request.
Difference between the Amtrak State Payment Forecast and the Operations Budget
No difference is anticipated.
Operating Costs not included in Amtrak State Payment Forecast
SJJPA is in the process of taking on more direct responsibility for the operations of the San Joaquins outside of the Amtrak operating contract for operational items such as Host Railroad Incentive Payments, station leases and insurance, thruway bus management support, and market research and ridership support. See Table 10.3 for a total estimated budget for non-Amtrak items.
SJJPA is also considering partnering with private and/or public bus operators to improve connecting bus service for San Joaquins passengers that would be outside of the Amtrak operating contract. Costs for these services are not determined yet, but a net savings is anticipated in costs as these partnerships would replace existing Thruway Bus services, and fill excess seating capacity, potentially as early as FY 2021/22.
Final 2021 SJJPA Business Plan 54 of 66 Administrative Funding Request (FY 2021/22 and FY 2022/23)
Funds are required for the SJJPA to provide administrative support for the San Joaquins. SJJPA administrative costs for FY 2021/22 are proposed at $3,358,007. For FY 2022/23, SJJPA administrative costs are estimated at $3,472,179. See Table 10.1 for a summary of these administrative costs alongside operations and marketing costs. These costs are based on a 3.4% increase for cost escalation. See Table 10.2 for a breakout of budgeted administrative costs. Available administrative funds may be used within the marketing and market analysis efforts.
Marketing Funding Request (FY 2021/22and 20212/23)
For FY 2021/22and FY 2022/23, SJJPA assumes “Marketing Expenses” of $1,500,000 for the ongoing annual marketing program, for which SJJPA has developed a Marketing and Outreach Plan. This represents a $500,000 increase from previous years. Recent data provided by Amtrak shows that approximately 13.6% of San Joaquins passengers are from the Bay Area and 9.4% of are from the Los Angeles Region. This amounts to over 20% of San Joaquins passengers are from high cost regions for marketing and advertising. Additionally, the San Joaquins spans the largest geographic area of the three Intercity Passenger Rail Services. With vital thruway bus services originating in communities as far north as McKinleyville and Redding to as far south as San Diego, the San Joaquins serves a large geographic area with diverse set of Designated Marketing Areas (DMA). The increase in budget will allow SJJPA to more equitably and realistically market to the San Joaquins Corridor, including in the larger markets like the Bay Area and Los Angeles and the smaller more disadvantaged markets in the Thruway Corridors. The marketing expenses represent only those direct expenses attributed to SJJPA and do not include any costs for marketing programs provided solely by Amtrak or the State.
Minor Capital Funding Request (FY 2021/22 and FY 2022/23)
SJJPA is requesting the continuation of the $500,000 per year provided for “Minor Capital” projects (projects valued at $291,000 or less). This funding is critical to keeping the San Joaquins Corridor in a state of good repair, as well as making small service improvements.
Market Analysis Funding Request (FY 2021/22)
SJJPA is currently utilizing market analysis reports performed by Amtrak and Caltrans to inform SJJPA marketing efforts and to tailor messaging. However, Caltrans has indicated its suspension of further market analysis programs. Additionally, the market analysis Amtrak provides SJJPA is insufficient to meet the needs for planning and marketing the San Joaquins, as SJJPA is unable to control the data points that are captured. To continue to gather necessary market data, SJJPA is requesting additional funds in the amount of $200,000 to perform market analysis research on a bi-annual basis. Marketing analysis research will be performed both onboard to gather current ridership data and via other means (phone surveys, online surveys, in person intercepts etc.) to collect non-rider data.
Operating Cost Analysis and Management Actions Resulting in Operating Cost Reductions/Revenue Enhancements
Per the ITA, SJJPA is currently planning to program any potential cost savings realized as a result of ongoing management actions to service improvements. Cost savings at this time have been from investment income and other accumulated funds are being held for future operations payments based on direction from Caltrans. . A list of potential items that could utilize these cost savings is outlined below.
Potential Cost Savings Utilization • California Passenger Information Display System (Cal PIDS) Upgrade – SJJPA portion of the project; • New Station and Parking Improvements- Land acquisition and construction costs; • Accessibility improvements to various San Joaquins stations; and • Contribute to the SJJPA’s reserve account.
Final 2021 SJJPA Business Plan 55 of 66 Table 10.1 SJJPA State Funding Request for the San Joaquins (FY 2020/21 - FY 2022/23) FY 2020/21 FY 2021/22 FY 2022/23 Expense Category (Approved/Current) (Requested) (Projected) Operating -Amtrak Contract $58,805,207 $58,805,207 $60,569,363 -Other Operations1 $1,400,000 $2,000,000 $2.050,000 Administrative $3,247,589 $3,358,007 $3,472,179 Marketing $375,593 $1,500,000 $1,500,000 Minor Capital $500,000 $500,000 $500,000 Merced Intermodal Track Connection (MITC) $5,000,000 $5,000,000 Env./Design High Speed Rail/Early Train Operator $2,000,000 $2,000,000 Coordination Support
Total Request $64,328,389 $73,163,214 $75,118,542
Final 2021 SJJPA Business Plan 56 of 66 Table 10.2
Administrative Budget for the San Joaquins - Detail (FY 2020/21 - FY 2022/23)
FY 2020/21 FY 2021/22 FY 2022/23 Expense Category (Approved/Current) (Requested) (Projected) Salaries/Benefits/Contract Help $2,361,112 $2,204,486 $2,263,115 Office Expenses/Postage/Memberships, etc. $29,517 $44,289 $45,795 Computer Systems $5,000 $5,000 $5,000 Communications $28,977 $29,962 $30,981 Motor Pool $29,779 $30,791 $31,838 Transportation/Travel $40,000 $10,000 $40,000 Training $7,605 $4,850 $5,015 Audits/Regulatory Reporter $17,000 $21,000 $21,500 Professional Services - Legislative $34,486 $195,000 $195,000 Professional Services - Legal $75,000 $80,000 $80,000 Professional Services - General $111,015 $113,815 $117,685 Software Integration & License Fees $20,000 $20,000 $20,000 Professional Services - Operations $20,000 $20,680 $21,383 Professional Services - Grants $67,000 $67,000 $67,000 Professional Services - Planning $150,000 $200,000 $200,000 Communications - Operations $11,016 $11,391 $11,778 Publication/Legal Notices $10,000 $10,000 $10,000 Maintenance of Headquarters $109,623 $111,424 $115,212 Insurance - Admin $16,000 $62,443 $62,443 Insurance - Railroad $77,850 $60,250 $60,250 Insurance Management Fees $2,500 $2,500 $2,500 Security Services/Safety Programs $24,109 $53,126 $65,684 Total $3,247,589 $3,358,007 $3,472,179
Table 10.3 FY 2021/2022 Other Operations Expense Category FY 2021/22 Station Leases and Insurance $100,000 Slotted Schedule Performance Monitoring Support $200,000 Venture Car Maintenance and Truck Overhaul $1,500,000 Market and Ridership Research Support $200,000 Total Other Operations $2,000,000
Final 2021 SJJPA Business Plan 57 of 66 11. SEPARATION OF FUNDING
As identified in the Joint Exercise of Powers Agreement (JEPA) for the SJJPA, the Controller of the Managing Agency of the SJJPA shall perform the functions of Auditor and Controller of the SJJPA, and the Treasurer of the Managing Agency of the SJJPA shall perform the functions of Treasurer of the SJJPA. SJJPA has selected SJRRC as the Managing Agency for the SJJPA during the term of the ITA. SJRRC utilizes the Auditor-Controller and the Treasurer of the County of San Joaquin. SJRRC has established the appropriate accounting and financial procedures to ensure that the funds appropriated and otherwise secured during FY 2021/22 and FY 2022/23 for SJJPA to support the San Joaquins are solely expended to operate, administer, and market the San Joaquins.
The ITA includes language confirming that the State shall perform audits and reviews of financial statements of the SJJPA with respect to the San Joaquins. In addition, per the Managing Agency Services Agreement between the SJJPA and the SJRRC, SJJPA will require that the Auditor-Controller shall provide for an annual independent audit of the accounts of SJJPA (pursuant to Section 6506 of the Government Code) within six (6) months of the close of the applicable fiscal years.
The County of San Joaquin Auditor Controller and Treasurer are the official Auditor Controller and Treasurer of SJJPA. The County of San Joaquin maintains a separate fund for all financial activities of SJJPA and provide monthly reports to SJJPA. Day-to-day accounting transactions are performed by the SJRRC Fiscal Department under the direction of the Controller and Director of Fiscal Services. The SJRRC/SJJPA Controller will provide for an annual independent audit of the accounts of SJJPA (pursuant to Section 6506 of the Government Code) within six (6) months of the close of the applicable fiscal years.
Final 2021 SJJPA Business Plan 58 of 66 12. SAFETY AND SECURITY
Establishing and maintaining the highest possible levels of safety and security in a passenger rail operation begins with clear, comprehensive safety messaging and effective, involved leadership. This messaging and the role that leadership plays must both be crafted from an awareness of what is happening in every level of the operation and the extent to which safety and security play a significant role in the duties and responsibilities of all employees every day.
SJJPA’s Safety and Security Program will focus on the following areas: • Vehicular and pedestrian safety at highway/rail grade crossings, including private crossings in rural areas of the San Joaquin Valley; • Pedestrian safety along the railroad right-of-way; • Security inside and around stations and at Thruway Bus stops; • Security onboard trains and on Thruway Buses; • Safety and security training of personnel involved in all aspects of operating the San Joaquins; and • Emergency preparedness training and exercises with first responders in coordination with Amtrak, host railroads, state and federal regulatory agencies.
Components of the Program include: • Assuring a common understanding of safety and security objectives, targets and goals throughout the San Joaquins Service workforce; • Communicating and strengthening safety and security strategies and policies; • Creating and sustaining a strong safety and security culture shared by everyone involved in operating the San Joaquins; • Ensuring the program applies to all activities involving the design, construction, testing, operations, and maintenance of the rail service and system; • Assigning each manager, department, employee, and contractor with responsibility and accountability for safety and security program implementation and compliance; • Requiring a robust communications protocol, including cooperation among all managers, departments, employees and contractors relative to matters of safety and security; • Coordination with Amtrak and the two host freight railroads over whose rail lines the service is operated, the Burlington Northern Santa Fe (BNSF) Railway and the Union Pacific Railroad (UPRR); • Pursuing an aggressive safety and security program of capital improvements; and • Identifying relationships and responsibilities with local, state, and federal agencies that are responsible for and have governance over the San Joaquins Service, including the Federal Railroad Administration (FRA), National Transportation Safety Board (NTSB), California Public Utilities Commission (CPUC), Transportation Security Administration (TSA), and the California Office of Emergency Service (CalOES).
Final 2021 SJJPA Business Plan 59 of 66 SJJPA collaborates with Amtrak, host railroads, and regulatory partners to identify and fully address safety concerns. As part of this collaboration, SJJPA participates in: • Corridor Improvement Team (CIT) meetings; • Northern California Rail Safety Team activities; • Partnership Performance Action Teams (PPAT); • Regional Transit Strategies Working Group (RTSWG); • Northern California Emergency Preparedness Task Force meetings; and • Joint Terrorism Task Force meetings.
SJJPA will continue to work with Amtrak, BNSF and UPRR to identify safety and security issues, develop remediation strategies, and to secure grant funding to expand and enhance safety and security programs onboard all trains and Thruway buses, and along the railroad right-of-way.
Safety and Security Program for 2021/2022 and 2022/2023
The primary objectives of SJJPA’s Safety and Security Program for FY 2021/22and FY 2022/23 is to continue a broad- based program of educational activities and to aggressively pursue capital improvements that help eliminate unsafe conditions.
Safety and Security Educational Activities
SJJPA’s educational efforts focus on increasing public awareness of rail safety and security along the San Joaquins Corridor and to ensure all personnel involved in operating the San Joaquins have the proper training to be effective in implementing SJJPA’s Safety and Security Program. To increase awareness of the public, a wide range of populations and stakeholders will be targeted, including the existing base of employees, non-English speakers, agriculture and seasonal workers, school groups, community audiences, professional drivers, law enforcement officers, and emergency responders. To this end, SJJPA will continue to leverage a network of rail safety education resources through California Operation Lifesaver (CAOL) to inform communities about safe behavioral practices around the San Joaquins Rail Corridor.
Educating railroad personnel is as critical as raising public awareness. SJJPA will continue to take advantage of Department of Homeland Security (DHS) training resources and safety and security grant programs to build upon related activities already underway and to develop and implement new programs. Specific training efforts include but are not limited to the following: • Emergency Preparedness Training for rail corridor first responders; • Rail security awareness training for train crews, maintenance staff, bus operators, and station staff; • Disaster simulations to ensure employee and first responder readiness; and • Emergency Preparedness Training for passenger operations that connect to the San Joaquins.
To support these educational and training activities, SJJPA will continue to conduct a systematic evaluation of current safety and security practices of all personnel involved with operating the San Joaquins. As part of this process, SJJPA will identify responsible parties for safety and security work to ensure they receive necessary training and education.
Safety and Security Capital Improvements
An important aspect of safety and security are implementing physical improvements that will improve the safety and security of the Corridor and of train operations. In an effort to identify needed physical improvements, SJJPA will continue to conduct a systematic evaluation of the conditions along the railroad right-of-way and in and around San Joaquins stations (including parking lots and platforms), as well as onboard trains. California’s Office of Emergency Services has provided much of the funding for SJJPA’s Safety and Security capital improvements. Important capital projects that SJJPA is currently implementing or currently pursuing include:
Final 2021 SJJPA Business Plan 60 of 66 • Fencing projects at locations identified based on incident hot spots and high numbers of near misses; • Increased lighting at stations, parking lots, as well as installing blue light phone towers (originally developed for use on college campuses); and • Improved safety and security-related signage, including messaging around suicide prevention and railroad safety.
A critical capital improvement being implemented is Positive Train Control (PTC), which is an advanced railroad communication system, consisting of signaling and other equipment along tracks as well as on-board trains. PTC increases the operational safety of passenger trains (and freight trains) by preventing the following: • Train-to-train collisions; • Over-speed derailments; • Incursions into established work zone limits; and • Movement of a train through a main line switch in the improper position.
SJJPA cooperated with Amtrak, UPRR, and BNSF to implement PTC along the entire San Joaquins Corridor and onboard all San Joaquins trains. Amtrak has completed the installation of onboard PTC equipment. BNSF and UPRR completed work on the track portion of PTC. Testing took place for the system during FY 2018/19 and PTC came online in October 2018, meeting the Federally-mandated deadline.
Other activities SJJPA will employ to improve safety and security include: • Attending listening sessions with station personnel to help identify safety/security concerns and suggestions for improvements/solutions; • Embracing the Transportation Security Administration’s (TSA) offer to conduct threat / vulnerability assessments and station security profiles; • Encouraging more police presence and patrol at stations by making areas available to officers that are stocked with snacks/beverages, and have Wi-Fi, printers, CCTV usage, and other amenities; • Work with host railroads to ensure the corridor is kept clear of homeless encampments, and other unauthorized activities.
Final 2021 SJJPA Business Plan 61 of 66 13. STATION AREA DEVELOPMENT AND CONNECTIVITY
There are great benefits to enhancing development patterns and increasing development densities near San Joaquins stations and improving connectivity with other modes of transportation at San Joaquins stations. In addition to potential benefits from minimizing land consumption needs for new growth, increased dense development near San Joaquins stations concentrates activity conveniently located to these stations. This promotes increased use of the San Joaquins, generating additional ridership and revenue to benefit the State. It also accommodates new growth on a smaller footprint. A dense development pattern can better support a comprehensive and extensive local transit and shuttle system, bicycle and pedestrian paths, and related amenities that can serve the local communities. Local governments will determine which mechanisms best suit each community and could be implemented to improve connectivity at stations, and the enhance benefits from potential San Joaquin station area development.
Applying transit-oriented development (TOD) measures around rail stations is a strategy that works for large, dense urban areas, as well as smaller central cities and suburban areas. Local governments play a significant role in implementing station area development by adopting plans, policies, zoning provisions, and incentives for higher densities, and by approving a mix of urban land uses. TOD measures generally applied to areas within about one-half mile of stations.
Connectivity with modes other than the automobile is particularly important for first-mile-last-mile trips and to promote equitable transportation which serves disadvantaged/priority communities throughout California. In addition to helping increase ridership, improved transit, and micro-transit connections support a more sustainable California by reducing energy consumption, automobile VMT, and greenhouse gas emissions.
Implementation Strategies for TOD at San Joaquins Stations
The responsibility and powers needed to focus growth and station area development guidelines in the areas around San Joaquins stations reside primarily with local government. Key ways in which SJJPA can help ensure that the San Joaquins become an instrument for encouraging implementation of station area development principles include:
1. Encourage local governments to prepare/update and adopt station area plans, amend city and county general plans, and promote TOD in the vicinity of San Joaquins stations.
2. Assist local governments and developers in securing grants/funding for planning and implementing TOD around San Joaquins stations.
3. Work with communities and organizations to support TOD and with developers to implement TOD.
4. Require new San Joaquins stations be developed as a multi-modal transportation hubs.
5. Encourage the location of new San Joaquins stations in traditional city centers and/or areas with high-potential for TOD.
6. Encourage planning consistent with SB 375 (Sustainable Communities Strategy), transit priority areas, infill development, and TOD.
7. Prepare station areas for potential changes in first- and last-mile access including the growth of micro-mobility, and shared, connected, electric, and automated vehicles.
Transit Oriented Development around San Joaquins Stations
The San Joaquins have 18 rail stations. Most of the San Joaquins stations are multi-modal transportation hubs and many are located in traditional city centers. Table 13.1 presents the existing amenities and services at San Joaquin stations, as well as a preliminary assessment of their potential for new TOD. TOD opportunities are considered low at San Joaquins stations that are located in outlying areas away from the city centers/downtowns. The highest potential for new TOD at San Joaquins stations is likely to be in the major cities. To encourage TOD, SJJPA is working to improve the usability of
Final 2021 SJJPA Business Plan 62 of 66 stations and Thruway Bus stops. Comprehensive assessments have begun with the objective of updating and improving signage at and near stations and stops to enhance the experience of riders.
There are several large TODs that have developed or are being developed in the vicinity of San Joaquins stations or planned new stations. There are also opportunities to encourage TOD at several other stations. In addition to encouraging TOD, SJJPA is working with local and regional governments to improve transit connectivity at the stations described below, along with other stations.
Sacramento TOD
SJJPA’s plans for four new stations in Sacramento provide a great opportunity to not only leverage TOD that is already underway (especially around the planned Midtown Station), but to encourage TOD from the presence of new San Joaquins rail stations. In addition to Midtown, Natomas and Old North Sacramento hold promise for TOD in the immediate vicinity of the planned station sites. Near the Midtown Station, the San Joaquin Regional Rail Commission (SJRRC) is partnering with the Capitol Area Development Authority and EAH Housing on two affordable housing development projects in competing for funding from the Affordable Housing and Sustainable Communities (AHSC) Program. These projects and other future affordable housing developments provide excellent opportunities to partner on TOD.
A 244-area mixed-use TOD called The Railyards is currently being developed on land immediately north of the Sacramento Valley Station, which San Joaquins trains currently share with Capitol Corridor trains. Plans call for a mix of housing types, a large retail component of over one million square feet, a significant level of office space at 2.3 million square feet, along with other uses such as a hotel and recreational cultural land uses. SJJPA supports The Railyards development as a way to activate the environment surrounding the station, and believe it will engender additional rail ridership.
Stockton ACE Station (Cabral Station) TOD
A master plan was approved by the City of Stockton in 2016 for a TOD called the Open Window Project, which is being developed by a local development company named Open Window Project, LLC. The plan calls for over 1,000 housing units and 400,000 square feet of commercial space within a 15-block area immediately west of the Robert J. Cabral Station (Cabral Station), which serves as the Downtown Stockton Station for the San Joaquins. This station serves all San Joaquins trains to/from Sacramento. Open Window Project, LLC has expressed interest in highlighting the rail connections available at the station in their marketing efforts. SJJPA is very supportive of this development as it will not only improve connectivity and walkability to the station, but will greatly improve the surrounding neighborhood, which will likely lead to ridership increases on the San Joaquins. In support of furthering development around the station, SJRRC recently received a grant in the amount of $2 million for a streetscape improvement project along East Channel Street, which directly connects the Cabral Station to the new development and greater downtown, as well as San Joaquin Regional Transit District’s Downtown Transit Center.
In 2019, SJRRC partnered with Visionary Home Builders and the City of Stockton on their Grand View Village affordable housing development, located 0.50 miles west of Cabral Station. The development was awarded $17.9 million of funding from the AHSC program, including $4 million to purchase an additional ACE rail care and $202,000 for improvements to East Channel Street. This development and other developments near Cabral Station provide excellent opportunities to partner on TOD.
Richmond TOD
The Richmond Station is located in between a previously developed TOD that includes several hundred units of housing, along with a few shops that greet people entering/exiting the BART/Amtrak Station complex. There is also another TOD under construction at the other entrance/exit to the station. Additionally, there is a large bus depot at the station, providing excellent connectivity. Richmond TOD is good case study in TOD for the San Joaquins as it is one of the most developed in the system.
Final 2021 SJJPA Business Plan 63 of 66 Antioch TOD
The Antioch Station is located in Antioch’s downtown along the waterfront. SJJPA sees great potential for a re-designed station that enhances its waterfront location by opening up views of the Bay, while also integrating with other planned downtown improvements. SJJPA is currently working with Amtrak and the City of Antioch to plan for improvements at the station that would seamlessly blend with city plans for a public plaza and other enhancements along the waterfront in the downtown district. SJJPA is also supporting private TOD projects being planned in the vicinity that would enable more people to live downtown and utilize the San Joaquins by walking to the station.
Madera TOD
SJJPA has been working with the Madera County Transportation Commission and the City of Madera and County of Madera to find an improved location for a relocated Madera Station. The existing station has limited use, no transit connections, poor access to SR-99, and its location is expected to see only marginal growth in employment and transportation demand.
A relocated Madera station is being pursued by SJJPA for a location just north of the new Avenue 12 grade separation. Avenue 12 is a primary transit corridor for Madera County. The proposed station north of Avenue 12 would be consistent with the growth of Madera east of the BNSF line; provides the opportunity for TOD in the station vicinity; and will be closer to Madera Community College. The Madera Station Relocation Project environmental review process was approved by the SJJPA on January 22, 2021. SJJPA expects to begin final design in 2021 and have Phase 1 of the project operational (the relocated San Joaquins station) by 2024.
Fresno TOD
While most TOD planning is focused on the immediate vicinity of the future HSR station in Fresno, which lies about one mile to the west of the Amtrak Station, SJJPA sees a great opportunity to encourage further development of the downtown in between the two stations. Also, development is already happening. Several multi-family housing developments have recently been completed or are underway within walking distance of the station.
Oakley TOD
SJJPA has been coordinating with the City of Oakley to implement a San Joaquins station for several years. The City has recently completed a feasibility study to determine the best location for the proposed station. The Oakley Station is a key component of the future Morning Express Service to the Bay Area. The SJJPA/SJRRC 2018 TIRCP award included the construction of the station platform and track, while the City of Oakley is developing local access elements and parking facilities. High-levels of growth is taking place in eastern Contra Costa County. It is anticipated that a new San Joaquins station will encourage TOD in the vicinity. SJJPA, in coordination with the City of Oakley, Amtrak, and BNSF Railways, will be entering into the design phase of the project in 2021. Construction is slated to begin for the Oakley Station Platform Project in 2022.
Bakersfield TOD
The Bakersfield Amtrak station is very accessible to the heart of downtown. The station is within walking distance of two hotels, the convention center and arena, many government office buildings, the county library, the city’s ice and aquatic centers, a movie theater, Mill Creek Linear and Central Parks, and numerous affordable and market-rate housing options. This site offers continued opportunities for the station to catalyze transit-oriented development.
Final 2021 SJJPA Business Plan 64 of 66 Table 13.1 Station Station Existing Amenities/Transit Connectivity Within City New TOD Ownership Center Potential Sacramento City of Enclosed waiting room, ticket office, ticket machine, Yes High Sacramento restrooms, phone, ATM, 165 overnight parking spaces, Amtrak Thruway Bus, Local/Regional Bus Services and Light Rail Lodi City of Lodi Enclosed waiting room, ticket machine, phone, 380 Yes Medium parking spaces, Amtrak Thruway Bus, Local/Regional Bus Services Stockton-ACE SJRRC Enclosed waiting room, ticket machine, phone, 185 Yes High parking spaces, Amtrak Thruway Bus, ACE Commuter Rail & Local/Regional Bus Service Oakland-Jack Port of Enclosed waiting room, ticket office, ticket machine, Yes High London Square Oakland restrooms, phone, ATM, 500 short-term and 500 long-term parking spaces, Amtrak Amtrak Thruway Bus, Local/Regional Bus Services, Ferry
Emeryville City of Enclosed waiting room, ticket office and machine, Yes High Emeryville restrooms, ATM, 125 shared parking spaces, Amtrak Thruway Bus, Local/Regional Buses
Richmond Union Pacific Platform with shelter, ticket machine, phone, 400 shared Yes High parking spaces, Local/Regional Bus Services, BART Martinez City of Enclosed waiting room, ticket office, ticket machine, Yes Medium Martinez restrooms, phone, 370 parking spaces, Amtrak Thruway Bus, Local/Regional Bus Services
Antioch City of Antioch Platform with shelter, ticket machine; City parking Yes Medium available, Bus Service Stockton-Amtrak BNSF Enclosed waiting room, ticket office, ticket machine, No Low restrooms, phone, 24 parking spaces
Modesto City of Enclosed waiting room, ticket office, ticket machine, No Low Modesto restrooms, phone, 187 parking spaces, Local/Regional Bus Service Turlock/Denair BNSF/Amtrak Platform with shelter, ticket machine, 45 parking spaces, No Low Dial-a-Ride Merced State of Enclosed waiting room, ticket office, ticket machine, Yes Medium California restrooms, phone, 46 parking spaces, Amtrak Thruway Bus, Local/Regional Bus Service Madera Madera Platform only, ticket machine, restrooms,19 parking No Low County spaces, Dial-a-Ride Fresno City of Fresno Enclosed waiting room, ticket office, ticket machine, Yes High restrooms, phone, 169 parking spaces, Bus Service
Hanford City of Enclosed waiting room, ticket office, ticket machine, Yes Medium Hanford/BNSF restrooms, phone, 47 parking spaces, Amtrak Thruway Bus, Local/Regional Bus Service Corcoran City of Enclosed waiting room, ticket machine, restrooms, phone, Yes Medium Corcoran 90 parking spaces, Local/Regional Bus Services Wasco City of Wasco Platform with shelter, ticket machine, 35 parking spaces, Yes Medium Bus Services Bakersfield City of Enclosed waiting room, ticket office, ticket machine, Yes High Bakersfield restrooms, phone, ATM, 347 parking spaces, Amtrak Thruway Bus Services, Bus Services
Final 2021 SJJPA Business Plan 65 of 66 Connectivity to San Joaquins Stations
The responsibility for providing connectivity to San Joaquins stations resides primarily with local and regional transit agencies. SJJPA is monitoring existing transit services and encouraging local and regional transit agencies to improve and expand transit services that connect to San Joaquins stations. SJJPA is also requesting that transit agencies promote their connection to the San Joaquins onboard their transit services and at their stops/stations. SJJPA is working to improve the coordination of fares and service schedules with connecting transit services and will seek funding opportunities to implement transit-transfer programs for San Joaquins passengers. SJJPA will pursue Caltrans Sustainable Planning grant(s) to study increased connectivity at San Joaquins stations focusing on improving service to underserved disadvantaged/priority populations. This planning would include studying new technologies and creative ways to improve service connectivity to disadvantage/priority populations throughout the San Joaquin Corridor.
Final 2021 SJJPA Business Plan 66 of 66
RESOLUTION SJRRC-R-20/21-
RESOLUTION ADOPTING THE SJRRC/ACE COMBINED FISCAL YEAR 2021/2022 WORK PROGRAM AND OPERATING BUDGET IN THE AMOUNT OF $32,261,803 AND ADOPTING SJJPA FISCAL YEAR 2021/2022 OPERATING BUDGET OF $67,156,314 AND A COMBINED CAPITAL BUDGET OF $123,636,446
WHEREAS, the San Joaquin Regional Rail Commission Joint Powers Agreement requires approval of an operating and capital budget each year; and
WHEREAS, the adoption of an operating and capital budget is necessary for obtaining Federal, State and Local funds to support the San Joaquin Regional Rail Commission; and
WHEREAS, the San Joaquin Regional Rail Commission (Rail Commission) Budget incorporates the operating, shuttle and capital budget for the Altamont Corridor Express (ACE) Service and the San Joaquin Intercity Service; and
WHEREAS, the Rail Commission, ACE and San Joaquins service projects and programs have separate revenue and expense accounts; and
WHEREAS, the Executive Director has prepared and presented the SJRRC/ACE operating budget of $32,261,803, SJJPA operating budget of $67,156,314 and a combined capital budget of $123,636,446 which sets forth the projected revenues and expenses associated with the San Joaquin Regional Rail Commission for Fiscal Year 2021/2022 (hereinafter collectively 2021/2022 Budgets”); and
WHEREAS, as part of the budget approval process, the Executive Director is responsible for, and authorized to implement, the adopted budget; and
WHEREAS, there are many business expenses that are routine in nature and are required to conduct the ordinary day-to-day activities of the Rail Commission, ACE and the San Joaquin Joint Powers Authority; and
WHEREAS, the Executive Director is authorized to make these ongoing expenditures within the approved levels of the adopted budget; and
WHEREAS, all budget increases, amendments, or transfers between operating and capital budgets will be submitted to the Board for approval, and the Executive Director has the authority to transfer funds within the operating or capital budget category; and
WHEREAS, revenue and expense reports comparing the cumulative revenue receipts and expenses to the approved budget are submitted to the Commissioners as part of the monthly meeting packets; and
WHEREAS, these reports provide the Commissioners an opportunity to monitor the budget status regularly throughout the fiscal year and make recommended adjustments when necessary;
NOW THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission approve the SJRRC/ACE Fiscal Year 2021/2022 Work Program and Operating Budget in the amount of $32,261,803, the SJJPA Fiscal Year 2021/2022 Work Program and Operating Budget of $67,156,314 and a Combined Capital Budget in the amount of $123,636,446 (hereinafter collectively “2021-2022 Budgets”).
FURTHERMORE, BE IT RESOLVED that in the event there is a delay in the timely adoption of the budgets for the 2022/2023 fiscal year, the 2021/2022 Budgets shall be renewed and carry over into 2022/2023 until such time as the 2022/2023 budgets are adopted.
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair
SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT Item 5 ACTION Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Adopting Findings, Adopting the Associated Mitigation Monitoring Plan, Certifying an Environmental Impact Report, Approving the Stockton Diamond Grade Separation Project and Authorizing and Directing the Executive Director to Execute and File a Notice of Determination Under the California Environmental Quality Act (CEQA) for the Project and Authorizing and Directing the Executive Director to Execute Any and All Documents Related to the Project
Background:
The Stockton Diamond Grade Separation Project (Project) is a critical passenger and freight mobility project. The current Altamont Corridor Express (ACE) and Amtrak San Joaquins passenger rail services are constrained by the Stockton Diamond Interlock at- grade crossing, which can reduce reliability and on-time performance for both passenger and freight rail. The grade separation would help improve the operational performance for SJRRC and the San Joaquin Joint Powers Authority (SJJPA) as they provide service between the Central Valley, Sacramento, and the San Francisco Bay Area.
Currently, the BNSF Railway (BNSF) Stockton Subdivision and the Union Pacific Railroad (UP) Fresno Subdivision consist of two main tracks each, that intersect each other at a level to form an at-grade crossing known as the Stockton Diamond. This rail intersection, located just south of Downtown Stockton near South Aurora Street and East Scotts Avenue, is the busiest at-grade railway junction in California. The at-grade crossing experiences substantial congestion and delays service for people and freight throughout the Central Valley—and for freight on the broader national network. The current, at-grade configuration of the tracks results in critical delays to passenger and freight trains in the area, including those serving the Port of Stockton. Train congestion also causes vehicle delays at roadway-rail crossings and creates potential motor vehicle, rail, bicycle, and pedestrian conflicts.
The proposed Project would construct a grade separation of the BNSF and UP rail lines to reduce rail congestion and allow passenger and freight rail traffic to flow uninterrupted through the crossing. The reduction in rail congestion would reduce delays for passenger and freight rail providers and improve freight mobility, which may lead to lower costs for freight shipping and reduce travel times for motor vehicle, bicyclist, and pedestrian traffic. The reduction in train congestion and motor vehicle wait times at these roadway-rail grade crossings would reduce locomotive and automobile idling and air emissions.
The Project Goals and Objectives are to:
• Reduce passenger and freight rail delays and associated congestion; • Maintain key community connections; • Improve multimodal access; • Provide local and regional environmental and economic benefits; and • Address safety by closure and enhancements at key roadway-rail grade crossings.
In achieving the proposed Project, SJRRC anticipates the following benefits:
1. Stimulate Mobility: Improve regional passenger and freight rail efficiency and travel reliability by reducing conflicting train movements. 2. Enhance Safety: Improve Stockton residents’ access, safety, and mobility across rail lines through enhancements or closures at roadway-rail grade crossings. 3. Economic Vitality: Reducing delays will result in increased throughput and more efficient goods movement. This decreases fuel consumption and leads to cost savings. 4. Inspire Connections: Support faster, more reliable passenger rail service linking residents to family, jobs, and recreational destinations throughout Northern California. 5. Improve Sustainability: Improve air quality through reduction of greenhouse gas (GHG) emissions from trains and vehicles that idle due to congestion and delays.
PROJECT DESCRIPTION:
The proposed Project involves raising the UP Fresno Subdivision main tracks to provide the vertical clearance required to grade separate the existing crossing of the UP and BNSF tracks at the Diamond. The grade separation would be constructed by elevating the UP Fresno Subdivision main tracks under three design options: a soil embankment, walled embankment, or viaduct structure, to bridge over the BNSF main tracks while maintaining the BNSF Stockton Subdivision tracks at their current grade.
This proposed approach and bridge over the BNSF main tracks is identified in the EIR as a “flyover structure.” The UP approach/flyover structure is proposed to be shifted east of the existing UP Fresno Subdivision main tracks so that construction of the new flyover would minimize impacts to existing rail operations. Once the main tracks are shifted onto the flyover, the existing tracks would be removed, thereby removing the current at grade connection between the UP and BNSF main tracks.
There are several wye connection tracks at the Diamond that would remain and/or be modified with the proposed Project. These wye tracks provide connectivity between the UP Fresno Subdivision and the BNSF Stockton Subdivision, as well as to the UP Stockton Yard immediately south of East Charter Way (Dr. MLK Jr. Blvd.). It is anticipated that
current ACE rail services and the majority of UP trains would use the new flyover tracks during operations. Amtrak San Joaquins service, future Valley Rail service, and freight trains would continue to use the at-grade Wye connection tracks.
The northern terminus of the proposed Project connects to the existing UP Fresno Subdivision tracks between East Main Street and East Weber Avenue. The new track alignment would remain at grade as it continues south under the State Route 4 Crosstown Freeway. Between East Main Street and East Market Street, an at-grade turnout would be constructed to provide trains using the proposed new UP Fresno Subdivision tracks an at-grade connection to transfer to the BNSF Stockton Subdivision heading east, or west to take them to the Port of Stockton. Once past the Crosstown Freeway viaduct, and just south of East Lafayette Street, the new main track flyover would begin to elevate. The flyover would reach its highest point of approximately 32 feet above the existing tracks as it crosses the BNSF Stockton Subdivision tracks within the Diamond.
As it continues south, the flyover would begin to descend so that it conforms back to the existing track elevation south of the existing East Charter Way underpass and continues into the UP Stockton Yard. For rail services traveling north from the UP Stockton Yard, a turnout is proposed on the flyover beginning just north of East Charter Way to bring rail services needing to connect to the BNSF Stockton Subdivision at grade before reaching the Diamond. Once returning to grade, a new wye is proposed to allow these rail services to select between traveling east or west on the BNSF line.
The proposed Project would modify the existing at grade crossings at East Weber Avenue, East Main Street, and East Market Street. At East Hazelton Ave and East Scotts Ave, the main track flyover would be grade separated, and a connection track between the UP Fresno Subdivision and BNSF Stockton Subdivision would remain at grade. Two new bridges across Charter Way would be constructed for the new main tracks and the connection track to the UP Stockton Yard. East Lafayette Street and East Church Street would be permanently closed due to the revised tracks and flyover structure alignment.
CEQA AND PUBLIC OUTREACH PROCESS
The San Joaquin Regional Rail Commission (SJRRC) proposes to construct a grade separation of two principal railroad lines at the Stockton Diamond in Stockton, California. An Environmental Impact Report (EIR) was prepared in conformance with the California Environmental Quality Act (CEQA). SJRRC, as the project sponsor, is the CEQA lead agency.
A multilingual Communications Plan was developed and is being implemented for the proposed Project. Due to the global pandemic and the Governor's stay-at-home orders and health mandates, the Communications Plan focuses on delivering a multi-faceted communications program to reach and engage diverse audiences effectively while remaining virtual. Digital tools such as an interactive website, social media, and virtual meeting forums provide convenient access to information and opportunity for input while grass roots efforts include development and distribution of educational pieces, telephone
interviews, and briefings with community leaders to identify ways to help reach audiences during these unprecedented times. The goals of the Communications Plan are to:
• Provide timely and effective Project-specific information at key stages • Build understanding, awareness, and support for the Project • Provide opportunities for effective, valuable public engagement and input throughout the planning and environmental processes
To support these goals, the Communications Plan identifies the following objectives for a successful public and agency involvement program:
• Support an open and transparent planning process • Implement robust environmental justice noticing and public outreach activities • Use multilingual traditional and online digital engagement strategies and tactics to broaden reach as well as connect with target audiences • Engage key local and regional stakeholders as well as the general public to foster and maintain lasting relationships while promptly addressing concerns as they arise.
The public and agency involvement program includes the following efforts:
• Public Involvement and Outreach: Development and distribution of bi-lingual (Spanish/English) materials, website, social media posts and advertisements. Informational materials include FAQs; fact sheets; mailers; digital engagement including an interactive website, e-blasts, social media campaign and advertisements; media relations including distribution of press releases and public notice advertisements; informational and CEQA required public meetings held virtually, one-on-one and Sustainability Working Group (SWG) virtual meetings, presentations, and briefings. • Agency Involvement: Implement and attend scoping meetings, Project Development Team (PDT) meetings, briefings with various representatives, and other consultation. • Notify the public and circulate the Draft EIR
Per the Communications Plan, regular and ongoing communications has occurred and will continue throughout the planning efforts to build awareness, educate, and obtain input on the purpose and needs and potential impacts for this rail improvement project. The Communications Plan identifies four key stages within the environmental process that trigger proactive communications and engagement activities to share progress and seek informed input into Project development. At each key stage, the Project team collaborates with decision makers and conducts meetings with various civic and community stakeholders as initial activities to set expectations and address concerns prior to engaging the general public. Using existing relationships and building new ones, SJRRC is collaborating with community leaders and representatives to share timely information
through their established communications tools in an effort to create transparency and build trust in the planning process.
Notice of Preparation/Scoping Process
On August 19, 2020, SJRRC officially launched the environmental review process for the proposed Project with a Notice of Preparation (NOP) for an EIR. The normal scoping period of 30 calendar days required under CEQA was extended an additional 15 calendar days to allow additional time for stakeholders and members of the public to provide their input on the proposed Project. In addition, three scoping meetings were held virtually via WebEx to solicit feedback from the public on the scope of the EIR environmental analysis.
During the public scoping period, several public outreach and engagement tactics were deployed by the Project Team to raise awareness, including alerts on the Project’s bilingual website, SJRRC/ACE social media platforms, media releases and ads, a direct mailer, electronic notices, and stakeholder coordination through telephone discussions. These efforts resulted in a total reach of over 275,000 community members through the following:
• 16 social media posts on three platforms / 1 social media advertisement • 11 electronic notices (eight from the Project, one from the Latino Times, and two from SJRRC to ACE ridership) • 6,065 mailers distributed to the Project’s contact database (regional stakeholders, property owners, and occupants within a one-mile radius) • Two advertisements (Stockton Record and Vida en el Valle) • Three press releases distributed to 235 media outlets resulting in 11 earned articles
During the scoping period, comments could be submitted through several different mediums in an effort to provide convenience to participants. Electronic comment submittal was established through the website, email, and virtual public meetings. Comments were also able to be submitted via hard copy mailers or voicemail on the project information line.
Draft EIR
To raise awareness of the availability of the Draft EIR for public review, several notices and other activities were undertaken pursuant to CEQA requirements. All communications were implemented in English and Spanish, and included the following:
• Two Notice of Availability (NOA) publication advertisements (Stockton Record and Vida en el Valle) • One press release distributed to 235 media outlets
• Eight bilingual standard posts (includes four boosted posts) on three social media platforms and one bilingual social media advertisement • Eight email blasts to the proposed Project’s stakeholder database containing 600 contacts • One email blast to Latino Times database containing over 100,000 readers • Multiple email blasts to ACE ridership of 600 contacts • 5,463 mailers with a perforated comment card distributed to the Project contact database (regional stakeholders, property owners, and occupants within a one- mile radius of the proposed Project study area) • A bilingual poster with comment cards displayed at 13 repositories/ stakeholder locations in Stockton (see list below). as well as emailed to the Project’s stakeholder database to help post via their locations and established online tools.
o Café Coop o Catholic Charities Stockton o Cesar Chavez Central Library o Community Partnership for Families: Dorothy L. Jones/CUFF Family Resource Center o Fair Oaks Library o Huddle Cowork by Launch Pad o In-Season Market o Maya Angelou Branch Library o Restoration for Life Ministries o San Joaquin County Administration Building o Stockton City Hall o Troke Library o Weston Ranch Branch Library
The Draft EIR was also made available on the Project and SJRRC websites, (https://stocktondiamond.com/), on CD if requested and printed copies of the Draft EIR along with comment cards were available for review at:
• Catholic Charities Diocese of Stockton • Café Coop • El Concilio • Bishop Bridges, Restoration for Life Ministries • San Joaquin Regional Rail Commission • California High Speed Rail Authority • Stockton City Hall • San Joaquin County Administration Building
In an effort to reach all interested and potentially impacted public members during the circulation period for the Draft EIR as well as allow convenient participation in a safe environment while social distancing due to COVID-19 mandates, the Project team identified additional engagement opportunities, including:
• Hosting a bilingual virtual public meeting, one in English and one in Spanish concurrently. • Developing a Citizen’s Guide to serve as a quick reference about the Project including local benefits, key findings of the Draft EIR and details on how to comment. The guide condensed and streamlined very technical information with simplified content and graphics to visually tell the story to the public. An electronic copy was distributed to key stakeholders via email blasts as well as posted on the Project website and social media. Hardcopies of the guide were also placed at the eight repository locations (listed above) and eight additional locations throughout Stockton (listed below).
o Fair Oaks Library o Cesar Chavez Central Library o Troke Library o Weston Ranch Branch Library o Maya Angelou Branch Library o In-Season Market o Community Partnership for Families: Dorothy L. Jones/CUFF Family Resource Center o Huddle Cowork by Launch Pad
Since the release of the Draft EIR, the Project Team has hosted five virtual stakeholder forums, including:
• Downtown Stockton Alliance – Virtual presentation on March 17, 2021 • Rise Stockton – Virtual presentation on April 15, 2021 • Stockton Rotary – Virtual presentation on April 21, 2021 • Catholic Charities Healthy Neighborhood Collaborative – Virtual presentation on April 21, 2021 • San Joaquin Partnership – Virtual presentation on April 22, 2021
These Stakeholder Working Group meetings were timed to provide opportunities for two- way communications at key milestones. While presentations were incorporated into these meetings, all participants were encouraged to ask questions and provide comments both through the webinar application as well as through the telephone.
In addition, through operation of the project hotline, updates to and monitoring of the project website, and regular engagement through social media, the community was provided a range of opportunities to continue engagement throughout the environmental process.
KEY ISSUES OF CONCERN RAISED IN SCOPING AND DRAFT EIR COMMENTS
All scoping comments are included in Appendix I of the EIR. The issues raised during the scoping process included:
• Agency Coordination • Freight Operations • Air Quality • Funding/Costs • Approval Process • Health/Safety • Community • Noise/Vibration • Concepts/Alternatives • Outreach/Communications • Construction • Passenger Service • Environmental Justice • Transportation Circulation
All substantive environmental scoping issues are addressed in the EIR. All suggested alternatives were considered.
A Notice of Availability (NOA) of the Draft EIR was released on March 15, 2021 announcing the commencement of the 45-day public review and comment period, which ended on April 29, 2021. The NOA was also advertised in the Stockton Record and Vida en el Valle. All interested parties were encouraged to provide input on the Draft EIR, which was supplemented by a bilingual virtual public meeting on April 6, 2021.
During the 45-day public review and comment period for the Draft EIR, 26 comment letters were received. All Draft EIR comments are included in Appendix M of the Final EIR. General themes of the comments received included:
• Aesthetics • National Environmental Policy • Agency coordination Act (NEPA) approval process • Air quality and greenhouse gas • Noise and Vibration (GHG) • Property Relocations • Biological Resources • Public Outreach • Concepts/Alternatives • Passenger Service • Construction Impacts • Rail Crossing Safety • Environmental Justice • Transportation Circulation • Freight Operations • Water Quality • Funding and Costs
All Draft EIR comments are responded to in the Final EIR.
SUMMARY OF ENVIRONMENTAL IMPACTS
The EIR presents the project’s environmental impacts in detail and they are summarized in the Executive Summary. The Proposed Project would have less than significant impacts with mitigation for all environmental resources.
ALTERNATIVES CONSIDERED
As discussed in EIR Chapter 4, SJRRC considered a wide range of alternatives suggested during the scoping process which were evaluated to select the alternatives to be analyzed in this EIR. A Concept development and screening analysis was completed,
and the No Project Alternative and the proposed Project (Concept 1A) were carried forward in this EIR for full analysis.
The following alternatives were determined to be infeasible, to not avoid or substantially reduce one or more significant impacts of the proposed Project, or to not meet all or most of the project’s purpose and need and were dismissed from further analysis:
• No Project Alternative: This alternative is required to be analyzed under CEQA. This alternative would not meet the project objectives.
Concept 1 consists of the UP Fresno Subdivision flyover of the BNSF Stockton Subdivision on a new alignment. The five variations on the alignment are described as Concepts 1B, 1C, 1D, and 1E, in addition to the proposed Project, Alternative 1A.
• Concept 1B: Concept 1B consists of the UP Fresno Subdivision flyover of the BNSF Stockton Subdivision on a new alignment, offset to the east of the existing main line tracks. The Concept 1B flyover alignment is shifted closer to the existing main track alignment than the proposed Project. Concept 1B was eliminated from consideration because the East Hazelton Avenue underpass would not meet the minimum vertical clearance requirement of 16.5 feet for a roadway underpass. Not meeting the vertical clearance introduces safety risks as trucks could potentially strike the bridge. Additionally, the short distance from the Stockton Wye tracks to the flyover alignment creates engineering feasibility challenges for the East Hazelton Avenue roadway profile.
• Concept 1C: Under Concept 1C, the UP flyover alignment is shifted east of the existing Fresno Subdivision, predominantly within existing UP right-of-way, and close to Union Street to accommodate the required track geometry. Concept 1C was eliminated because the design was not supported by the host railroads. UP does not support this concept because of the steep vertical grades (1.50 percent versus the 1.11 percent with Alternative 1A) to accommodate the new flyover and UP Stockton Yard lead track and its inability to meet sufficient design speeds.
• Concept 1D: Concept 1D includes the same design as Concept 1B; however, the Stockton Yard lead track grade is reduced to 1.5 percent, which results in the need for an additional bridge over Charter Way. Concept 1D was eliminated because the design was not supported by the host railroads. UP does not support this concept because of the steep vertical grades for the UP Stockton Yard lead track and its inability to meet sufficient design speeds
• Concept 1E: This alternative is similar to the UP flyover options with Concept 1B; however, the UP Stockton Yard track would extend at grade across the BNSF Stockton Subdivision. This improves UP operations by keeping the yard lead track flat. Concept 1E was eliminated because this alternative would require a new at-grade diamond crossing of the BNSF Stockton Subdivision by a new lead
track to UP Stockton Yard. Developing a new at-grade diamond crossing is counter to the purpose and need of the proposed Project. Additionally, the at- grade diamond crossing would not be approved by one of the railroads.
Concept 2 consists of the BNSF Stockton Subdivision flyover of the UP Fresno Subdivision on a new alignment. The four variations on the alignment are described as Concepts 2A through 2D, all of which were eliminated from further consideration, and are presented below.
• Concept 2A: With Concept 2A, the BNSF Stockton Subdivision flyover alignment is shifted north of the existing Fresno Subdivision. To avoid impacts on the existing Amtrak San Joaquin Street Station, the flyover conforms back to existing track at San Joaquin Street on the western extent. The flyover conforms at the Wilson Way underpass at the eastern extent. This creates a flyover profile of 1.71 percent at the northern end and 2.24 percent at the southern end. Concept 2A was eliminated because the design was not supported by the host railroads. BNSF does not support this concept because of the steep vertical grades of the new flyover and the inability to meet sufficient design speeds. BNSF did not support profile grades in excess of 2.00 percent, and this concept required a profile grade of 2.24 percent at the southern end. Additionally, Concept 2A would require improvement, grade separation, or closure of approximately 15 local road crossings, compared to only 8 road crossings with each of the Concept 1 options. Concept 2A would result in increased right-of-way and property impacts. This option would affect approximately 75 properties, while options under Concept 1 would affect 50 properties. Additionally, almost half of the properties affected by Concept 2A are occupied, and several are residential.
• Concept 2B: Concept 2B is similar to Concept 2A; however, Concept 2B shifts the new BNSF flyover south of the existing Stockton Subdivision main line. Concept 2B was eliminated because the design was not supported by the host railroads. BNSF does not support this concept because of the steep vertical grades of the new flyover and the inability to meet sufficient design speeds. The vertical grades would be the same as with Concept 2A. As with Concept 2A, Concept 2B would require improvement, grade separation, or closure of approximately 15 local road crossings, and would result in substantial right-of- way and property impacts.
• Concept 2C: The Concept 2C flyover alignment is similar to Concept 2B; however, with this option, the BNSF flyover conforms are extended farther east and west to reduce vertical grades on the BNSF Stockton Subdivision. Concept 2C includes options to extend Mormon Yard to the east to replace yard capacity lost as a result of the flyover extension. While Concept 2C improved the vertical grades compared with Concepts 2A and 2B, the same substantial road crossing and property impacts would occur. Additionally, the proposed extension under Concept 2C would affect the existing BNSF Mormon Yard and the Wilson Way
underpass to the east and the existing Amtrak San Joaquin Street Station to the west.
• Concept 2D: The Concept 2D flyover alignment is similar to Concept 2A; however, the BNSF flyover conforms are extended further east and west to reduce vertical grades on the BNSF Stockton Subdivision. Concept 2D includes options to extend BNSF Mormon Yard to the east to replace yard capacity lost as a result of the flyover extension. Concept 2D results in the same substantial road crossing impacts and property impacts as Concepts 2A, 2B, and 2C. As with Concept 2C, Concept 2D would also affect the existing BNSF Mormon Yard and the Wilson Way underpass to the east and the existing Amtrak San Joaquin Street Station to the west.
Concepts 3 and 4: Concepts 3 and 4 are two hybrid options between Concepts 1 and 2. To meet vertical grades, this concept splits the vertical clearance required by constructing UP Fresno Subdivision tracks in a trench and elevating the BNSF Stockton Subdivision tracks under Concept 3, and the reverse for Concept 4.
• Concepts 3 and 4: Concepts 3 and 4 were eliminated because early in the Project team’s railroad coordination efforts, BNSF and UP stated that depressing their tracks in a trench is not generally acceptable because of groundwater levels, additional maintenance, and other challenges associated with a trench section. Additionally, staging would create additional right-of-way and local access impacts. Trench sections would affect Mormon Slough both biologically and hydrologically. Mormon Slough may be under the jurisdiction of the U.S. Army Corps of Engineers (USACE) as a Water of the U.S. The SJAFCA has future plans for Mormon Slough as a flood conveyance facility. Both 100- and 200-year flood flows would need to be accommodated by any new facility. As such, a railroad trench section bisecting the Mormon Slough would not be feasible, given these requirements. Further, Concept 3 would affect local road crossings along both the UP Fresno Subdivision and BNSF Stockton Subdivision, which equates to impacts on over 20 local road crossings.
COSTS
Capital costs associated with the Proposed Project would be approximately range between $189.6 million and $314.6 million depending on the structure type selected.
FUNDING
Funding for the proposed Project include $98.433 million from Senate Bill 132, $20.8 million from the State Transportation Improvement Program (STIP), $20 million from a federal Better Utilizing Investments to Leverage Development (BUILD) Grant, and $100 million from the Senate Bill 1 Trade Corridor Enhancement Program (TCEP).
STAFF RECOMMENDATIONS
The proposed Project’s public benefits would extend to motorists, pedestrians, rail passengers, freight shippers, and residents throughout the region. Additional benefits would include reduced fuel consumption, lower freight rail transportation costs, and improved travel times and reliability. Passenger and commuter rail reliability is essential for those residing and working in the region, especially those in rural communities who need improved access to essential services and economic centers. The proposed Project is aligned with San Joaquin County’s goals to enhance existing rail infrastructure and to improve the rail network efficiency and capacity—including safe, reliable transportation choices—while also improving the local economy through economic growth, job retention, and job creation.
1. Staff recommends certification of the EIR as fully addressing the project’s environmental impacts, appropriately considering viable alternatives, and responding to substantive public comments on the Draft EIR.
2. Staff recommends adoption of the CEQA findings as making the appropriate findings for environmental impacts and alternatives and for identifying the overriding considerations relative to impacts that cannot be reduced to a less than significant level.
3. Staff recommends adoption of the Mitigation Monitoring and Reporting Program which identifies how the identified mitigation will be implemented for the Proposed Project.
4. Staff recommends approval of the Proposed Project.
Fiscal Impact:
None at this time. Certification of the Final EIR in June 2021 is required by the California Transportation Commission (CTC) as a condition of receiving the $100 million TCEP grant. Any and all contracts or agreements expending awarded funds in the future will be submitted to the Board for approval.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Adopting Findings, Adopting the Associated Mitigation Monitoring Plan, Certifying an Environmental Impact Report, Approving the Stockton Diamond Grade Separation Project and Authorizing and Directing the Executive Director to Execute and File a Notice of Determination Under the California Environmental Quality Act (CEQA) for the Project and Authorizing and Directing the Executive Director to Execute Any and All Documents Related to the Project
CEQA FINDINGS OF FACT
for the
STOCKTON DIAMOND GRADE SEPARATION PROJECT
Prepared for the San Joaquin Regional Rail Commission
Prepared by HDR Engineering, Inc.
May 2021
Contents
1 Background ...... 5 1.1 Project Summary ...... 5 1.2 Project Objectives ...... 6 1.3 Environmental Review Process ...... 7 1.4 Record of Proceedings ...... 11
2 Findings and Facts ...... 11 2.1 Format ...... 12 2.2 Overview of Environmental Impacts ...... 13 2.2.1 No Impact ...... 13 2.2.2 Less Than Significant Impact ...... 13 2.2.3 Less Than Significant Impact with Mitigation Incorporated ...... 14 2.2.4 Significant and Unavoidable Impacts ...... 14 2.3 Findings on Impacts Determined to be Less than Significant ...... 14 2.3.1 Aesthetics ...... 14 2.3.2 Air Quality ...... 15 2.3.3 Cultural Resources ...... 17 2.3.4 Energy ...... 18 2.3.5 Geology, Soils, and Paleontology ...... 18 2.3.6 Greenhouse Gas Emissions ...... 21 2.3.7 Hydrology and Water Quality ...... 21 2.3.8 Population and Housing ...... 25 2.3.9 Public Services ...... 26 2.3.10 Recreation ...... 27 2.3.11 Transportation ...... 28 2.3.12 Tribal Cultural Resources ...... 32 2.3.13 Utilities and Service Systems ...... 33 2.4 Findings on Impacts Determined to be Less than Significant with Mitigation Incorporated ...... 34 2.4.1 Biological Resources ...... 35 2.4.2 Hazards and Hazardous Waste ...... 40 2.4.1 Land Use and Planning ...... 47 2.4.2 Noise and Vibration ...... 49 2.5 Significant and Unavoidable Impacts ...... 53
3 Conclusion ...... 54
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Acronyms
ACE Altamont Corridor Express ACM asbestos-containing materials AIA Airport Influence Area ALUCP Airport Land Use Compatibility Plan APE Area of Potential Effects ARB Air Resources Board BCA Benefit-Cost Analysis BMP best management practices BNSF BNSF Railway BSA Biological Study Area Cal Water California Water Service Company CCR California Code of Regulations CDFW California Department of Fish and Wildlife CEQA California Environmental Quality Act City City of Stockton CMP Construction Management Plan CO2e carbon dioxide equivalent CPUC California Public Utilities Commission CWA Clean Water Act dBA A-weighted decibel DSA disturbed soil area EFH Essential Fish Habitat EIR environmental impact report EPA Environmental Protection Agency ESA Environmental Site Assessment GHG greenhouse gas GO General Order HASP Health and Safety Plan HMMP Hazardous Materials Management Plan ITMM Incidental Take Mitigation Measures LBP lead-based paint LUST Leaking underground storage tank MT metric ton NOA Notice of Availability NOAA National Oceanic and Atmospheric Administration NOP Notice of Preparation NPDES National Pollutant Discharge Elimination System PA Programmatic Agreement PM particulate matter PPV peak particle velocity PRC Public Resources Code Project Stockton Diamond Grade Separation Project ROW right-of-way RSA Resource Study Area RWQCB Regional Water Quality Control Board SCH State Clearinghouse SCK Stockton Metropolitan Airport SJJPA San Joaquin Joint Powers Authority SJMSCP San Joaquin Multiple Species Conservation Plan SJRRC San Joaquin Regional Rail Commission SJVAPCD San Joaquin Valley Air Pollution Control District
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SR State Route SWPPP Stormwater Pollution Prevention Plan SWRCB State Water Resources Control Board TCE temporary construction easement TMP Transportation Management Plan UP Union Pacific Railroad U.S. United States USACE U.S. Army Corps of Engineers USFWS United States Fish and Wildlife Service Vrba vibration decibel VMT vehicle miles traveled
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1 Background
The following information is presented to comply with California Environmental Quality Act (CEQA) Guidelines (Title 14 California Code of Regulations, Division 6, Chapter 3, Section 15091). Reference is made to the Final Environmental Impact Report (EIR), including Appendices A through M of the Final EIR, for the project, which is the basic source for the information. The following Findings are made for the Final EIR (State Clearinghouse [SCH] No. 2020080321) for the Stockton Diamond Grade Separation (Project). The Final EIR analyzes the significant and potentially significant environmental impacts, which may occur as a result of the Project. The San Joaquin Regional Rail Commission (SJRRC) is proposing to construct a grade separation of two principal railroad lines (BNSF Railway and Union Pacific Railroad) at the at-grade crossing located near South Aurora Street, known as the Stockton Diamond, in the City of Stockton, California. The northern limit of the proposed Project includes East Weber Avenue, a major east-to-west arterial in Downtown Stockton. Just north of East Weber Avenue is the Robert J. Cabral Station. The southern Project limit is the Union Pacific Railroad (UP) Stockton Yard, located approximately at East Fourth Street. The eastern and western limits of the Project are generally South Pilgrim Street and South Grant Street, respectively. The Stockton Diamond is generally located in the middle of the Project Study Area. Substantial freight movements between the Port of Stockton and points east, north, and south must pass through the Diamond. The existing at-grade nature of the Diamond provides an operational constraint that results in delays to the regional rail network where these two principal rail lines intersect. At several locations, the existing north-to-south UP Fresno Subdivision tracks at and near the Diamond are raised above grade by approximately 3 feet, requiring any vehicular or pedestrian traffic to go up and over the hump to cross the tracks at roadway-rail grade crossings. Additionally, the Mormon Slough is crossed by existing road and railway tracks in several locations within the proposed Project Study Area. The CEQA lead agency is responsible for ensuring their independent review and the adequacy and objectivity of the EIR. SJRRC, as CEQA lead agency, has subjected the Draft EIR and Final EIR to the agency’s own review and analysis process.
1.1 Project Summary
SJRRC proposes to construct a grade separation of two principal railroad lines at the Stockton Diamond in Stockton, California. This Final EIR was prepared in conformance with CEQA. SJRRC, as the project sponsor, is the CEQA lead agency. The Project is a critical passenger and freight mobility project. The current Altamont Corridor Express (ACE) and Amtrak San Joaquins passenger rail services are constrained by the Stockton Diamond Interlock at-grade crossing, which can reduce reliability and on-time performance for both passenger and freight rail. The grade separation would help improve the operational performance for SJRRC and the San Joaquin Joint Powers Authority (SJJPA) as they provide service between the Central Valley, Sacramento, and the San Francisco Bay Area.
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Currently, the BNSF Railway (BNSF) Stockton Subdivision and the UP Fresno Subdivision consist of two main tracks each, and they intersect each other at a level, at-grade crossing known as the Stockton Diamond. This rail intersection, located just south of Downtown Stockton near South Aurora Street and East Scotts Avenue, is the busiest at-grade railway junction in California. The at-grade crossing experiences substantial congestion and delays service for people and freight throughout the Central Valley—and for freight on the broader national network. The current, at-grade configuration of the tracks results in critical delays to passenger and freight trains in the area, including those serving the Port of Stockton. Train congestion also causes vehicle delays at roadway-rail crossings and creates potential motor vehicle, rail, bicycle, and pedestrian conflicts. The proposed Project would construct a grade separation of the BNSF and UP rail lines to reduce rail congestion and allow passenger and freight rail traffic to flow uninterrupted through the crossing. The reduction in rail congestion would reduce delays for passenger and freight rail providers and improve freight mobility, which may lead to lower costs for freight shipping and reduce travel times for motor vehicle, bicyclist, and pedestrian traffic. The reduction in train congestion and motor vehicle wait times at these roadway-rail grade crossings would reduce locomotive and automobile idling and air emissions. The proposed Project’s public benefits would extend to motorists, pedestrians, rail passengers, freight shippers, and residents throughout the region. Additional benefits would include reduced fuel consumption, lower freight rail transportation costs, and improved travel times and reliability. Passenger and commuter rail reliability is essential for those residing and working in the region, especially those in rural communities who need improved access to essential services and economic centers. The proposed Project is aligned with San Joaquin County’s goals to enhance existing rail infrastructure and to improve the rail network efficiency and capacity—including safe, reliable transportation choices—while also improving the local economy through economic growth, job retention, and job creation. Specifically, the proposed Project will address the following operational issues: • High levels of freight and passenger rail activity cause train congestion. Stockton Diamond is the busiest, most congested at-grade railway junction in California. • Congestion and freight maintenance activities cause delays and poor reliability. The Stockton Diamond’s current at-grade configuration results in significant delays and poor reliability for BNSF and UP freight trains and for ACE and Amtrak San Joaquins passenger trains. Local road traffic also experiences delays and poor reliability because of the amount of time the road crossings are occupied by trains. • Multiple roadway-rail grade crossings and the BNSF-UP main line track at-grade crossing create conflict points, resulting in increased safety risks.
1.2 Project Objectives
The Project goals and objectives are to: • Reduce passenger and freight rail delays and associated congestion; • Maintain key community connections; • Improve multimodal access;
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• Provide local and regional environmental and economic benefits; and • Address safety by closures and enhancements at key roadway-rail grade crossings. In achieving the proposed Project, SJRRC anticipates the following benefits: 1. Stimulate Mobility: Improve regional passenger and freight rail efficiency and travel reliability by reducing conflicting train movements. 2. Enhance Safety: Improve Stockton residents’ access, safety, and mobility across rail lines through enhancements or closures at roadway-rail grade crossings. 3. Improve Economic Vitality: Reducing delays will result in increased throughput and efficient goods movement. This decreases fuel consumption and leads to cost savings. 4. Inspire Connections: Support faster, more reliable passenger rail service linking residents to family, jobs, and recreational destinations throughout Northern California. 5. Improve Sustainability: Improve air quality through reduction of greenhouse gas (GHG) emissions from trains and vehicles that idle because of congestion and delays.
1.3 Alternatives
Potential alternatives to the Project were evaluated with respect to the objectives of the Project as discussed in Chapter 4, Alternatives of the Draft EIR and this section of the Findings. A concept development and screening analysis was completed, and the No Project Alternative and the proposed Project were carried forward in this EIR for full analysis. Refer to Section 4.2, Alternatives Carried Forward for Analysis in Chapter 4, Alternatives of the Final EIR for additional information regarding the concept development and screening process.
Design variations of four concepts were developed during the concept screening process and presented to the host railroads. The concepts and their variations are in included in Appendix G, Preferred Alternative and Concepts Eliminated from Further Consideration, in the Final EIR.
This section provides an overview of the No Project Alternative and proposed Project that were carried forward from the concept screening process into this EIR. All components of the Build Alternative have been evaluated on the effects to the social, natural, and built environment.
No Project Alternative CEQA requires that an EIR include the evaluation of a “no project” alternative [CEQA Guidelines Section 15126.6(e)]. The No Project Alternative considers the impacts of conditions forecast by current plans for land use and transportation in the vicinity of the Project Area, including planned improvements to future passenger rail infrastructure through the 2045 planning horizon, without the addition of the project.
The No Project Alternative proposes no improvements that would solve the congestion, delay, and safety issues related to rail activity through the Stockton Diamond. With the exception of the Stockton Wye, which is planned to be constructed by UP as a separate project in 2021, all existing
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connections between the BNSF Stockton Subdivision and UP Fresno Subdivision would remain and function as they currently do, and no alignments would be modified.
As a result, operating conflicts between trains on various routes through the Stockton Diamond would continue to exist. Additionally, under the No Project Alternative, UP main tracks would remain across the BNSF main tracks at-grade. Therefore, traffic conflicts and train staging that currently occur as trains wait on one railroad’s main track for trains using the other railroad’s main track to pass through the Stockton Diamond would persist. Wait times at public roadway rail grade crossings in the study area are currently influenced by their location in a congested urban area and in close proximity to the Stockton Diamond. There would be no reductions in wait times along these roadways under the No Project Alternative. In general, average roadway-rail grade crossing occupancy times and roadway vehicle delays would increase in the Project Study Area over time with the projected increase in population and anticipated increases in rail traffic. These delays would not only impact vehicles but would also impact the efficiency of pedestrian and bicycle travel.
Proposed Project (Alternative 1A) – Preferred Alternative The proposed Project involves raising the UP Fresno Subdivision main tracks to provide the vertical clearance required to grade separate the existing crossing of the UP and BNSF tracks at the Diamond. The grade separation would be constructed by elevating the UP Fresno Subdivision main tracks under three design options: a soil embankment, walled embankment, or viaduct structure, to bridge over the BNSF main tracks while maintaining the BNSF Stockton Subdivision tracks at their current grade.
This proposed approach and bridge over the BNSF main tracks is identified in this document as a “flyover structure.” The UP approach/flyover structure is proposed to be shifted east of the existing UP Fresno Subdivision main tracks so that construction of the new flyover would minimize impacts to existing rail operations. Once the main tracks are shifted onto the flyover, the existing tracks would be removed, thereby removing the current at grade connection between the UP and BNSF main tracks.
There are several wye connection tracks at the Diamond that would remain and/or be modified with the proposed Project. These wye tracks provide connectivity between the UP Fresno Subdivision and the BNSF Stockton Subdivision, as well as to the UP Stockton yard immediately south of East Charter Way (Dr. MLK Jr. Blvd.). It is anticipated that current ACE rail services and the majority of UP trains would use the new flyover tracks during operations. Amtrak San Joaquins service, future Valley Rail service, and freight trains would continue to use the at-grade Wye connection tracks.
The northern terminus of the proposed Project connects to the existing UP Fresno Subdivision tracks between East Main Street and East Weber Avenue. The new track alignment would remain at grade as it continues south under the Crosstown Freeway. Between East Main Street and East Market Street, an at-grade turnout would be constructed to provide trains using the proposed new UP Fresno Subdivision tracks an at-grade connection to transfer to the BNSF Stockton Subdivision heading east, or west to take them to the Port of Stockton. Once past the Crosstown Freeway viaduct, and just south of East Lafayette Street, the new main track flyover would begin to elevate. The flyover would reach its highest point of approximately 32 feet above the existing tracks as it crosses the BNSF Stockton Subdivision tracks within the Diamond.
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As it continues south, the flyover would begin to descend so that it conforms back to the existing track elevation south of the existing East Charter Way underpass and continues into the UP Stockton Yard. For rail services traveling north from the UP Stockton Yard, a turnout is proposed on the flyover beginning just north of East Charter Way to bring rail services needing to connect to the BNSF Stockton Subdivision at grade before reaching the Diamond. Once returning to grade, a new wye is proposed to allow these rail services to select between traveling east or west on the BNSF line.
With the implementation of the proposed Project (Alternative 1A), rail congestion would be reduced, which would allow passenger and freight rail traffic to flow uninterrupted through the crossing. The reduction in rail congestion would also reduce delays for passenger and freight rail providers and improve freight mobility, which may lead to lower costs for freight shipping and reduce travel times for motor vehicle, bicyclist, and pedestrian traffic.
The reduction in train congestion and motor vehicle wait times at these roadway-rail grade crossings would reduce locomotive and automobile idling and air emissions and would provide benefits to motorists, pedestrians, rail passengers, freight shippers, and residents throughout the region. Additional benefits would include reduced fuel consumption, lower freight rail transportation costs, and improved travel times and reliability. As such, the proposed Project (Alternative 1A) meets the Project Objectives and was selected as the Preferred Alternative, or the Environmentally Superior Alternative.
1.4 Environmental Review Process
On August 19, 2020, SJRRC officially launched the environmental review process for the proposed Project with a Notice of Preparation (NOP) for an EIR. The NOP was filed with the State Clearinghouse (SCH#2020080321) and circulated to public agencies and other interested parties in compliance with Section 15082(a) of the CEQA Guidelines. The NOP formally initiated the CEQA environmental review processes and informed the public that this Draft EIR was being prepared, identified public scoping meeting information, and established methods for how to provide comments on the Project during the 45-day public comment period (August 19 to October 3, 2020). A copy of the Scoping Report is included in Appendix I of the Final EIR. As required by the CEQA Guidelines Section 15087, a public Notice of Availability (NOA) of the Draft EIR for the proposed Project was published as a display ad in the Stockton Record newspaper on Monday, March 15, 2021 and in Vida En El Valle newspaper on Wednesday, March 17, 2021. The Draft EIR was circulated for public review for a period of 45 days, from March 15, 2021 to April 29, 2021. The Project team utilized several promotional tactics in order to build awareness of the Project, the Draft EIR availability, and the public review and comment period. Public Notices of Availability for the Draft EIR public review and comment period were published in the Stockton Record on March 15, 2021 and in the Vida En El Valle on March 17, 2021. Availability of the Draft EIR was announced via a press release to media outlets, eight standard posts on three social media platforms, email blasts, and mailers. All communications were in both English and Spanish.
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The Project website (stocktondiamond.com) was updated regularly throughout the Draft EIR public review and comment period. The Draft EIR document was made available on the project website. Copies of the Draft EIR were also provided to federal, state, and local agencies, regional transportation agencies, and organizations and persons who had expressed an interest in the proposed Project. A total of 26 comment letters were received throughout the public review period of the Draft EIR, which closed on April 29, 2021. 13 comment letters were received via email, four via web comment, four via comment card, four via telephone/hotline, and one comment during the formal comment period of the virtual public meeting. Comments received during the public circulation period consisted of requests for additional information, expressions of support for the proposed Project, as and questions on Project impacts related to traffic, pedestrian and bicycle circulation and access, temporary and permanent street closures, environmental justice, air quality, GHG, as well as temporary and permanent impacts related to noise and vibration, permanent acquisitions and relocation of businesses, permanent impacts to the Mormon Slough, and impacts to transient populations currently present in the Mormon Slough area.
1.5 Absence of Significant New Information; Recirculation Not Required
These examples are now reflected in §15088.5 of the CEQA Guidelines. In this case, the “new” information reflecting the Project, as revised in the manner described in the Final EIR, does not show a new substantial environmental impact or a substantial increase in the severity of an environmental impact previously identified. Section 15088.5(a) of the CEQA Guidelines requires recirculation of a Draft EIR when new significant information identifies: 1. A new, significant environmental impact would result from the project or from a new mitigation measure proposed to be implemented. 2. A substantial increase in the severity of an environmental impact would result unless mitigation measures are adopted that reduce the impact to a level of insignificance. 3. A feasible project alternative or mitigation measure considerably different from others previously analyzed would clearly lessen the significant environmental impacts of the project, but the project’s proponents decline to adopt it. 4. The Draft EIR was so fundamentally and basically inadequate and conclusory in nature that meaningful public review and comment were precluded. Recirculation of a Draft EIR is not required where the new information merely clarifies, amplifies, or makes minor modifications to an adequate EIR (CEQA Guidelines Section 15088.5(b)). After considering all comments received on the Draft EIR summarized above, and included in Appendix M of the Final EIR, the lead agency has determined that the text revisions included in the Final EIR do not result in a need to recirculate the Draft EIR.
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1.6 Selection of the Preferred Alternative
After the public circulation period, all comments were considered and addressed prior to the, SJRRC selecting the Preferred Alternative. Alternative 1B, the Build Alternative. Alternative 1B, the Build Alternative has been selected as the Preferred Alternative because it best satisfies the objectives of the Project and has the least environmental impacts, excluding the No Project Alternative.
1.7 Record of Proceedings
For all purposes of CEQA compliance, including these Findings of Fact, the administrative record of all SJRRC proceedings and decisions regarding the environmental analysis of the Project include but are not limited to: • The Draft and Final EIR for the Project, together with all appendices and technical reports referred to therein, whether separately bound or not, or made available electronically on the Project website: http://stocktondiamond.com. The documents constituting the record of proceedings upon which these Findings are made are made are available for review by responsible agencies and interested members of the public during normal business hours at the SJRRC office, located at 949 East Channel Street, Stockton, California 95202. The custodian of these documents is the Director of Capital Projects.
2 Findings and Facts
SJRRC, as lead agency, is required under CEQA to make written findings concerning each alternative and each significant environmental impact identified in the Draft EIR and Final EIR. Specifically, regarding findings, CEQA Guidelines Section 15091 provides: (a) No public agency shall approve or carry out a project for which an EIR has been certified which identifies one or more significant environmental effects of the project unless the public agency makes one or more written findings for each of those significant effects, accompanied by a brief explanation of the rationale for each finding. The possible findings are: 1. Changes or alterations have been required in, or incorporated into, the project which avoid or substantially lessen the significant environmental effect as identified in the Final EIR. 2. Such changes or alterations are within the responsibility and jurisdiction of another public agency and not the agency making the finding. Such changes have been adopted by such other agency or can and should be adopted by such other agency. 3. Specific economic, legal, social, technological, or other considerations, including provision of employment opportunities for highly trained workers,
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make infeasible the mitigation measures or project alternatives identified in the Final EIR. (b) The findings required by subsection (a) shall be supported by substantial evidence in the record. (c) The finding in subdivision (a)(2) shall not be made if the agency making the finding has concurrent jurisdiction with another agency to deal with identified feasible mitigation measures or alternatives. The finding in subsection (a)(3) shall describe the specific reasons for rejecting identified mitigation measures and project alternatives. (d) When making the findings required in subdivision (a)(1), the agency shall also adopt a program for reporting on or monitoring the changes which it has either required in the project or made a condition of approval to avoid or substantially lessen significant environmental effects. These measures must be fully enforceable through permit conditions, agreements, or other measures. (e) The public agency shall specify the location and custodian of the documents or other material which constitute the record of the proceedings upon which its decision is based. (f) A statement made pursuant to Section 15093 does not substitute for the findings required by this section. The “changes or alterations” referred to in Section 15091(a)(1) may include a wide variety of measures or actions as set forth in Guidelines Section 15370, including: (a) Avoiding the impact altogether by not taking a certain action or parts of an action. (b) Minimizing impacts by limiting the degree or magnitude of the action and its implementation. (c) Rectifying the impact by repairing, rehabilitating, or restoring the impacted environment.
2.1 Format
This section summarizes the significant environmental impacts of the Project, describes how these impacts are to be mitigated, and discusses various alternatives to the proposed Project, which were developed in an effort to reduce the remaining significant environmental impacts. All impacts are considered potentially significant prior to mitigation unless otherwise stated in the findings. This remainder of this section is divided into the following subsections: • Section 2.2, Summary of Environmental Impacts, presents the overview of impacts of the proposed project. • Section 2.3, Findings on Impacts Determined to be Less than Significant, presents the impacts of the proposed project that were determined in the Draft EIR to be
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less than significant without the addition of mitigation measures and presents the rationales for these determinations. • Section 2.4, Findings on Impacts Determined to be Less than Significant with Mitigation Incorporated, presents significant impacts of the proposed Project that were identified in the Final EIR, the Best Management Practices (BMP) measures and mitigation measures identified in the Mitigation Monitoring and Reporting Program reducing the impacts to less than significant, and the rationales for the findings. • Section 2.5, Findings on Significant and Unavoidable Impacts. No impacts were determined to be significant and unavoidable.
2.2 Overview of Environmental Impacts
Based on the NOP and Draft EIR, the following is an overview of the environmental topics considered to have no impact, a less than significant impact, a less than significant impact with mitigation incorporated, and a significant and unavoidable impact. Some sections may be discussed under more than one category since the impact determination may vary by threshold.
2.2.1 No Impact
The following topics were determined to have no impact as a result of the Project and will not be discussed further within this document: • Agriculture and Forestry Resources • Mineral Resources • Wildfire 2.2.2 Less Than Significant Impact
The following environmental topics were determined to have no impact as a result of the Project: • Aesthetics • Air Quality (Beneficial) • Cultural Resources • Energy (Beneficial) • Geology, Soils, and Paleontology • Greenhouse Gas Emissions (Beneficial) • Hydrology and Water Quality • Population and Housing
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• Public Services • Recreation • Transportation • Tribal Cultural Resources • Utilities and Emergency Services 2.2.3 Less Than Significant Impact with Mitigation Incorporated
The following topics were determined to have no impact as a result of the Project: • Biological Resources • Hazards and Hazardous Materials • Land Use and Planning • Noise and Vibration 2.2.4 Significant and Unavoidable Impacts
There are no environmental topics that were determined to have a significant and unavoidable impact as a result of the Project.
2.3 Findings on Impacts Determined to be Less than Significant
2.3.1 Aesthetics
No State scenic highways, or regional or local scenic routes are present within the aesthetics resource study area (RSA). As a result, the proposed Project would not cause a substantial adverse effect on scenic vista, substantially damage scenic resources within a state scenic highway and no short-term impacts are anticipated. The existing visual quality in the aesthetics RSA is poor. Project construction would introduce construction equipment, materials storage and stockpiles, and dust, all of which could affect the sense of cultural order. In addition, road closures and construction-related visual elements would be temporary, and some visual elements introduced during construction would contribute to slightly lower visual quality from the existing condition. However, all impacts related to construction activities are considered temporary and would cease upon completion of construction. Therefore, the proposed Project would not substantially degrade the existing visual character or quality of the site and its surroundings. Short-term impacts are considered less than significant, and no mitigation is required. During construction, additional lighting may be required, such as lights required for nighttime construction activities. With the implementation of Measure BMP AES-3, short-term impacts during construction would be minimized through the selection and utilization of lighting fixtures that would minimize additional light and glare for traveling motorists, bicyclists, and pedestrians
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within the construction limits. Therefore, with the implementation of Measure BMP AES-3, the proposed Project would not create a new source of substantial light or glare that could temporarily impact daytime or nighttime views within the aesthetic RSA. Thus, short-term impacts would be considered less than significant, and no mitigation is required. As stated above, no state scenic highways, or regional or local scenic routes are present within the aesthetics RSA. As a result, the proposed Project would not cause a substantial adverse effect on a scenic vista or substantially damage scenic resources within a state scenic highway and no long-term impacts are anticipated. With the implementation of the proposed Project, the primary potential impact on visual character is the construction of the proposed-UP flyover, which would affect the visual character of the aesthetic RSA. The proposed Project would not alter the current level of visual quality and would be consistent with the visual quality of the aesthetic RSA. In general, impacts to the visual quality of the area as a result of the proposed Project would be beneficial with the removal of railroad and industrial materials along the railroad corridor that currently degrade the visual quality of the area. With the implementation of Measures BMP-1 and BMP-2, long-term impacts associated with the proposed Project would not substantially degrade the existing visual character or quality of the site and its surroundings; thus, impacts are considered less than significant, and no mitigation is required. During operation, additional lighting may be required throughout the Project limits, including but not limited to new permanent lighting above the sidewalks located along the undercrossing beneath the grade separation flyover. However, with the implementation of Measure BMP AES- 3, requiring a lighting plan for operation consistent with the City of Stockton Municipal Code and General Plan goals and policies, operation of the proposed Project would not create a new source of substantial light or glare. Thus, long-term impacts would be less than significant, and no mitigation is required. 2.3.2 Air Quality
Project construction activities have the potential to generate emissions from equipment used during construction, as well as to generate dust. Likely air pollutants from construction include particulate matter (PM), dust, and criteria pollutants from fuel combustion. The emission of odors as a result of construction equipment could also result from construction activities. Prior to minimization, the annual emissions associated with construction of all three design options would exceed the San Joaquin Valley Air Pollution Control District (SJVAPCD) thresholds for NOX. However, with the implementation of Measures BMP AQ-1 and BMP AQ-2, the annual construction emissions associated with all three design options would be reduced to below the SJVAPCD significance thresholds. Therefore, with the implementation of Measures BMP AQ-13 and AQ-24, the proposed Project would not conflict with or obstruct implementation of the applicable air quality plan, nor would it result in a cumulatively considerable net increase of any nonattainment criteria pollutant for which the project region is non-attainment under an applicable federal or state ambient air quality standard. Further, with the implementation of Measures BMP AQ-13 and BMP AQ-24, the proposed Project would not expose sensitive receptors to substantial pollutant concentrations or result in other emissions (such as those leading to odors) adversely
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affecting a substantial number of people. Therefore, short-term impacts are considered less than significant, and no mitigation is required. The proposed Project, in and of itself, would not increase the projected number of freight and passenger trains or change the regional vehicle miles traveled (VMT) during operation. The improved freight mobility would reduce the total daily occupancy of the roadway crossings by approximately 30 percent in 2045. The reduction in crossing occupancy would improve on-road traffic flow and reduce vehicle idling in the Project Study Area. The Project would need to comply with Assembly Bill 617, which focuses on the development of a new community focused program to reduce exposure to air pollution more effectively and preserve public health. It also directs California ARB and all local air districts to develop and implement CERPs to protect communities disproportionally impacted by air pollution. Stockton was nominated by SJVAPCD and selected by California ARB as a monitoring community in 2019. The Stockton CERP was adopted by SJVAPCD in March 2021 and has been forwarded to ARB for adoption consideration. The Stockton CERP identified a wide range of measures designed to reduce air pollution and exposure, including several partnership strategies to be implemented between agencies and local organizations. With the implementation of Measure BMP AQ-1, which will incorporate feasible emission reduction strategies into the Project, as feasible, the proposed Project would not conflict with or obstruct CERP implementation. Further, the proposed Project will evaluate the feasibility of incorporating vegetative barriers and urban greening during final design, as identified in Measure BMP AQ-2. Measure BMP AQ-2 specifies that SJRRC will evaluate the feasibility of incorporating vegetative barriers and urban greening as a measure to potentially reduce air pollution exposure on sensitive receptors in the Project Study Area. Examples of vegetative barriers include, but are not limited to, trees, bushes, shrubs, or a mix of these types of vegetation. A Benefit-Cost Analysis (BCA) was conducted in 2019 for a grade separation of the Stockton Diamond (HDR 2019). This BCA calculated the 30-year reduction in train idling and on-road vehicle idling emissions associated with the elimination of the existing at-grade crossing. Although the project design considered in the BCA is different from what is currently proposed, the emission reductions associated with the elimination of the existing at-grade crossing are still applicable. The proposed Project would result in long-term reductions in criteria pollutant emissions. Reductions in air pollutant emissions can lead to long-term health benefits for residents and employees along the existing rail corridors, addressing health problems associated with air pollution such as lung irritation, inflammation, asthma, heart and lung disease, and worsening of existing chronic health conditions. Based on the information above, operation of the proposed Project would not conflict with or obstruct implementation of the applicable quality plan, result in cumulatively considerable net increase of any nonattainment criteria pollutant for which the project region is non-attainment under an applicable federal or state ambient quality standard, would not expose sensitive receptors to substantial pollutant concentrations, or result in other emissions (such as those leading to odors) adversely affecting a substantial number of people. Therefore, long-impacts are considered beneficial and less than significant, and no mitigation is required
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2.3.3 Cultural Resources
The proposed Project proposes to construct new tracks and at-grade rail crossings, remove some existing tracks, and protect-in-place, relocate, and/or remove various utilities near the following historic resources. Protection-in-place, relocation and/or removal of utilities, such as storm drains, underground water, sewer, and gas lines and overhead electrical lines and fiber optic cable, may be required near each historical resource. Additionally, vibration levels from impact pile driving during Project construction of all historic structures discussed below are anticipated to exceed the FTA threshold for damage to fragile historic structures located within 75 feet of this type of construction. Historical resources identified within the cultural RSA include: Oranges Bros. Garage/Stockton Rollatorium (910 East Weber Avenue); Imperial Hotel (904) East Main Street; New York Hotel (34 South Aurora Street); a building at 915 East Market Street; Waldermar Apartments (920 East Market Street); Williams & Moore/Berberian Bros (142 South Aurora Street); Victory Soda Works (1144 East Lafayette Street); New Cavour Hotel (302 South Union Street); a building at 1104 East Sonora Street; and a building at 520 South Union Street. Based on the review of each historical resource the proposed Project would not cause a substantial change in the historical resource as defined in Section 15064.5. Therefore, short-term and long-term direct or indirect impacts would be considered less than significant, and no mitigation is required. Two archaeological resources were identified within or immediately adjacent to the area of potential effect (APE) during the records search and literature review, Native American outreach and consultation, and pedestrian survey. The historic-age burial place of John Brown (Juan Flaco: P-39-000532) is adjacent to the APE, and one historic-age refuse deposit is within the APE (P- 39-005114/CA-SJO-000338H). Resource P-39-005114/CA-SJO-000338H (historic-age refuse deposit) lacks specific associations and is, therefore, exempt from documentation and evaluation per Attachment D of the Section 106 Programmatic Agreement (PA). In addition, no evidence of the resource was observed during the field survey. Site P-39-000532 (historic-age burial place of John Brown) is located outside of, but immediately adjacent to, the northern portion of the archaeological APE. The resource has been designated CHL-513 and a marker was erected September 13, 1969 at 1100 East Weber Avenue. The proposed Project is located within an area that has been subject to disruption by railroad and commercial development activities. As a result of previous development activities, archaeological resources that may have existed at the ground surface have likely been displaced or destroyed. There is, however, the possibility that ground‐disturbing activities could impact previously undiscovered subsurface prehistoric or archaeological resources. However, with the implementation of Measures BMP CUL-1 and BMP CUL-2, short-term and long-term impacts to archaeological and subsurface prehistoric archaeological resources would be considered less than significant. No human remains have been identified within the archaeological APE. However, although the previous Citizen’s Cemetery is not mapped within the archaeological APE, subsurface, undocumented remnants of the cemetery or associated features may exist within the boundaries of the archaeological APE. There is the possibility that previously undiscovered and undocumented human remains could be disturbed by ground disturbing activities during
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construction of the proposed Project. Implementation of Measure BMP CUL-3 would ensure that unknown human remains that could be discovered during construction are properly treated and would avoid or minimize the potential for direct adverse effects. With the implementation of Measure BMP CUL-3, impacts would be considered less than significant. 2.3.4 Energy
The temporary increase in energy demand during construction would be minimized by compliance with the Environmental Protection Agency’s (EPA) and Air Resources Board’s (ARB) regulations. As a result, the proposed Project would not result in wasteful, inefficient, or unnecessary consumption of energy, or wasteful use of energy resources during construction. Thus, short-term impacts would be less than significant, and no mitigation is required. The Project would provide an overall benefit as a result of a reduction of GHG emissions in the energy RSA. Therefore, the proposed Project would not conflict with or obstruct a state or local plan for renewable energy or energy efficiency. As a result, no short-term impacts would occur, and no mitigation is required. During operations, the proposed Project would result in improved regional passenger and freight rail efficiency, fewer delays, and reduced fuel consumption (resulting in a reduction of GHG emissions), resulting in a beneficial effect on energy resources. As a result, the proposed Project would not result in wasteful, inefficient, or unnecessary consumption of energy, or wasteful use of energy resources during operation. Thus, the proposed Project would create an overall beneficial impact, long-term impacts would be less than significant, and no mitigation is required. The Project would provide an overall benefit as a result of a reduction of GHG emissions in the energy RSA. Therefore, the proposed Project would not conflict with or obstruct a state or local plan for renewable energy or energy efficiency. As a result, no long-term impacts would occur, and no mitigation is required. 2.3.5 Geology, Soils, and Paleontology
The Project site is not located within an Alquist-Priolo Earthquake Fault Zone. The nearest active fault to the City of Stockton is the Greenville Fault, which is located approximately 22 miles west- southwest of Stockton. No active faults have been mapped on the Project site. The City of Stockton is close enough to major earthquake faults to be vulnerable to seismic activity and could be affected by ground shaking in the event of a major earthquake. Ground shaking and ground failure can result in structural failure and collapse, local damage to underground utilities, and paved areas cracking, presenting a hazard to structures and people. There is also a possibility for earthquake-induced liquefaction to occur at the Project site. However, with the implementation of Measures BMP GEO-1 through and BMP GEO-3, seismic hazards would be reduced by addressing geologic and seismic constraints during construction and incorporating seismic guidelines and standards into facility design and construction. Compliance with existing State and local laws and regulations would further reduce the potential impacts associated with the seismic hazards. Therefore, with the implementation of Measures BMP GEO-1 through BMP GEO-3, the proposed Project would not directly or indirectly cause potential substantial adverse effects, including the risk of loss, injury, or death involving a rupture
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of a known earthquake fault, as delineated on the most recent Alquist-Priolo Earthquake Fault Zoning Map issued by the State Geologist for the area or based on other substantial evidence of a known fault, strong seismic ground shaking, and seismic-related ground failure, including liquefaction. As a result, short-term impacts are considered less than significant, and no mitigation is required. Due to the gentle topography and lack of steep slopes in the Stockton area, the probability of earthquake-induced landslides is very low. Further, the Project site is not located within a landslide zone. Therefore, the proposed Project would not directly or indirectly cause potential substantial adverse effects, including the risk of loss, injury, or death involving landslides. As a result, no short-term impact would occur, and no mitigation is required. Construction activities often increase a disturbed area’s runoff potential. Clearing, grubbing, and grading activities during construction would remove ground cover and expose and disturb soil. Exposed and disturbed soils are vulnerable to erosion from runoff during construction. Altered drainage patterns resulting from construction could also cause redirection and concentration of runoff, potentially further exacerbating erosion. As part of the proposed Project, coverage under the National Pollutant Discharge Elimination System (NPDES) Construction General Permit would be obtained from the State Water Resources Control Board (SWRCB). This permit requires Stormwater Pollution and Prevention Plan (SWPPP) implementation to control stormwater runoff within the geology and soils RSA, thus minimizing soil erosion to the extent possible. BMPs for erosion and runoff, as outlined in the SWPPP and Construction General Permit, would be implemented during construction to minimize erosion and sediment migration from the construction and staging areas. These erosion and storm water pollution control measures would be consistent with NPDES requirements and would be included in the site specific SWPPP. With the implementation of Measure BMP GEO-1 and compliance with the requirements of the NPDES Construction General Permit and City of Stockton Municipal Code Chapter 15.48, soil erosion impacts and topsoil loss would be reduced. Therefore, the proposed Project would not result in short-term substantial soil erosion or topsoil loss. As a result, short-term impacts would be less than significant, and no mitigation is required. The Project site is anticipated to contain collapsible soils that would undergo settlement when loaded by fill placement and/or structure pressure. However, with the implementation of Measure BMP GEO-4, impacts associated with unstable soils, on- or off-site landslide, lateral spreading, subsidence, liquefaction, or collapse would be minimized. Therefore, short-term impacts would be considered less than significant, and no mitigation is required. The Project site is anticipated to consist of expansive clay. Therefore, the proposed Project could create a substantial direct or indirect risk to life or property due to expansive soils. However, with the implementation of Measure BMP GEO-3 impacts associated with expansive soils would be minimized. Therefore, short-term impacts would be considered less than significant, and no mitigation is required. The Project does not propose the installation of, or connection to, a septic system or alternative wastewater disposal system. Therefore, no short-term impacts would occur as a result of soils providing inadequate support to septic tanks or alternative wastewater systems, and no mitigation is required.
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Based on available excavation information, the Project has the potential to encounter native early Holocene- to late Pleistocene-age Modesto Formation beneath the artificial fill and disturbed sediment during excavations starting at depths as shallow as 2 to 15 feet below the current grade and may result in adverse direct impacts to paleontological resources. Based on the analysis of geologic maps, literature, museum records and online databases, as well as the current Project description and excavation descriptions, construction activities for the proposed Project may result in significant impacts to paleontological resources if the early Holocene- to late Pleistocene- age Modesto Formation is encountered during excavations. Ground disturbance and excavations associated with the proposed Project have the potential to encounter and disturb paleontological resources. However, with the implementation of Measure BMP GEO-4, impacts associated with the potential to destroy a unique paleontological resources, site, or unique geological feature would be minimized. Therefore, short-term impacts would be considered less than significant, and no mitigation is required. As previously noted, there is a possibility for earthquake-induced liquefaction to occur at the Project site. Therefore, the proposed Project may potentially directly or indirectly cause potential substantial adverse long-term effect, including the risk of loss, injury, or death involving seismic- related ground failure, including liquefaction. However, with the implementation of Measure BMP GEO-3, long-term impacts would be considered less than significant, and no mitigation is required. Also, as previously noted, the proposed Project could create a substantial direct or indirect risk to life or property due to expansive soils. However, with the implementation of Measure BMP GEO- 3 impacts associated with expansive soils would be minimized. Therefore, long-term impacts would be considered less than significant, and no mitigation is required. As stated earlier, the Project does not propose the installation of, or connection to, a septic system or alternative wastewater disposal system. Therefore, no long-term impacts would occur as a result of soils providing inadequate support to septic tanks or alternative wastewater systems, and no mitigation is required. Based on available excavation information, the Project has the potential to encounter native early Holocene- to late Pleistocene-age Modesto Formation beneath the artificial fill and disturbed sediment during excavations starting at depths as shallow as 2 to 15 feet below the current grade and may result in adverse direct impacts to paleontological resources. Based on the analysis of geologic maps, literature, museum records and online databases, as well as the current Project description and excavation descriptions, construction activities for the proposed Project may result in significant impacts to paleontological resources if the early Holocene- to late Pleistocene- age Modesto Formation is encountered during excavations. Ground disturbance and excavations associated with the proposed Project have the potential to encounter and disturb paleontological resources. However, with the implementation of Measure BMP GEO-4, impacts associated with the potential to destroy a unique paleontological resources, site, or unique geological feature would be minimized. Therefore, long-term impacts would be considered less than significant, and no mitigation is required.
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2.3.6 Greenhouse Gas Emissions
Demolition, construction, and clearing activities would generate 7,480 to 12,913 metric tons (MT) of CO2e. Amortized over a 30-year period, the approximate life of the proposed Project, the yearly contribution to GHG from the construction of the proposed Project would be 249 to 430 MT of CO2e. Therefore, the GHG emissions from construction would not exceed the 900 MT of CO2e per year screening threshold, short-term impacts would be considered less than significant, and no mitigation is required. The current rail activity through the Stockton Diamond results in substantial delays and inefficiencies in operations. The proposed Project is intended to improve regional passenger and freight rail efficiency and travel reliability by reducing conflicting train movements. By grade separating and providing an uninterrupted flow for the freight main line and shared passenger rail traffic, which accounts for the majority of the total projected train volumes through the Diamond, the proposed Project would improve freight and passenger movements and lead to lower costs for freight shipping, reduced delays, and a decrease in fuel consumption for idling locomotives. The proposed Project would provide an overall benefit, by reducing GHG emissions caused by trains and vehicles that sit idling due to congestion and delays. The proposed Project would result in long-term reductions in GHG emissions of up to 3,220 tons per year. The reduction in GHG emissions would help California meet its 2030 goals under SB 32. Therefore, the proposed Project’s long-term impacts would be considered less than significant, and no mitigation measures would be required. As stated above, the proposed Project would reduce the total daily occupancy of the roadway crossings by approximately 30 percent in 2045. The reduction of GHG emissions would help California meet its GHG reduction goals. Therefore, the proposed Project would not conflict with a plan, policy, or regulation adopted for the purpose of reducing GHG emissions. Thus, long-term impacts would be less than significant, and no mitigation is required. 2.3.7 Hydrology and Water Quality
During construction activities, the proposed Project would implement Measure BMP HYD-1, for Stormwater Management; Measures BMP HYD-2 and BMP HYD-3, requiring the preparation and compliance with a Construction SWPPP and Industrial SWPPP, respectively; and other standard applicable construction site project feature, design prevention and pollution, and treatment BMPs. The Project would also require regulatory permits from the U.S. Army Corps of Engineers (USACE) (Section 404), Regional Water Quality Control Board (RWQCB) (Section 401), and CDFW (Streambed Alteration Agreement). With the implementation of requirements within the required Section 404, 401, and Streambed Alteration Agreement, and Measures BMP HYD-1 through HYD-3 and other standard treatment BMPs, the proposed Project would comply with applicable permitting requirements during construction. Therefore, short-term impacts on water quality would be considered less than significant, and no mitigation is required. The Project would not involve the use of groundwater, which could otherwise carry the potential for interference with current groundwater recharge, possible depletion of groundwater supplies, or interference with adjacent wells. Although groundwater dewatering may be necessary during
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construction in localized areas, these activities would result in only temporary reductions in groundwater levels within and directly adjacent to construction areas. Any localized lowering of the groundwater table would be anticipated to recover quickly following pumping and would not cause a net deficit in aquifer volume or a lowering of the groundwater table. Further, the addition of impervious surfaces associated with the proposed Project would have the potential to reduce groundwater recharge. However, impacts would be localized and would not have substantial implications for the greater groundwater basin. Therefore, short-term impacts are considered less than significant, and no mitigation is required. Temporary water quality impacts could result from sediment discharge from disturbed soil areas (DSA) and construction near water resources or drainage facilities that discharge to water bodies and construction activities would alter drainage and runoff patterns. Proposed Project activities would not result in the alteration of a stream or river, as the construction of the proposed Project would require either a clear span flyover bridge or a bridge with piers to span the Mormon Slough and associated floodplain. Existing drainage structures along the Mormon Slough would remain in place after construction of the proposed bridge. Pipe culverts under the existing UP main line immediately downstream (west) of the flyover alignment would also be left in place to support the remaining at-grade connection track to BNSF. New drainage structures for passing flows beneath the railroad flyover may be pipe culverts, box culverts, or a bridge. Pipe and box culverts would require fill within the existing channel. In addition, during construction, construction flows to existing drainage systems may occur, as well as potential sources of polluted runoff. Implementation of Measures BMP HYD-1 through BMP HYD-4 and mandates set forth in the CGP and MS4 Permit would help prevent runoff from entering nearby existing drainage systems. If necessary, clear water diversions would be implemented to work in the Mormon Slough for the construction of new structures. Therefore, with the implementation Measures BMP HYD-1 through BMP HYD-4, and mandates set forth in the Construction General Permit and MS4 Permit, the proposed Project would not substantially alter the existing drainage pattern of the site or area, including through the alteration of a course of a stream or river or through the addition of impervious surfaces, in a manner which would result in substantial erosion or siltation on- or off-site, substantially increase the rate or amount of surface runoff in a manner which would result in flooding on- or offsite, create or contribute runoff water which would exceed the capacity of existing or planned stormwater drainage systems or provide substantial additional sources of polluted runoff, or impede or redirect flood flows. Thus, short-term impacts would be considered less than significant, and no mitigation is required. According to the California Department of Conservation (2020), the Project study area is not located in a tsunami inundation area. Further, given the flat topography of the Project study area and inland location of the proposed Project, away from oceans or other large bodies of water, the occurrence of a seiche is unlikely. FEMA FIRMs were researched for the proposed Project; the FIRM at the proposed Project site is FIRM Number 06077C0460F, effective on October 16, 2009. The railroad intersection is in Zone X (levee protection). The Project study area crosses the Zone A region along Mormon Slough and into the Zone X region on either side of the channel. Zone A represents areas subject to inundation by the 100-year or 1 percent annual chance flood event generally determined using approximate methods. Zone X represents areas protected from the 1
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percent annual chance flood by levees. The proposed Project would be designed in accordance with USACE standards. Therefore, the proposed Project would not result in a flood hazard, tsunami, or seiche zones, risk release of pollutants due to project inundation. Thus, short-term impacts would be considered less than significant, and no mitigation is required. The proposed Project would not require the use of groundwater. Dewatering activities associated with construction would be temporary and localized. The proposed Project would comply with federal, state, and local regulations and policies related to water quality and implement BMPs to protect water quality and comply with applicable permitting requirements. Therefore, the proposed Project would not conflict with or obstruct implementation of a water quality control plan or sustainable groundwater management plan. Thus, short-term impacts are considered less than significant, and no mitigation is required. Compliance with standard federal, state, and local regulations and policies related to water quality would occur during operation of the proposed Project. Therefore, long-term impacts on water quality would be considered less than significant and no mitigation is required. As stated above, the Project would not involve the use of groundwater, which could otherwise carry the potential for interference with current groundwater recharge, possible depletion of groundwater supplies, or interference with adjacent wells. The addition of impervious surfaces associated with the proposed Project would have the potential to reduce groundwater recharge. However, impacts would be localized and would not have substantial implications for the greater groundwater basin. Therefore, long-term impacts are considered less than significant, and no mitigation is required. Permanent impacts on water quality could result from the addition of new impervious area; this additional impervious area prevents runoff from naturally dispersing and infiltrating into the ground, resulting in increased concentrated flow. The Mormon Slough crosses the proposed alignment just north of Anderson Street. A drainage structure would be constructed to span the Mormon Slough. Existing drainage structures along Mormon Slough would remain in place after construction of the proposed slough structure. Further, pipe culverts under the existing UP main tracks immediately downstream (west) of the flyover alignment would be left in place to support the remaining at-grade connection track to BNSF. SJAFCA modeling of future flows noted an additional culvert is required under the Fresno Subdivision tracks, and SJAFCA was planning to add two more pipe openings under the tracks at this location to accommodate future flows. These new pipe openings are not part of the proposed Project. Hydraulic analyses within the slough would be conducted prior to determining the final design of the proposed drainage structure using three separate criteria: (1) Union Pacific Railroad current 50- and 100-year flood flows, (2) a projected future flow of 1,550 cubic feet per second (according to SJAFCA’s Strategic/Capital Plan) and (3) City of Stockton Specific Plan future flow of 3,000 cubic feet per second (City of Stockton 1989) through the Mormon Slough for the existing and proposed crossings. The proposed Project would be designed to allow for current and both projected future flow cases but would leave the existing Fresno Subdivision culverts in place.
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Drainage structures for passing flows beneath the railroad flyover may be box culverts, arch openings or a bridge. Any structure designed for this location would be designed for both existing conditions and proposed future conditions, provided by SJAFCA and the City of Stockton. Box culverts or arch openings would require fill within the existing dry channel, but since it is a dry channel this may not be a concern. The Project would install treatment BMPs, including trash control devices such as a trash capture rack. A trash capture rack is proposed on both the upstream and downstream ends of the proposed new crossing over the Mormon Channel for the box culvert and arch crossing design options. The trash capture rack will help to prevent trash and debris from entering the channel. This treatment BMP has been modeled and accounted for in the hydraulic analysis of the crossing over the channel. Based on informal consultation with National Oceanic and Atmospheric Administration (NOAA) Fisheries, drainage structures associated with the proposed Project must preserve fish passage and important habitat characteristics for future Mormon Slough restoration efforts. Therefore, the drainage structures associated with the proposed Project at this location would be constructed by maintaining a natural substrate channel free of rip-rap. The permanent increase in impervious surface is not anticipated to cause exceedance to planned stormwater drainage systems, nor would it provide substantial sources of polluted runoff during operation of the proposed Project. The proposed Project currently plans to drain the added impervious surfaces to proposed BMPs that would treat the runoff and promote infiltration, to the extent practicable, before discharging to nearby drainage systems. These BMPs would also increase the time of concentration for the flows to reduce the peak flows and minimize any increases in flows the downstream drainage systems would take. During final design, the Project team will develop a Project specific drainage report, consistent with the standards set by the City of Stockton, including those found in the City’s Mormon Channel Specific Plan, as identified in Measure BMP HYD-5. Therefore, with the implementation of Measures BMP HYD-1 through BMP HYD-5, and mandates set forth in CGP and MS4 Permit, short-term impacts and long-term impacts to existing or planned drainage systems would be considered less than significant, and no mitigation is required. As stated above, the Project study area is not located in a tsunami inundation area. Further, the occurrence of a seiche is unlikely. The proposed Project would be designed in accordance with USACE standards. Therefore, the proposed Project would not result in a flood hazard, tsunami, or seiche zones, risk release of pollutants due to project inundation. Thus, long-term impacts would be considered less than significant, and no mitigation is required. As stated previously, the proposed Project would not require the use of groundwater. The proposed Project would comply with federal, state, and local regulations and policies related to water quality and implement BMPs to protect water quality and comply with applicable permitting requirements. Therefore, the proposed Project would not conflict with or obstruct implementation of a water quality control plan or sustainable groundwater management plan. Thus, long-term impacts are considered less than significant, and no mitigation is required.
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2.3.8 Population and Housing
Under the proposed Project, temporary construction jobs would be created on a short-term basis and could be filled by the current workforce in the region. However, construction jobs would cease upon completion of Project construction. Therefore, permanent jobs that could cause substantial or unplanned growth within the population and housing RSA; and thereby necessitate the construction of additional housing and/or business services to serve substantial or unplanned growth, would not occur as a result of the proposed Project. Prior to and during construction, transient populations currently occupying part of the Mormon Slough would need to be temporarily relocated. With the implementation of Measure BMP PH-1, preparation of an Outreach and Engagement Plan, SJRRC would pro-actively coordinate with the City, County, as well as local community stakeholder groups, to assist these populations in finding alternative housing options consistent with the strategies, goals, and policies of the San Joaquin County Community Response to Homelessness Strategic Plan, and San Joaquin County policies related to homelessness described above. In addition, the Outreach and Engagement Plan will include input on goals and policies from stakeholder groups familiar with the issues and challenges related to the transient populations currently occupying a portion of the Mormon Sough. With the implementation of Measure BMP PH-1, short-term impacts would be considered less than significant. The proposed Project would involve the grade separation of two principal railroad lines at the Stockton Diamond that would reduce rail congestion and allow for an uninterrupted flow of passenger and freight rail traffic though the crossing; improve freight mobility, leading to lower costs for freight shipping; reduce delays for passenger and rail providers; and result in an overall decrease in fuel consumption. Although the proposed Project would permanently convert 10.87 acres of industrial land use to transportation land uses, which is less than 1 percent of the City’s industrial zoned land use, it would not result in substantial amounts of unplanned growth that would require the need for additional housing units. No residential properties would be partially or fully acquired as part of the proposed Project. Therefore, the proposed Project would not displace any existing residences which could potentially trigger the construction of replacement residential housing within the population and housing RSA. While the benefits of the proposed Project would include improving passenger and freight rail operations and making transit a more attractive mode choice for those utilizing the current transportation system, it would not result in changes to the volume of the overall commuters in the City of Stockton or larger region. Further, because the proposed Project is limited to track improvements which would not provide any direct opportunities for people to board or alight trains within the community, substantial or unplanned growth in population would not occur; and as a result, the proposed Project would not substantially increase housing demand in the population and housing RSA, or trigger the need for the construction of additional infrastructure or the implementation of additional infrastructure improvements. Based on the discussion above, the proposed Project would not result in substantial unplanned population growth in an area, either directly through the need for the construction of new homes and businesses, or indirectly through extension of roads or other infrastructure. As a result, no long-term growth impacts related to the proposed Project are anticipated.
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2.3.9 Public Services
The nearest fire station, Fire Station 3, is located south of East Charter Way, outside of the Project construction limits. Although Fire Station 3 would not be directly impacted during construction, indirect impacts may occur related to emergency vehicle access that may be impeded during construction due to nearby temporary road closures. There are no police stations in the public services RSA; therefore, no police stations would be directly impacted with the proposed Project. However, indirect impacts may occur related to emergency vehicle access that may be impeded during construction due to nearby temporary road closures. Four schools are identified in the public services RSA, Jane Frederick High School, TEAM Charter School, Creative Child Care at TEAM Charter, and Gleason Park head start. Construction of the proposed Project would not result in any direct physical impacts on schools, nor an increased demand for school facilities. However, indirect impacts may occur related to emergency vehicle access that may be impeded during construction due to nearby temporary road closures. the Stockton-San Joaquin County Public Library currently operates five facilities in the city; however, none of these facilities are located in the public services RSA. The nearest library to the proposed Project site is the Cesar Chavez Central Library, approximately 0.7 miles to the northwest. In addition, public health care in San Joaquin County is available through the San Joaquin General Hospital, approximately 3.5 miles south of the Project site. Additional private hospitals in the City include Dameron Hospital and Saint Joseph’s Medical Center, each over a mile away from the Project site. There are no hospital facilities in the public services RSA. With the implementation of a Transportation Management Plan (TMP) identified in Measure BMP TRA-7, the Project would not result in substantial adverse physical impacts associated with the provision of new or physically altered governmental facilities, need for new or physically altered governmental facilities, the construction of which could cause significant environmental impacts, in order to maintain acceptable service ratios, response times or other performance objectives for any of the public services related to fire protection, police protection, schools, or other public facility. Thus, short-term impacts would be considered less than significant, and no mitigation is required. The proposed Project is limited to operational improvements to an existing transportation facility and would not be considered growth inducing. Access in and around the new grade separation would be improved upon completion of the proposed Project. During operation of the proposed Project, emergency vehicles would benefit from improved local mobility. With the proposed flyover, there would be fewer delays at crossings since there would be substantially less “gate down” time for trains to travel through the rail corridor. Therefore, the proposed Project would not result in the need for new or physically altered fire protection facilities, police faciliites or other public facilities in the long-term. Access to the school facilities located within the public services RSA would not be directly impacted with the proposed Project and there would be no need for new or physically altered school facilities in the long-term. Therefore, no long-term impacts would occur.
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2.3.10 Recreation
The proposed Project improves passenger rail reliability by implementing infrastructure improvements to allow for better rail operations. These improvements would also improve safety and mobility in the local area and would not create greater demand for recreational opportunities. In addition, the proposed Project would not increase the use of the existing parks and recreational facilities in the area or cause substantial or accelerate physical deterioration of these facilities. Therefore, no short-term impacts would occur as a result of the proposed Project. The proposed Project does not include recreational facilities, nor does it include any features that would require construction of new recreation facilities or expand existing recreational facilities. However, the proposed Project will require 0.03-acre of temporary construction easement (TCE) in the northwest corner of Union Park, located in the southeast quadrant of the intersection between East Hazelton Avenue and South Union Street. The TCE is considered a short-term direct impact and would be used for the storage of construction materials and serve as construction access to East Hazelton Avenue during the construction of the proposed underpass. The TCE would not directly impact access to the existing facilities at Union Park in the short term, as multiple access locations are available along the perimeter of the unfenced park and also would not directly impact any of the features of the park that currently provide recreational opportunities. Temporary indirect impacts to Union Park would occur over a 2 to 3-month period due to the full street closures of East Hazelton Avenue and East Scotts Avenue during proposed Project construction. These temporary street closures may indirectly impact local access to Union Park. However, in order to maintain traffic flow and park access throughout proposed Project construction, closures on East Hazelton Avenue and East Scotts Avenue would not occur at the same time. Similarly, access to Independence Park, located in the southwest quadrant of South Aurora Street and East Market Street, may be indirectly impacted by the temporary closure of South Market Street during construction. However, indirect short-term impacts related to access during construction would be reduced with the implementation of the proposed Project Construction Transportation Plan, that aims to minimize impacts of construction traffic on nearby roadways (Measure BMP TRA-2), a Construction Management Plan (CMP) that aims to address maintenance and pedestrian access during the construction period (Measure BMP TRA-4), a CMP for the maintenance of bicycle access during construction (Measure BMP TRA-5), and a TMP which requires alternate access or detour plans be available early and continuously throughout the proposed Project construction as part of ongoing public outreach (Measure BMP TRA-7). Additionally, due to the proximity of several parks (Union Park, Independence Park, and Liberty Park), noise and dust generated during construction may cause indirect short-term impacts on park users. However, indirect short-term impacts related to noise and dust during construction would be reduced with the implementation of Measures BMP AQ-1 and BMP AQ-2. Therefore, with the implementation of Measures BMP TRA-2, BMP TRA-4, BMP TRA-5, BMP TRA-7, BMP AQ 1, BMP AQ-2, MM NV-1 and MM NV-2, the proposed Project would not require the construction or expansion of recreational facilities which might have an adverse physical effect
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on the environment. Thus, short-term direct and indirect impacts would be considered less than significant, and no mitigation is required. As stated, above, the proposed Project improves passenger rail reliability by implementing infrastructure improvements to allow for better rail operations. These improvements would also improve safety and mobility in the local area and would not create greater demand for recreational opportunities. In addition, after construction of the proposed Project is completed, the affected area of the park property would be returned to its prior condition, and no permanent modifications to Union Park’s recreational features would occur. Therefore, the proposed Project would not increase the use of existing neighborhood and regional parks or other recreational facilities such that substantial physical deterioration of the facility would occur or be accelerated, nor would it require the construction or expansion of recreational facilities which might have an adverse physical effect on the environment. Thus, no long-term impacts on parks and recreation would occur as a result of the proposed Project, and no mitigation is required. 2.3.11 Transportation
Construction of the proposed Project would not result in any direct impacts on an applicable program, plan, ordinance or policy. However, indirect impacts may occur related to transportation and circulation during construction due to nearby temporary road closures. In order to reduce potential temporary transportation and circulation impacts, a Construction Transportation Plan (Measure BMP TRA-2), and a TMP (Measure BMP TRA-7) would be drafted, approved, and filed with the City of Stockton Engineering and Transportation Department, or other agency with jurisdiction over the road, prior to any road closures. With the implementation of Measures BMP TRA-2 and BMP TRA-7, short term impacts would be considered less than significant, and no mitigation measures are required. VMT is now the metric used to evaluate significant transportation impacts under CEQA. The proposed Project is subject to CEQA Guidelines Section 15064.3, subsection (b)(2), Criteria for Analyzing Transportation Impacts, Transportation Projects, which states “Transportation projects that reduce, or have no impact on, vehicle miles traveled should be presumed to cause a less than significant transportation impact.” The “Technical Advisory on Evaluating Transportation Impacts in CEQA,” prepared by the State of California Office of Planning and Research in December 2018 identifies transportation project types that are, and are not, likely to lead to measurable or significant increases in VMT. According to the Technical Advisory, “Projects that would not likely lead to a substantial or measurable increase in vehicle travel, and therefore generally should not require an induced travel analysis [i.e., VMT analysis], include: • Grade separation to separate vehicles from rail, transit, pedestrians, or bicycles, or to replace a lane in order to separate preferential vehicles (for example, HOV, HOT, or trucks) from general vehicles (OPR 2018:20-21) Because the proposed Project is primarily a grade separation project to partially grade separate passenger rail from freight rail, and to separate rail from roadway traffic, the proposed Project is not likely to lead to measurable or significant increases in VMT. As such, VMT analysis is not required for analyzing the proposed Project’s transportation impacts. Therefore, the proposed
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project would not conflict or be inconsistent with CEQA Guidelines section 15064.3, subdivision (b), no short-term VMT impact would occur, and no mitigation is required. The proposed Project would have no impacts on existing transit routes except on Charter Way (Route 49). In the long term, Route 49 will remain on Charter Way. During construction, however, the proposed Project will construct two new bridges across Charter Way and will demolish a portion of an existing bridge. Temporary closures, detours, or narrowing to two lanes on Charter Way may be necessary during construction. Measure BMP TRA-6, which stipulates the protection of freight and passenger rail during construction, would ensure that any structural damage to freight or public railways that may occur during the construction period would be repaired and any damaged sections be returned to their original structural condition. Measure BMP TRA-6 would reduce potential short-term impacts related to transit resources. During construction, impacts may occur to existing pedestrian access within the transportation RSA. However, with the implementation of Measure BMP TRA-4, which specifies that a Construction Management Plan (CMP) address maintenance of pedestrian access during the construction period, short-term impacts related to pedestrian access would be considered less than significant and no mitigation is required. There are no existing bicycle facilities in the Traffic Study Area. During construction, impacts may occur to existing bicycle access within the transportation RSA. However, with the implementation of Measure BMP TRA-5, which specifies that a CMP address the maintenance of bicycle and pedestrian access during construction, short-term impacts related to bicycle access would be considered less than significant and no mitigation is required. During construction, impacts may occur to existing parking and loading within the transportation RSA. However, with the implementation of Measure BMP TRA-3, which specifies that adequate off-street parking for all construction-related vehicles be provided throughout the construction period, impacts to public on-street parking areas would be minimized. Therefore, with the implementation of Measure BMP TRA-3, short-term impacts related to parking and loading would be considered less than significant and no mitigation is required. The Traffic Study Area is served by two fire stations of the City of Stockton Fire Department. Fire Station 3 (1116 E. First Street) is the fire station nearest the proposed Project and accesses the Traffic Study Area via South Airport Way. Fire Station 2 (110 W. Sonora Street) currently uses State Route (SR) 4 and East Lafayette Street as primary routes for emergency response. Roads that would require temporary closures during construction of the at-grade crossings and/or grade separations include: East Weber Avenue; East Main Street; East Market Street; East Hazelton Avenue; East Scotts Avenue; and East Charter Way. During construction, the contractor would likely start at one end of the proposed Project and work in one direction, closing one street at a time for the minimal amount of time possible to allow for safe working conditions and to minimize traffic interruptions. If the work is along existing tracks and work is minor, then a full roadway closure could potentially last one week in duration. Alternatively, depending on the extent of the work, work could also be accomplished with lane closures and flagging. Restrictions would be placed on the contractor to close every other crossing and no detours would be allowed to overlap. Further, Variable Message Signs would be required to be posted two weeks in advance of closures and through the duration of closure.
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During construction, truck routes on the State Highway system and major arterial streets within the City would be used heavily, including portions of East Charter Way, South Airport Way, East Hazelton Avenue, East Lafayette Street, East Market Street, East Weber Street, South Aurora Street, South Union Street, South Wilson Way, and South Stanislaus Street. With the implementation of Measure BMP TRA-1, which requires a photographic survey documenting the condition of the public roadways along truck routes providing access to the proposed Project site, temporary increases in truck traffic along these routes would be reduced, short-term impacts related to truck traffic would be considered less than significant, and no mitigation is required. The proposed Project is being developed using UP, BNSF, and City of Stockton railroad design standards for safe horizontal and vertical engineering elements, including track alignment, elevations, clearances, and curvature. Automobiles, trucks, buses, and other anticipated roadway traffic would have sufficient clearance with the East Hazelton Avenue, East Scotts Avenue, and East Charter Way underpasses for safe passage. Therefore, the project would not increase hazards due to geometric design or incompatible uses, and no short-term or long-term impacts are anticipated. In order to reduce emergency response impacts during construction activities, all emergency response and emergency evacuation routes would be maintained, and alternate emergency routes would be identified through coordination with appropriate agencies and local departments. With implementation of an approved TMP (Measure BMP TRA-7), alternative routing plans and methods, and details for early public outreach would be provided before and throughout construction. To further limit temporary impacts to traffic circulation during construction, the contractor would likely start at one end of the proposed Project and work in one direction, closing one street at a time for the minimal amount of time possible to allow for safe working conditions and to minimize traffic interruptions. If the work is along existing tracks and work is minor, then a full roadway closure could potentially last one week in duration. Alternatively, depending on the extent of the work, work could also be accomplished with lane closures and flagging. Restrictions would be placed on the contractor to close every other crossing and no detours would be allowed to overlap. Further, Variable Message Signs would be required to be posted two weeks in advance of closures and through the duration of closure. Therefore, with the implementation of Measure BMP TRA-7, the proposed Project would not result in inadequate emergency access. Thus, short-term impacts would be considered less than significant, and no mitigation is required. During operation of the proposed Project, emergency vehicles would benefit from improved local mobility. With the proposed grade separation, there would be fewer delays at crossings since there would be substantially less “gate down” time for trains to travel through the rail corridor. Therefore, the proposed Project would be consistent with applicable programs, plans, ordinances, and policies. No long-term impacts would occur, and no mitigation is required. As stated above, the proposed Project is a transportation project and is subject to CEQA Guidelines Section 15064.3, subsection (b)(2), Criteria for Analyzing Transportation Impacts, Transportation Projects, which states “Transportation projects that reduce, or have no impact on, vehicle miles traveled should be presumed to cause a less than significant transportation impact (Emphasis added). According to the Technical Advisory, “Projects that would not likely lead to a
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substantial or measurable increase in vehicle travel, and therefore generally should not require an induced travel analysis [i.e., VMT analysis], include: • Grade separation to separate vehicles from rail, transit, pedestrians, or bicycles, or to replace a lane in order to separate preferential vehicles (for example, HOV, HOT, or trucks) from general vehicles (OPR 2018:20-21) Therefore, the proposed project would not conflict or be inconsistent with CEQA Guidelines section 15064.3, subdivision (b), no long-term impacts would occur, and no mitigation is required. After the completion of the proposed Project, transit operations would be improved from the existing condition and no long-term impacts would occur. The proposed Project would construct roadway-rail at-grade crossing infrastructure and sidewalk improvements on Weber Avenue, Main Street, Market Street, Hazelton Avenue, Scotts Avenue, and Charter Way, including ADA compliant ramps. After the completion of the proposed Project, safer pedestrian access would be provided within the transportation RSA compared to the existing condition and no long-term impacts would occur. Bicycle facilities in the Traffic Study Area are proposed as part of a separate project on East Weber Avenue, East Main Street, East Market Street, East Hazelton Avenue, and South Aurora Street. However, the proposed Project would not preclude implementation of the future bicycle facilities identified. Therefore, long-term impacts are considered less than significant, and no mitigation is required. No parking spaces would be removed on Weber Avenue, Main Street, Market Street, and Scotts Avenue. The rail crossing at Church Street is proposed to be closed and existing on-street parking to be removed. As the businesses along Church Street from the proposed tracks to Union Street would be closed, there would be minimal parking impacts. There is existing parking on Hazelton Avenue near Union Street and Aurora Street. The proposed Project design lengthens the existing median at Hazelton Avenue and therefore reduces the available parking spaces. The businesses adjacent to the parking spaces would be acquired by the proposed Project; and thus, there would be minimal impacts to needed parking at this location. Given the proposed closure of East Lafayette Street and East Church Street to through traffic, alternative routes for Fire Station 2 emergency response were evaluated to identify routes that could provide similar response times in the event of an emergency. Based on this high-level review, two routes were identified that could provide response times similar to the use of East Lafayette Street. These are East Hazelton Avenue and SR 4. Fire Station 3 response times would not be affected by the closure of East Lafayette Street and East Church Street, as Station 3’s primary response route is South Airport Way, which is east of the proposed closure. In order to further reduce impacts to traffic, emergency response and emergency evacuation routes would be maintained, and alternate emergency routes would be identified through coordination with appropriate agencies and local departments. The plan would include alternative routing plans and methods, and details for early public outreach. Further, with implementation of an approved TMP, described in Measure BMP TRA-7, short-term impacts on an emergency response plan or emergency evacuation plan are considered less than significant, and no mitigation is required.
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East Lafayette Street and East Church Street will be permanently closed as part of the proposed Project. East Lafayette Street would be closed due to the multiple at-grade rail crossings of the at-grade main tracks and wye connection tracks (that is, four crossings within two blocks). However, with the implementation of Measure BMP TRA-8, SJRRC will ensure that all proposed Project road closures will be formalized as part of the California Public Utilities Commission (CPUC) General Order (GO) 88B Diagnostic review process. The CPUC GO 88B Diagnostic review process will include the evaluation of circulation for all modes of travel in coordination with the City of Stockton, CPUC, and UP, including pedestrians, bicycles, automobiles, and trucks. In addition, after the completion of the proposed Project, overall transportation, circulation, and access would be improved within the transportation RSA, when compared to the existing condition. Therefore, with the implementation of Measure BMP TRA-8, no long-term impacts would be considered less than significant, and no mitigation is required. Further, operation of the proposed Project would not contribute to truck traffic within the transportation RSA. Therefore, no long-term impacts related to truck traffic are anticipated. The proposed Project is being developed using UP, BNSF, and City of Stockton railroad design standards for safe horizontal and vertical engineering elements, including track alignment, elevations, clearances, and curvature. Automobiles, trucks, buses, and other anticipated roadway traffic would have sufficient clearance with the East Hazelton Avenue, East Scotts Avenue, and East Charter Way underpasses for safe passage. Therefore, the project would not increase hazards due to geometric design or incompatible uses or result in inadequate emergency access. Thus, long-term impacts are considered less than significant, and no mitigation is required. 2.3.12 Tribal Cultural Resources
As discussed in Section 3.4, Cultural Resources, the proposed Project is located within an area that has been subject to disruption by railroad and commercial development activities. As a result of previous development activities, archaeological resources and tribal cultural resources that may have existed at the ground surface have likely been displaced or destroyed. There is, however, the possibility that ground‐disturbing activities could impact previously undiscovered subsurface prehistoric archaeological resources or tribal cultural resources. However, with the implementation of Measures BMP CUL-1 and BMP CUL-2, the proposed Project would not cause a substantial adverse change in the significance of a tribal cultural resource, defined in Public Resources Code (PRC) Section 21074 as either a site, feature, place, cultural landscape that is geographically defined in terms of the size and scope of the landscape, sacred place, or object with cultural value to a California Native American tribe that is listed or eligible for listing in the California Register of Historic Resources, or in the local register of historical resources as defined in PRC Section 5020.1(k). Thus, short-term and long-term impacts to archaeological and tribal archaeological resources would be considered less than significant. Based on the background research, field efforts, and SJRRC’s consultation with the North Valley Yokuts Tribe and the Confederated Villages of Lisian, no known tribal cultural resources were identified in the project area. However, project construction would involve ground disturbing activities that may result in the discovery or damage of as-yet undiscovered tribal cultural resources. With the implementation of Measures BMP CUL-1 through BMP CUL-3, the proposed Project would not cause a substantial adverse change in the significance of a tribal cultural
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resource. Thus, short-term and long-term impacts would be considered less than significant, and no mitigation is required. 2.3.13 Utilities and Service Systems
Project construction would affect existing overhead and underground utilities due to the construction of new tracks, structures, or upgrades to existing tracks that involves ground- disturbing work. These activities would affect existing utility line placements. There is also the potential that ground disturbing activities could damage existing utility infrastructure and lead to temporary service interruptions. Utility relocations, rerouting, removals, and utility line replacements, including electrical, gas, fiber optic cable, sewer, and storm drains, would be required as a part of the proposed Project. Potential utility conflicts have been identified. During the proposed Project’s final design phase, utility potholing would be conducted to identify utility conflicts definitively, and measures to minimize conflicts would be proposed. Project construction would require new flyover bridges, which would necessitate the raising and rerouting of overhead utility lines. Utility upgrades and relocations would occur on previously disturbed land or on existing infrastructure. The proposed Project would be designed in coordination with Stockton Fire Department for water supply access points (hydrants) along the flyover. With the implementation of Measure BMP UTIL- 1, the proposed Project would not require, or result in, relocating or constructing new or expanded water, wastewater treatment, storm water drainage, electric power, natural gas, or telecommunications facilities, the construction or relocation of which could cause significant environmental effects. Thus, short-term impacts would be considered less than significant, and no mitigation is required. Construction would not result in substantial increases in demand for water such that existing resources would be insufficient to serve such proposed Project activities. California Water Service Company (Cal Water) owns and operates the domestic water lines located within the Project limits. Construction of the proposed Project would require water use for concrete work, earthwork compaction, and dust control. Although some underground water lines would be relocated or rerouted between East Lafayette Street and East Hazelton Avenue, proposed improvements for track work would not require a substantial amount of water for construction purposes, and local water providers have sufficient capacity to serve the proposed Project’s temporary and minimal needs. Cal Water, as documented in the 2015 Urban Water Management Plan, is expected to have sufficient capacity to accommodate growth in its service area through future development during normal, dry, and multiple dry years. Therefore, short-term impacts are considered less than significant, and no mitigation is required. During construction, sewer lines would be removed and relocated, including the relocation of City owned sanitary sewer lines. In addition, there would be a temporary increase in need for wastewater treatment from cleaning equipment, controlling dust, or other construction related activities. However, with the implementation of Measure BMP UTIL-2, the proposed Project would not result in a determination by the wastewater treatment provider which serves or may serve the project that it has adequate capacity to serve the project’s projected demand in addition to the provider’s existing commitments. Thus, short-term impacts would be considered less than significant, and no mitigation measures are required.
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Construction of the proposed Project would generate solid waste from clearing vegetation, grading, demolishing existing track and structures, relocating and removing utility lines, and other general construction activities. Some of the solid waste generated may not be reusable or recyclable and would need to be disposed of in local solid waste landfills. The three local landfills (Forward Landfill in Manteca, the North County Landfill and Recycling Center in Lodi, and the Foothill Sanitary Landfill in Linden) would have sufficient capacity to accommodate the solid waste generated from the proposed Project. Therefore, the proposed Project would not generate solid waste in excess of state or local infrastructure, or otherwise impair the attainment of solid waste reduction goals. The proposed Project would be served by a landfill with sufficient permitted capacity to accommodate proposed Project solid waste disposal needs. Thus, short-term impacts would be considered less than significant. Project construction would comply with regulations including CALGreen Section 5.408 and Stockton Municipal Code Section 8.28.060. As part of the proposed Project, the Project team would maximize recycling and reuse, in compliance with the Integrated Waste Management Act, in order to reduce waste being transferred to landfills. The proposed Project would follow the policies and goals in the City of Stockton’s 2040 General Plan to expand opportunities for recycling, material reuse, and waste reduction. Therefore, the proposed Project would comply with federal, state, or local management and regulations related to solid waste. Thus, no short- term impacts are anticipated. The proposed Project would result in permanent relocation of utilities. However, with the implementation of Measure UTIL-2, all utility relocations will be coordinated with each utility owner to ensure that the existing utility is protected in place in its current location, as feasible, or access maintained to these existing utility facilities. Measure BMP UTIL-2 also specifies that the Project would not preclude future potential replacement of utilities within the Project Study Area. In addition, the Project will evaluate existing and proposed utility protection and relocation in areas located within the proposed railroad corridor. Empty sleeves and/or conduits will be provided to maintain existing utilities or to provide access for future planned utility installation. With the implementation of Measure BMP UTIL-2, Project operations would not require or result in the demand for water supply. Operation of the proposed Project would not generate solid waste, as the proposed improvements are limited to operational improvements to an existing rail facility, or violate applicable statutes and regulations related to solid waste. Therefore, no long-term impacts to utility facilities, water supply, or the generation of solid waste would occur. The proposed Project would comply with federal, state, or local management and regulations related to solid waste. Thus, no long-term impacts are anticipated.
2.4 Findings on Impacts Determined to be Less than Significant with Mitigation Incorporated
This section describes the impacts as a result of the Project that, without mitigation, would result in significant impacts. With the implementation of the mitigation measures provided in the Final EIR, these impacts would be reduced to less than significant.
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2.4.1 Biological Resources
Construction and demolition of existing and new tracks would require ground disturbance, grading, construction traffic (both vehicular and foot), possible removal of vegetation, relocation of existing utilities, and staging of equipment and materials. Additionally, indirect impacts in the form of noise and dust may occur as a result of construction activities within the Biological Study Area (BSA). Although the BSA is highly urbanized and disturbed in nature, direct impacts to special-status species, such as burrowing owl, Swainson’s hawk, white-tailed kite, and bats covered under the San Joaquin Multiple Species Conservation Plan (SJMSCP) could occur. However, with the implementation of Measure BMP BIO-1, Measure BMP BIO-2, Measure BMP BIO-4; Measure BMP BIO-5, and Measure MM BIO-6, short-term impacts to species, such as burrowing owl, Swainson’s hawk, white-tailed kite, and bats, would be avoided, minimized, and/or mitigated. Further, birds that nest within the Project limits and vicinity are likely acclimated to a high level of ongoing disturbance. Construction of new structures, demolition of existing structures, ground disturbance, and any vegetation removal (including trees) during the nesting season could result in temporary direct and indirect impacts on nesting birds, should they be present in or adjacent to construction or staging areas. Increased noise from construction activity, increased use of open areas for staging, construction of new facilities, tree removal, ground disturbance, and other human activity could result in nest abandonment if nesting birds are present near the Project limits during construction activities. However, with the implementation of Measures BMP BIO-1 and BMP BIO-3, these short-term impacts would be avoided and/or minimized. Additionally, construction activities would temporarily impact SJMSCP-identified habitat for giant garter snake and pond turtles, associated with the Mormon Slough. However, with the implementation of Measure MM BIO-6, temporary impacts to areas identified in the SJMSCP as giant garter snake and pond turtle habitat would be mitigated. Therefore, with the implementation of Measures BMP-1 through BMP-6, the proposed Project would not have a substantial adverse effect, either directly or through habitat modifications, on any species identified as a candidate, sensitive, or special-status species; thus, short-term impacts would be considered less than significant with mitigation incorporated. The Project would not result in direct temporary impacts on green sturgeon critical habitat or groundfish essential fish habitat (EFH), both of which occur downstream of the BSA. Although the Project could affect downstream water quality within the Mormon Slough, which could temporarily impact these habitat areas, with implementation of Measures BMP BIO-8 and BMP BIO-9, Project impacts on downstream water quality would be avoided. The Project would also result in temporary impacts on up to 0.39 acre of Central Valley steelhead critical habitat and Chinook salmon EFH as a result of construction access during construction of the Mormon Slough crossing structure. However, with implementation of Measure MM BIO-7, these temporary impacts would be minimized by limiting areas available for construction. The construction of the flyover for the proposed Project would cause direct or indirect impacts on potential jurisdictional resources in the BSA. Based on aerial mapping, Mormon Slough supports an estimated 1.41 acres of potential non-wetland waters of the United States (U.S.) and 2.47
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acres of potential unvegetated California Department of Fish and Wildlife (CDFW) streambed. The proposed Project would result in temporary impacts of approximately 0.17 acre to 0.33 acre of potential non-wetland waters of the U.S dependent on the design option (single-span bridge, multi-cell culvert, precast arch culvert) selected during final design. In addition, the Project would result in temporary impacts of approximately 0.25 acre of potential unvegetated CDFW streambed within Mormon Slough. Additional temporary impacts to these resources could occur to allow for construction access. However, with the implementation of Measure BMP BIO-9, requiring minimization of construction access areas and fencing around all permitted work areas within the Mormon Slough, and Measure MM BIO-10, requiring all temporary impacts to aquatic resources as a result of the proposed Project be restored to pre-Project contours, short-term impacts would be considered less than significant with mitigation incorporated. A review of aerial and street view imagery indicates that there are no federally protected wetlands as defined by Clean Water Act (CWA) Section 404 within the BSA. During construction, the proposed Project would result in temporary impacts between 0.17-acre to 0.33-acre of potential non-wetland waters of the U.S as defined by CWA Section 404. However, with the implementation of Measures BMP BIO-9 and MM BIO-13, temporary impacts on federally protected waters of the U.S., as defined by CWA Section 404, would be avoided, minimized, and/or mitigated. Therefore, the proposed Project would not have a substantial adverse effect on federally protected wetlands as defined by CWQ Section 404 through direct removal, filling, hydrological interruption, or other means, and short-term impacts would be considered less than significant with mitigation incorporated. The proposed Project is located within a developed, disturbed area that provides little use for wildlife movement. The Mormon Slough does not likely provide habitat, act as a nursery, or function as a migratory route for fish and other aquatic species because of its dry and disturbed condition. However, there is potential that Mormon Slough serves as a migratory corridor and movement area for common terrestrial wildlife species within the BSA. While some reduction of wildlife movement within the Mormon Slough is expected during Project construction, all design options being considered would allow for continued movement of terrestrial species within Mormon Slough following Project completion. With the implementation of Measure BMP BIO-9, which requires fencing around all permitted work areas within the Mormon Slough to minimize the potential impact area, short-term impacts of the proposed Project on wildlife movement would be minimized to the greatest extent possible. With implementation of Measure BMP BIO-9, the proposed Project would not substantially interfere with the movement of any native resident or migratory fish or wildlife species, or with established native resident or migratory wildlife corridors, or impede the use of wildlife nursery sites. Therefore, short-term impacts would be considered less than significant, and no mitigation is required. The proposed Project would comply with the standards and regulations set forth in the SJMSCP and all applicable Incidental Take Mitigation Measures (ITMMs) identified in the SJMSCP as identified in Measure MM BIO-6. In addition, with the implementation of Measure BMP-16, the proposed Project would be consistent with the Envision Stockton 2040 General Plan (City of Stockton 2018a), which identifies the City’s tree ordinance that prohibits the removal of street trees and heritage oak trees without a permit (City of Stockton 2018c). With the implementation of Measures MM BIO-6 and BMP BIO-16, the proposed Project would not conflict with the
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provisions of an adopted habitat conservation plan, natural community conservation plan, or other approved conservation plan and local policies. Therefore, short-term impacts are considered less than significant with mitigation incorporated. Permanent impacts to special-status species and/or SJMSCP-identified habitat for special status species would occur as a result of the proposed Project. The proposed Project would result in permanent impacts to up to 70.16 acres of Urban and Urban Park areas that contain scattered trees suitable to support white-tailed kite nests and Swainson’s hawk nests. However, with the implementation of Measures BMP BIO-1 and BMP BIO-3, no direct take of white-tailed kite or Swainson’s hawk nests would occur and any potential project impacts on white-tailed kite as a result of permanent habitat loss would be mitigated through participation in the SJMSCP and payment of required mitigation fees consistent with Measure MM BIO-6. In addition, the proposed Project would result in permanent impacts to up to 34.84 acres of suitable burrowing owl habitat. However, with the implementation of Measure BMP BIO-4, no direct take of Burrowing owl would occur. Any potential project impacts on Burrowing owl as a result of permanent habitat loss would be mitigated through participation in the SJMSCP and payment of required mitigation fees consistent with Measure MM BIO-6. Nesting birds have the potential to occur throughout the Project limits. However, long-term operation and maintenance of the proposed Project is not expected to differ substantially from existing operations. With the implementation of Measure BMP BIO-3, no direct take of active migratory bird nests would occur. Any potential project impacts on migratory nesting birds as a result of permanent habitat loss would be mitigated through participation in the SJMSCP and payment of required mitigation fees consistent with Measure MM BIO-6. All habitats within the Project limits have the potential to support roosting bats. Project implementation would result in up to 105 acres of permanent impacts to suitable bat roosting habitat. With implementation of Measure MM BIO-6, any potential Project impacts on roosting bats as a result of permanent habitat loss would be mitigated through participation in the SJMSCP and payment of required mitigation fees. Although the BSA does not currently support suitable habitat for giant garter snake or pond turtles, the SJMSCP identifies the Mormon Slough as suitable habitat for these species based on its prior condition as a perennial waterway. The proposed Project would result in permanent impacts to up to 1.35 acres of land associated with the Mormon Slough. However, with the implementation of Measure MM BIO-6, any potential project impacts on giant garter snake or pond turtle as a result of permanent habitat loss would be mitigated through participation in the SJMSCP and payment of the required mitigation fee. While the proposed Project would not result in any direct impacts on Central Valley steelhead, Chinook salmon, green sturgeon, or groundfish, due to the lack of perennial flows in Mormon Slough within the BSA, the proposed Project would result in direct impacts on designated critical habitat for Central Valley steelhead and EFH for Chinook salmon. Although Mormon Slough does not currently support suitable habitat for either of these species, Project activities in Mormon Slough have potential to affect its long-term restoration potential for use by these species.
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Three design options (single-span bridge, multi-cell culvert, precast arch culvert) have been developed for the structure spanning Mormon Slough. To avoid permanent loss of Mormon Slough for fish passage, the structure spanning Mormon Slough will retain a natural substrate stream channel bottom, as specified in Measure MM BIO-7. Additionally, SJRRC will avoid any riprap armor within Central Valley steelhead critical habitat or Chinook salmon EFH. Measure MM BIO-7 states that SJRRC will implement all commitments and avoidance measures identified in the Section 7(a)(2) Concurrence Letter and Magnuson-Stevens Fishery Conservation and Management Act Essential Fish Habitat Response issued by NMFS on May 17, 2021 for the Project. As part of the NMFS consultation, SJRRC will select a structure design that would maintain the potential for future restoration of fish passage within the Mormon Slough. With the implementation of Measure MM BIO-7, impacts on steelhead critical habitat and Chinook salmon EFH would be minimal, and the area would maintain its potential use for fish passage should future restoration of the Mormon Slough occur. The multi-cell box culvert design option would result in the greatest amount of permanent impacts on critical habitat and EFH. This option includes five pile foundations within the Mormon Slough, resulting in permanent loss of up to 0.05 acre of earthen areas within Mormon Slough. This impact would result in the loss of a very small amount of potential habitat that in the future, if restored, could provide elements identified in PCEs 1 and 2 for Central Valley steelhead and PCEs 1 and 2 for Chinook salmon. However, the Project would not preclude the potential for the portion of the Mormon Slough within the BSA, to support these PCEs in the future. In addition, with the implementation of Measures BMP BIO-8, which identifies construction BMPs for work in Mormon Slough, BMP BIO-9, which requires Environmentally Sensitive Area fencing around construction limits in Mormon Slough, BMP BIO-10, which requires re-contouring and restoration of temporary impact areas, BMP BIO-11, which addresses project-related vehicle access, and BMP BIO-12, which addresses storage and disposal of excavated materials the project would not result in substantial impacts on Central Valley steelhead critical habitat for Chinook salmon EFH. Since the Project would not result in direct impacts on Central Valley steelhead or Chinook salmon individuals and would maintain fish passage viability within the Project limits in the case of future restoration of the Mormon Slough as a perennial water source, the Project is anticipated to result in a “may affect, but not likely to adversely affect” determination with respect to Project impacts on designated critical habitat for Central Valley steelhead and EFH for Chinook salmon. On May 17, 2021, NMFS issued a “not likely to adversely affect” determination for the Project with regards to Central Coastal valley steelhead and its critical habitat and southern distinct population segment of North American green sturgeon and its critical habitat. It also determined that the Project would have “no adverse effect” on EFH for chinook salmon or groundfish. All avoidance and minimization measures identified for the Project in the NMFS Determination Letter will be implemented, as required, as stated in Measure MM BIO-7. The NMFS Determination Letter is provided in Appendix C if the Final EIR. Based on the discussion above, with the implementation of Measures MM BIO-7 and BMP BIO- 8 through BMP BIO-12, long-term direct and indirect impacts would be considered less than significant with mitigation incorporated.
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Therefore, with the implementation of Measures BMP BIO-1, BMP BIO-3, BMP BIO-4, MM BIO- 6, MM BIO-7, and BMP BIO-1- through BMP BIO-12, the proposed Project would not have a substantial adverse effect, either directly or through habitat modifications, on any species identified as a candidate, sensitive, or special-status species; thus, long-term impacts would be considered less than significant with mitigation incorporated. The proposed Project would permanently impact up to 0.04 acre of potential jurisdictional waters of the US and 0.05 acre of unvegetated CDFW streambed. However, with the implementation of Measure MM BIO-13, requiring all permanent impacts to aquatic resources as a result of the proposed Project be mitigated at a minimum 1:1 ratio, and Measure MM-BIO-14, requiring the proposed Project to comply with all mitigation measures identified in regulatory permits issued by CDFW, USACE, and/or RWQCB, long-term impacts would be mitigated. In addition, as stipulated in Measure MM BIO-15, the proposed Project would conduct a formal field-delineation of aquatic resources during final design to be verified by the regulatory agencies, in order to accurately confirm the extent of jurisdictional resources within the BSA. Therefore, with the implementation of Measures MM BIO-13 through MM BIO-15, long-term impacts would be considered less than significant with mitigation incorporated. Any permanent structure incorporated into the Mormon Slough constructed as part of the proposed Project, would be designed to allow for continued wildlife movement. As such, the proposed Project would not substantially interfere with the movement of any native resident or migratory fish or wildlife species, or with established native resident or migratory wildlife corridors, or impede the use of wildlife nursery sites. Therefore, long-term impacts would be considered less than significant, and no mitigation is required. The proposed Project would comply with the standards and regulations set forth in the SJMSCP and all applicable ITMMs identified in the SJMSCP as identified in Measure MM BIO-6. In addition, with the implementation of Measure BMP-16, the proposed Project would be consistent with the Envision Stockton 2040 General Plan (City of Stockton 2018a), which identifies the City’s tree ordinance that prohibits the removal of street trees and heritage oak trees without a permit (City of Stockton 2018c). With the implementation of Measures MM BIO-6 and BMP BIO-16, the proposed Project would not conflict with the provisions of an adopted habitat conservation plan, natural community conservation plan, or other approved conservation plan and local policies. Therefore, long-term impacts are considered less than significant with mitigation incorporated. Mitigation Measures
MM BIO-6: Compliance with SJMSCP. Prior to and during construction, SJRRC will ensure compliance of the proposed Project with all applicable standards and regulations set forth in the SJMSCP, as well as all applicable Incidental Take Mitigation Measures identified within the SJMSCP. MM BIO-7: National Marine Fisheries Service Consultation. SJRRC will implement all commitments and avoidance and minimization measures identified in the National Marine Fisheries Service Endangered Species Act Section 7(a)(2) Concurrence Letter and Magnuson-Stevens Fishery Conservation and Management Act Essential Fish Habitat Response issued for the Project on May 17, 2021 (Appendix C). As part
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of this consultation, SJRRC will implement a crossing type for the structure spanning the Mormon Slough that will retain a natural substrate stream channel bottom. In addition, SJRRC will avoid the use of rip-rap to armor the channel at this location. MM BIO-13: Mitigation for Aquatic Resources. During final design, SJRRC will ensure that temporary Project impacts on aquatic resources associated with Mormon Slough will be restored in-place and permanent Project impacts on aquatic resources to Mormon Slough will be mitigated at a minimum 1:1 ratio. Mitigation can include on-site restoration, in-lieu fee payment, or purchase of mitigation credits at an agency-approved mitigation bank. MM BIO-14: Compliance with Permitted Mitigation Measures. Prior to construction, SJRRC will obtain all required permits and authorizations for Project impacts to Mormon Slough, which may include the preparation and submittal of the following applications:
• Pre‐Construction Notification to USACE to use a Nationwide Permit for any Project impacts to Waters of the US subject to Section 404 of the federal Clean Water Act; • Water Quality Certification Application to Central Valley Regional Water Quality Control Board (RWQCB) for any Project impacts to Waters of the US subject to Section 401 of the federal Clean Water Act; • Request for Waste Discharge Requirements from the Central Valley RWQCB for dredge or fill discharges to waters deemed by USACE to be outside of federal jurisdiction for any aquatic features that would otherwise qualify as Waters of the U.S.; and • Streambed Alteration Agreement Application to CDFW. MM BIO-15: Preparation of Formal Jurisdictional Delineation. During final design, SJRRC will ensure that a formal field-delineation of aquatic resources the proposed Project, to be verified by the regulatory agencies, will be conducted in order to confirm the exact extent of jurisdictional resources impacted by the proposed Project. 2.4.2 Hazards and Hazardous Waste
Construction would involve the handling, storage, transport, and disposal of hazardous materials. During construction, the use of hazardous materials and substances would be required, and hazardous wastes would be generated during operation of construction equipment. Equipment fueling would likely occur using temporary aboveground storage tanks at specified staging and laydown areas. Other potentially hazardous materials used in smaller quantities (for example, paints, asphalt, etc.) would be stored using specialized containment, such as sheds or trailers. If a spill of these materials were to occur, the accidental release could pose a hazard to construction employees, the public, and the environment, depending on the magnitude of the spill and relative hazard of the material released. Although typical construction management practices limit and often eliminate the risk of such accidental releases, the extent and duration of Project construction presents a possible risk to the environment through the routine transport of hazardous materials.
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In addition to the use of construction-related hazardous materials, contaminated soil and groundwater are also expected to be encountered during soil excavations and dewatering activities, which would require specialized handling, treatment, and potentially off-site transport and disposal. Multiple hazardous materials listings exist within the hazards and hazardous materials RSA. For this reason, excavation, handling, transport, and disposal must be conducted by a licensed hazardous waste transporter, per California Code of Regulations (CCR) Title 22, Division 4.5 regulations. Depending on the contaminant and concentrations encountered, contaminated soils would be disposed at an approved facility in accordance with all applicable local, state, and federal laws and regulations. Handling such materials would occur during short- term construction activities and would be subject to federal regulations, state, and local health and safety requirements (those specified by SJRRC, railroad operators, or property owners on a case-by-case basis). Typical requirements include temporary storage BMPs, containment in closed containers, characterization of waste material for disposal, and disposal at facilities that are equipped and licensed to handle waste with specified characteristics. The potential hazards generated by the routine transport, use, and disposal of hazardous materials, contaminated soils, and/or contaminated groundwater during construction are not anticipated have a significant impact, if adequately managed according to applicable laws and regulations and industry BMPs. With the implementation of Measure MM HAZ-1, the proposed Project would not create a significant hazard to the public or environment through the routine transport, use, or disposal of hazardous materials. Therefore, short-term impacts would be considered less than significant with mitigation incorporated. Under the proposed Project, ground disturbing activities, such as excavations, the removal and addition of tracks, modification of tracks, utility relocations, and installation of new structures may have the potential to disturb contaminated soil or groundwater and result in hazardous materials and wastes impacts. 36 total sites in the Project study area (30 of which are moderate or high risk) have been listed on various hazardous materials databases for two main reasons. First, because they contain documented hazardous materials contamination such as gasoline or diesel leaking underground storage tanks (LUST) or removed LUSTs. Secondarily, some sites are listed based on historical land uses, which have, or may have, resulted in localized contaminated soil and groundwater. Ground disturbance and structure demolition at identified hazardous materials sites could result in a hazardous materials release into the environment. Due to the close proximity of the Project construction limits to existing hazardous materials listings, potential exposure to contaminated soil and/or groundwater or contaminant migration could result. Construction of bridge foundations or other below ground elements could encounter soils contaminated with petroleum and petroleum products, which could release volatile contaminant vapors during excavations or tunneling. In addition, based on the age (pre-1970s) of many of the buildings within the area, it is possible that these buildings were constructed when asbestos-containing materials (ACM) and lead-based paints (LBP) were readily used in exterior coatings. Human exposure to lead has been determined by EPA and OSHA to be an adverse health risk, particularly to young children. Demolition of structures containing LBP requires specific remediation activities regulated by federal (40 CFR 745), state (17 CCR 35001-36100), and local laws and regulations. As a result, the Project could result in the accidental release of ACMs or lead into the environment. However, with the
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implementation of Measures MM HAZ-2 through MM HAZ-7, these short-term impacts would be avoided or minimized. With the implementation of Mitigation Measures MM HAZ-1 through MM HAZ-7, any reasonably foreseeable upset and accident conditions involving the release of hazardous materials into the environment during construction would be considered less than significant with mitigation incorporated. The nearest school to the Project site is Jane Frederick Continuation High School, which is approximately 0.04 miles to the northeast of the Project construction limits. Other educational facilities in the hazards and hazardous materials RSA, all located east of Stanislaus Street, include: TEAM Charter School and Academy, Creative Child Care at TEAM Charter, and Gleason Park Head Start. Construction activities could potentially cause exposure from hazardous releases near schools within 0.25 mile of the proposed Project. However, with the implementation of Measures MM HAZ-1 through MM HAZ-7, short-term impacts would be considered less than significant with mitigation incorporated. Further, the proposed Project would require multiple construction vehicles to be operated within the Project construction limits over the construction duration, which could result in emissions in the vicinity of an existing school. However, with the implementation of Measures BMP AQ-1 and BMP AQ-2 (as referenced in earlier in under Air Quality), impacts would be considered less than significant, and no mitigation is required. As noted above, 36 sites have been listed on various hazardous materials databases in the Project hazards and hazardous materials RSA and have been identified with a low- to high-risk ranking based on their potential to affect the environment as a result of excavation activities on acquired parcels where Project-related construction activities would occur. Some of the parcels would either be acquired or used for temporary construction activities and staging where no ground disturbance would occur. The close proximity of these existing hazardous materials listings to Project related construction activities would carry the potential for encountering contaminated soil and/or groundwater. Construction activities could also cause contaminants to migrate through changes in groundwater flow. Additionally, there is the potential to encounter undocumented contamination sources, and deep ground disturbing activities such as construction of bridge foundations, could encounter soils contaminated with petroleum and petroleum products, which could release volatile contaminant vapors during excavations. Further, construction activities associated with the proposed Project could occur on or near sites included on hazardous materials database listings and have the potential to disturb contaminated soil or groundwater. However, with the implementation of Measures MM HAZ-1, MM HAZ-3 though MM HAZ-6, short-term impacts would be considered less than significant with mitigation incorporated. The proposed Project is located within the Stockton Metropolitan Airport (SCK) Airport Influence Area (AIA) of the SCK Airport Land Use Compatibility Plan (ALUCP). Properties within AIA are routinely subject to over-flights by aircraft. However, this would not result in a safety hazard for people residing or working in the hazards and hazardous materials RSA during construction. Therefore, short-term impacts associated with the proposed Project are considered less than significant, and no mitigation is required.
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There are no private airstrips within the vicinity of the proposed Project. Therefore, the proposed Project would not result in a safety hazard for people residing or working in the Project area. Therefore, no short-term impacts as a result of the proposed Project are anticipated. Roads that would require temporary closures during construction of the at-grade crossings and/or grade separations include: East Weber Avenue; East Main Street; East Market Street; East Hazelton Avenue; East Scotts Avenue; and East Charter Way. However, with the implementation of Measures BMP TRA-2 and BMP TRA-7, impacts to traffic and emergency evacuation routes, including the primary emergency route for City of Stockton Fire Department Fire Station 2, would be minimized. Therefore, short-term impacts would be considered less than significant, and no mitigation measures are required. The proposed Project is located in a highly developed area, and no wildlands are located within or adjacent to the proposed Project. Therefore, there would be no risk from wildland fires and no short-term impacts are anticipated. Longer term operational activities and practices involving routine transport, use, and storage of potentially hazardous materials for railroad maintenance, including shipments in tankers on the railroads, would remain similar to existing conditions. Future operations within the Project study area would involve routine transport of hazardous materials and wastes, such as gasoline, brake fluids, and coolants. Heavy maintenance activities would continue off site at existing maintenance facilities. As discussed, the proposed Project would comply with standard regulations and policies regarding the routine transport, use, storage, handling, and disposal of potentially hazardous materials during operations in order to protect human health and the environment. Therefore, long-term impacts would be considered less than significant with mitigation incorporated. Future operations at the Stockton Diamond would involve the use of hazardous materials and wastes, such as gasoline, brake fluids, and coolants, that could be subject to accidental releases. The handling of such materials would be subject to federal regulations, state, and local health and safety requirements. In general, they require that these materials not be released to the environment or disposed of as general refuse. Collection in proper containers and disposal at approved facilities is required. Therefore, long-term impacts would be considered less than significant, and no mitigation measures are required. As discussed above, future operations within the Project study area would involve routine transport of hazardous materials and wastes near schools. However, the proposed Project would comply with standard regulations and policies regarding the routine transport, use, storage, handling, and disposal of potentially hazardous materials during operations in order to protect human health and the environment. In addition, once the proposed Project is operational, it would result in a net reduction in local and regional air quality emissions. Therefore, the proposed Project would not emit hazardous emissions or handle hazardous or acutely hazardous materials, substances, or waste within 0.25 mile of existing or proposed school. Thus, long-term impacts are considered less than significant, and no mitigation measures are required. As stated above, the proposed Project is located within the SCK AIA of the SCK ALUCP. The proposed Project would not create additional flight hazards or create additional hazards for people residing in the Project study area. The proposed Project does not include new permanent sources of light or glare that could create flight hazards. Tall structures are prohibited at properties within
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Stockton AIA and ALUCP. The proposed Project involves the construction of a flyover structure at approximately 40 feet would not be great enough to create additional hazards to aircraft given how far away the airport is from the apex of the grade separation. Over-flights by aircraft would occur intermittently throughout the day and would therefore not result in increased noise hazards over an extended period of time. Therefore, long-term impacts associated with the proposed Project are considered less than significant, and no mitigation is required. There are no private airstrips within the vicinity of the proposed Project. Therefore, the proposed Project would not result in a safety hazard for people residing or working in the Project area. Therefore, no long-term impacts as a result of the proposed Project are anticipated. During operations, permanent closure of East Lafayette Street and East Church Street could impact a primary emergency response route for City of Stockton Fire Department Fire Station 2. Given the proposed closures of East Lafayette Street and East Church Street to through traffic, alternative routes for Fire Station 2 emergency response were considered to identify routes that could provide similar response times in the event of an emergency. Based on this high-level review, two routes were identified that could provide response times similar to using East Lafayette Street. These include predominantly East Hazelton Avenue and SR 4. Fire Station 3 response times would not be affected by closure of East Lafayette Street, as Station 3’s primary response route is South Airport Way, which is east of the proposed closure. Measure MM HAZ-8 stipulates that prior to construction and closure of East Church Street and East Lafayette Street, SJRRC would consult with applicable agencies and departments providing emergency response to ensure that acceptable response times are maintained during proposed Project operations. With the implementation of Measure MM HAZ-8, long-term impacts would be considered less than significant with mitigation incorporated. The proposed Project is located in a highly developed area, and no wildlands are located within or adjacent to the proposed Project. Therefore, there would be no risk from wildland fires and no long-term impacts are anticipated. Mitigation Measures MM HAZ-1: Prepare a Construction Hazardous Materials Management Plan (HMMP). Prior to construction, SJRRC will ensure that an HMMP be prepared, which will outline provisions for safe storage, containment, and disposal of chemicals and hazardous materials, contaminated soils, and contaminated groundwater used or exposed during construction, including the proper locations for disposal. The HMMP shall be prepared to address Project construction limits, and include, but not be limited to, the following:
• A description of hazardous materials and hazardous wastes used (29 C.F.R. 1910.1200) • A description of handling, transport, treatment, and disposal procedures, as relevant for each hazardous material or hazardous waste (29 C.F.R. 1910.120) • Preparedness, prevention, contingency, and emergency procedures, including emergency contact information (29 C.F.R. 1910.38)
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• A description of personnel training including, but not limited to: (1) recognition of existing or potential hazards resulting from accidental spills or other releases; (2) implementation of evacuation, notification, and other emergency response procedures; (3) management, awareness, and handling of hazardous materials and hazardous wastes, as required by their level of responsibility (29 C.F.R. 1910) • Instructions on keeping Safety Data Sheets on site for each on-site hazardous chemical (29 C.F.R. 1910.1200) • Identification of the locations of hazardous material storage areas, including temporary storage areas, which shall be equipped with secondary containment sufficient in size to contain the volume of the largest container or tank (29 C.F.R. 1910.120) MM HAZ-2: Property Acquisition Phase 1 and Phase 2 Environmental Site Assessments. Prior to or during the right-of-way acquisition phase, SJRRC will ensure that Phase 1 Environmental Site Assessments (ESA) would be conducted in accordance with standard ASTM methodologies to characterize each parcel. The determination of parcels that require a Phase 2 ESA (for example, soil, groundwater, soil vapor subsurface investigations) would be informed by a Phase 1 ESA and may require coordination with state and local agency officials.
MM HAZ-3: Prepare a General Construction Soil Management Plan. Prior to construction, SJRRC will ensure that a General Construction Soil Management Plan be prepared, which will include general provisions for how soils will be managed within the Project construction limits for the duration of construction. General soil management controls to be implemented by the contractor, and the following topics, shall be addressed within the Soil Management Plan: • General worker health and safety procedures • Dust control • Management of soil stockpiles • Traffic control • Stormwater erosion control using BMPs
MM HAZ-4: Prepare Parcel-Specific Soil Management Plans and Health and Safety Plans (HASP). Prior to construction, SJRRC will ensure that parcel-specific Soil Management Plans be prepared for known contaminated sites and LUST- adjudicated sites for submittal and approval by DTSC. The plans shall include specific hazards and provisions for how soils will be managed for known contaminated sites and LUST-adjudicated sites. The nature and extent of contamination varies widely across the Project construction limits, and the parcel- specific Soil Management Plan shall provide parcel-specific requirements addressing the following:
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• Soil disposal protocols • Protocols governing the discovery of unknown contaminants • Soil management on properties within the Project construction limits with LUSTs or known contaminants Prior to construction on individual properties with LUSTs or known contaminants, a parcel-specific HASP shall also be prepared for submittal and approval by DTSC. The HASP shall be prepared to meet OSHA requirements, Title 29 of the C.F.R. 1910.120 and CCR Title 8, Section 5192, and all applicable federal, state, and local regulations and agency ordinances related to the proposed management, transport, and disposal of contaminated media during implementation of work and field activities. The HASP shall be signed and sealed by a Certified Industrial Hygienist, who is licensed by the American Board of Industrial Hygiene. In addition to general construction soil management plan provisions, the following parcel-specific HASP provisions shall also be implemented: • Training requirements for site workers who may be handling contaminated material • Chemical exposure hazards in soil, groundwater, or soil vapor that are known to be present on a property • Mitigation and monitoring measures that are protective of site worker and public health and safety Prior to construction, SJRRC shall coordinate proposed soil management measures and reporting activities with stakeholders and regulatory agencies with jurisdiction in order to establish an appropriate monitoring and reporting program that meets all federal, state, and local laws for the Project and each of the contaminated sites.
MM HAZ-5: LUST Sites and Coordination with DTSC. Prior to construction on properties with a LUST, SJRRC will ensure that coordination be required with DTSC regarding any plans specified, construction activities, and/or public outreach activities needed to verify that construction activities on properties with LUSTs would be managed in a manner protective of public health.
MM HAZ-6: Halt Construction Work if Potentially Hazardous Materials/Abandoned Oil Wells are Encountered. During construction, SJRRC will ensure that contractors will follow all applicable local, state, and federal regulations regarding discovery, notification, response, disposal, and remediation for hazardous materials and/or abandoned oil wells encountered during the construction process.
MM HAZ-7: Pre-Demolition Investigation. Prior to the demolition of any structures constructed prior to the 1970s, SJRRC will ensure that a survey be conducted for the presence of hazardous building materials, such as ACMs, LBPs, and other materials falling under the Universal Waste requirements. The results of this survey shall be submitted to SJRRC and applicable stakeholders as deemed appropriate by SJRRC. If any hazardous building materials are discovered, prior to demolition of any structures, a plan for proper removal shall be prepared in accordance with
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applicable OSHA and San Joaquin County Environmental Health Department requirements. The contractor performing the work shall be required to implement the removal plan, shall be required to have a C-21 license in the State of California, and possess an A or B classification. If asbestos-related work is required, the contractor or their subcontractor shall be required to possess a California Contractor License (Asbestos Certification). Prior to any demolition activities, the contractor shall be required to secure the site and ensure utilities are disconnected. MM HAZ-8: Maintenance of Emergency Response Times. Prior to construction and closure of East Church Street and East Lafayette Street, SJRRC will consult with applicable agencies and departments providing emergency response to ensure that acceptable response times are maintained during proposed Project operation. 2.4.1 Land Use and Planning
Temporary road closures during construction would occur as a result of the proposed Project. However, with the implementation of Measure BMP TRA-7 these impacts would be minimized. During construction, no more than one road would be closed at a time to minimize traffic interruptions, and where sidewalks need to be closed only one side of the street would be closed at a time to maintain access along the street. As a result, the proposed Project would not physically divide the neighborhoods, or cause short-term land use impacts within the land use and planning RSA. During construction, staging areas would be established throughout the land use and planning RSA to provide work areas and construction access, as well as a location to store Project equipment and materials. A few vacant industrial parcels, as well as railroad-owned property adjacent to the Stockton Diamond, would be used for staging areas and these properties would be restored to previous conditions after Project construction. Temporary construction easements (TCE) would also be required as part of the proposed Project. Similar to the temporary staging areas, all TCE areas would be restored to previous conditions once Project construction is completed. Therefore, with the implementation of Measure BMP TRA-7, the proposed Project would not physically divide an established community. Thus, short-term impacts would be considered less than significant, and no mitigation is required. The proposed Project is consistent with applicable land use and planning goals and policies identified in the San Joaquin County General Plan and City of Stockton General Plan. Therefore, the proposed Project would not cause a significant environmental impact due to a conflict with any land use plan, policy, or regulation for the purpose of avoiding or mitigating an environmental effect. Thus, short-term impacts are considered less than significant, and no mitigation is required. The proposed Project would permanently convert several industrial parcels (all are zoned General Industrial) to a transportation use, reducing the available industrial land use in the area by 10.87 acres. The proposed Project would not acquire any residential properties; therefore, there would be no impacts to residents nor residential land uses in the land use and planning RSA. The proposed Project will result in 12 full acquisitions and two partial acquisitions, as well as two TCEs required for the construction of the proposed Project. Parcels impacted by the proposed Project are a mix of partially vacant parcels used for the purpose of truck and RV parking and five active businesses.
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Remnant portions of existing parcels may result from the permanent acquisition of existing parcels as part of the Project. However, with the implementation of Measure MM LU-2, SJRRC will coordinate with the City and UP to determine appropriate property ownership and establish agreements prior to the right-of-way (ROW) acquisition process for these parcel remnants to avoid the potential for large open space areas to become voids in the Downtown area fabric and these impacts would be mitigated. Six businesses, five of which are active businesses, would require relocation. The City has identified available industrial zoned properties elsewhere in the City that are suitable for relocation of these five displaced active businesses. All relocation impacts of these displaced businesses would be mitigated through the implementation of the Measure MM LU-3. The affected businesses are not unique—generally auto- and truck-related services—and would not have relocation challenges. Moreover, these businesses serve larger areas and their relocation would not affect the local neighborhoods. The partial property acquisitions would not affect any existing business. Further, the full and partial acquisitions would result in minimal conversion of existing land use, amounting to approximately 0.37 percent, less than 1 percent of the City’s industrial zoned land use. The proposed Project would require minor changes to zoning and/ or land use designations in the City of Stockton. However, with the implementation of Measure BMP LU-1, these impacts would be minimized. Therefore, with the implementation of Measures BMP LU-1, MM LU-2, and MM LU-3, the proposed Project would not divide an established community. Thus, long-term impacts would be considered less than significant, and no mitigation is required. The proposed Project is consistent with applicable land use and planning goals and policies identified in the San Joaquin County General Plan and City of Stockton General Plan. Therefore, the proposed Project would not cause a significant environmental impact due to a conflict with any land use plan, policy, or regulation for the purpose of avoiding or mitigating an environmental effect. Thus, long-term impacts are considered less than significant, and no mitigation is required. Mitigation Measures MM LU-2: Property Ownership and Agreement Coordination Efforts. SJRRC will ensure coordination with the City and UP during final design to determine appropriate property ownership and establish agreements prior to the ROW acquisition process. Options to address property ownership may include, but not be limited to:
• Continuing City ownership and maintenance of the street corridors with permanent easements required for the railroad corridor; or • SJRRC and/or railroad company ownership and maintenance of the properties within the railroad corridor with either SJRRC or private ownership of adjacent remnant parcels. Public Utility easements would be necessary for this option.
MM LU-3: Relocation Assistance. During final design, SJRRC will ensure that the loss of private industrial property be mitigated by payment of fair market compensation and provision of relocation assistance in accordance with the Uniform Relocation Assistance and Real Property Acquisition Policies Act. For these non-residential displacements, the following would be provided to business operators:
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• Relocation advisory services • Minimum 90 days written notice to vacate prior to requiring possession • Reimbursement for moving and reestablishment expenses
2.4.2 Noise and Vibration
The City of Stockton does not have specific ordinances regarding the regulation of construction noise. However, the City’s General Plan does reference that a project may use other agencies’ applicable standards. San Joaquin County has limits on daytime and nighttime noise, the daytime noise limits are waived for construction activities. Thus, the FTA construction noise criteria were used for the basis of the short-term noise impact analysis. The track alignment east of the existing active rail line would be shifted east, allowing for a majority of the necessary construction along the railroad and structures to be completed during daytime hours. Sensitive land uses located within the approximate impact distance would be exposed to noise levels exceeding the FTA’s daytime criterion. With the exception of the viaduct structure design option, which may require pile driving along the entire length of the flyover, bridge construction that requires extensive pile driving would not occur adjacent to sensitive receptors. For the embankment and retaining wall structure design options, sections of bridge construction requiring pile driving would be at the center of the flyover and at East Charter Way. To minimize impacts to passenger and freight rail operations, some construction work would be required during the nighttime hours. Nighttime construction near sensitive receptors would have greater impacts than daytime construction. The greatest noise impact is associated with impact pile driving, which is less intense near these receptors due to the type of structural work that is necessary near the residential neighborhoods. However, nighttime construction activities would be limited to track work and other construction necessary to connect the existing and relocated tracks, and noise intensive pile driving would not be conducted during nighttime hours thus short- term impacts related to nighttime noise work would be considered less than significant. In addition, with the implementation of Measure MM NV-1, short-term noise impacts would be considered less than significant with mitigation incorporated. Measure MM NV-1 requires that mitigation be implemented to reduce planned construction noise in the form of a Noise Control Plan. The Noise Control Plan will be prepared in coordination with the City to ensure that City standards will not be violated during construction of the proposed Project. Components of this Noise Control Plan include avoiding the use of impact pile drivers at night, and, where possible, if construction activities were to occur near noise-sensitive areas, use quieter alternatives (for example, drilled piles) where geological conditions permit. Based on the discussion above, with the implementation of Measures MM NV-1 and MM NV-2, the proposed Project would not generate a substantial temporary increase in ambient noise levels in the vicinity of the project in excess of standards established in the local general plan or noise ordinance, or applicable standards of other agencies. Thus, short-term noise impacts would be considered less than significant with mitigation incorporated.
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When measured at a distance of 25 feet, construction of the proposed Project can be expected to generate vibration levels as high as 94 vibration decibel (VdB) due to compactors during site work, 87 VdB due to bulldozers during rail work, and 104 VdB due to impact pile drivers during structures work. The peak particle velocity (PPV) associated with the construction activities would be as high as 0.21 inches/second (in/sec) for vibratory rollers during site work, 0.089 in/sec due to bulldozers during rail work, and 0.644 in/sec due to impact pile drivers during structures work. For pile driving activities, it is anticipated that the potential for damage effects will be limited to structures located at distances in the range of 30 to 75 feet from the pile driving operations, depending on the building category. Construction activities involving pile drivers occurring at the edge of or slightly outside of the current right-of-way could result in vibration impacts to nearby properties. However, with the implementation of Measure MM NV-2, any generation of groundborne vibration and noise levels would be mitigated and not considered excessive in nature. Therefore, with the implementation of Measure MM NV-2, short-term impacts related to groundborne noise and vibration would be considered less than significant with mitigation incorporated. The proposed Project is not located within a vicinity of a private airstrip and the nearest public airport or public use airport is SCK, located beyond 2 miles from the noise and vibration RSA, approximately 4 miles south of the Study Area. Therefore, no short-term impacts related to excessive noise levels from airport use would occur under the proposed Project. San Joaquin County and the City of Stockton do not have specific ordinances regarding thresholds for rail noise; Therefore, the operational noise as a result of the proposed Project would not violate or be in excess of any standards established by the local general plan or noise ordinance. As a result, the long-term noise impact analysis was based on applicable standards of other agencies, such as FRA and FTA. Four residences located along the northbound side of the proposed tracks between East Lafayette Street and East Hazelton Avenue would experience moderate noise impacts (one single-family and one multi-family residence comprised of three residences). These impacts are due to the main line tracks moving closer to the residences and the elevated height of the main line flyover. In addition, there are five residences with moderate noise impacts (three single-family homes and one multi-family residence comprised of two residences) located south of the Stockton Diamond, between East Anderson Street and East Charter Way. These moderate noise impacts would occur as a result of the operation of new, elevated connecting tracks (approximately 2 to 4 feet above grade) shifted closer to sensitive receptors at the eastern side of the railroad corridor and the new, elevated main track flyover as it approaches its highest elevation point at the Diamond. Two institutional receivers – Faith Tabernacle Assembly located on East Anderson Street and the Islamic Center of Stockton located on South Pilgrim Street would experience moderate noise impacts. There are no noise impacts at Union Park. Twelve single-family homes located between East Jefferson Street and East Clay Street, and between the railroad corridor and South Pilgrim Street would experience severe noise impacts and require noise mitigation. Because of engineering and operational limitations of the proposed Project, including the multiple levels of the proposed tracks, track turnouts and clearance issues, noise barriers would not be a feasible option for noise mitigation. Therefore, sound insulation is
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recommended for the twelve residences with severe noise impacts. Sound insulation programs are developed to reduce the interior noise levels in sleeping and living quarters in residential land uses or in noise-sensitive areas such as schools and other institutional uses to within the guidelines set by the U.S. Department of Housing and Urban Development. Under these guidelines, interior noise levels for residential land uses should not exceed a Ldn of 45 dBA, and a form of fresh air exchange must be maintained. The air exchange can be achieved by installing an air conditioning unit for the residence. Sound insulation is normally only used on older dwellings with single-paned windows or in buildings with double-paned windows that are no longer effective because of leakage. Sound insulation testing would be conducted to determine the appropriate measures to improve the outdoor to indoor sound level reduction, such as improved windows, doors or vents. Sound insulation would not reduce exterior noise levels. With the implementation of Measure MM NV-3, requiring sound insulation improvements be installed at the 12 residences that would be exposed to severe noise impacts, the interior noise levels at these residences would be mitigated. Therefore, the proposed Project would not generate a substantial permanent increase in ambient noise levels in the vicinity of the project in excess of standards established in the local general plan or noise ordinance, or applicable standards of other agencies. Thus, long-term noise impacts would be considered less than significant with mitigation incorporated. Because there are no vibration sensitive receivers within the screening distances for potential impact, there are no vibration impacts from operation projected for the proposed Project, and no long-term vibration impacts are anticipated. Because there are no vibration sensitive receivers within the screening distances for potential impact, there would be no excessive groundborne noise or vibration impacts from operations projected for the proposed Project Therefore, no long-term groundborne noise or vibration impacts are anticipated. Mitigation Measures MM NV-1: Noise Control Plan. Prior to construction SJRRC will ensure that a noise control plan be prepared that will incorporate, at a minimum, the following best practices into the construction scope of work and specifications to reduce the impact of temporary construction-related noise on nearby noise-sensitive receptors. The Noise Control Plan will be developed in coordination with the City of Stockton in compliance with City standards. Components of the Noise Control Plan will include, but not be limited to, the following: • Install temporary construction site sound barriers near noise sources. • Use moveable sound barriers at the source of the construction activity. • Avoid the use of impact pile drivers at night and, where possible, near noise- sensitive areas or use quieter alternatives (for example, drilled piles) where geological conditions permit.
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• Locate stationary construction equipment as far as possible from noise-sensitive sites. • Re-route construction-related truck traffic along roadways that will cause the least disturbance to residents. • Use low-noise emission equipment. • Implement noise-deadening measures for truck loading and operations. • Line or cover storage bins, conveyors, and chutes with sound-deadening material. • Use acoustic enclosures, shields, or shrouds for equipment and facilities. • Use high-grade engine exhaust silencers and engine-casing sound insulation. • Minimize the use of generators to power equipment. • Limit use of public address systems. • Grade surface irregularities on construction sites. • Monitor and maintain equipment to meet noise limits. • Implement noise monitoring during construction to ensure noise limits are met. • Maintain active coordination with the City to identify potential options to retrofit residences closest to the construction with noise reduction window technology. • Establish an active community liaison program to keep residents informed about construction and to provide a procedure for addressing complaints. MM NV-2: Vibration Control Plan. Prior to construction, SJRRC will ensure that a vibration control plan is prepared and will incorporate, at a minimum, the following best practices into the construction scope of work and specifications to reduce the impact of temporary construction-related vibration on nearby vibration-sensitive land uses will be prepared and implemented. • Avoid the use of impact pile drivers where possible near vibration-sensitive areas or use alternative construction methods (for example, drilled piles) where geological conditions permit. • Avoid vibratory compacting/rolling in close proximity to structures. • Require vibration monitoring during vibration-intensive activities. • In the event building damage occurs due to construction, repairs would be made, or compensation would be provided by SJRRC. MM NV-3: Reductions for Severe Noise Impacts. Prior to construction, SJRRC will ensure that sound insulation improvements will be installed in the residential properties that would be exposed to severe noise impacts. The goal of these improvements is to reduce the interior noise levels to below the 45 dBA Ldn noise threshold set by the U.S. Department of Housing and Urban Development. In addition to the sound
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insulation improvements a form of fresh air exchange must be maintained. The air exchange can be achieved by installing an air conditioning unit for the residence. Sound insulation is normally only used on older dwellings with single-paned windows or in buildings with double-paned windows that are no longer effective because of leakage. Sound insulation testing would be conducted to determine the appropriate measures to improve the outdoor to indoor sound level reduction, such as improved windows, doors or vents.
2.5 Significant and Unavoidable Impacts
Based on the analysis, above, there are no environmental topics that were determined to have a significant and unavoidable impact as a result of the Project.
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3 Conclusion
Having received, reviewed and considered the Final EIR and other information in the record of proceedings, SJRRC hereby adopts the foregoing Findings in compliance with CEQA and the CEQA Guidelines. SJRRC certifies that these Findings are based upon full appraisal of all viewpoints, including all comments received up to the date of adoption of these findings that concern the environmental issues identified and discussed in the Final EIR. SJRRC hereby certifies as follows:
• That it has been presented with the Final EIR and that it has reviewed and considered the information in the Final EIR prior to making the foregoing Findings;
• That, pursuant to CEQA Guidelines §15090, the Final EIR has been completed in compliance with CEQA; and
• That the Final EIR reflects the independent judgment and analysis of SJRRC.
Based on the foregoing Findings and the information contained in the record, SJRRC has made one or more of the following Findings with respect to each of the significant environmental effects of the proposed Project:
• Changes or alterations have been required in, or incorporated into, the Project that avoid or substantially lessen the significant environmental effects identified in the EIR. CEQA Guidelines §15091(a)(1); • To the extent that such changes or alterations are within the responsibility and jurisdiction of another public agency and not the City, those changes or alterations have been, or can and should be, adopted by that other agency. CEQA Guidelines §15091(a)(2); and • SJRRC, having reviewed and considered the information contained in the EIR, including but not limited to the expert opinions of the SJRRC’s professional planning staff and independent consultants familiar with the environmental conditions of the Project Study Area and the facts and circumstances of the Project who prepared the EIR, finds pursuant to Public Resources Code §21081(a)(1) and Guidelines §15091(a)(1) that changes or alterations have been required in, or incorporated into, the Project which would mitigate, avoid, or substantially lessen to below a level of significance the following potential significant environmental effects identified in the EIR.
54 RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION ADOPTING FINDINGS, ADOPTING THE ASSOCIATED MITIGATION MONITORING PLAN, CERTIFYING AN ENVIRONMENTAL IMPACT REPORT, APPROVING THE STOCKTON DIAMOND GRADE SEPARATION PROJECT AND AUTHORIZING AND DIRECTING THE EXECUTIVE DIRECTOR TO EXECUTE AND FILE A NOTICE OF DETERMINATION UNDER THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) FOR THE PROJECT AND AUTHORIZING AND DIRECTING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECT
WHEREAS, The Stockton Diamond Grade Separation Project is a critical passenger and freight mobility project; and
WHEREAS, the proposed Project would construct a grade separation of the BNSF and UP rail lines to reduce rail congestion and allow passenger and freight rail traffic to flow uninterrupted through the crossing.; and
WHEREAS, the San Joaquin Regional Rail Commission has prepared an Environmental Impact Report (EIR) analyzing the impacts of the Stockton Diamond Grade Separation Project; and
WHEREAS, the San Joaquin Regional Rail Commission found that with the adoption of the mitigation measures described in the EIR, the Project would reduce all significant effects on the environment to a less than significant level; and
WHEREAS, the San Joaquin Regional Rail Commission has considered alternatives to the project and found that there are no feasible alternatives that would meet the project’s objectives as well as the proposed project, and
WHEREAS, the San Joaquin Regional Rail Commission did circulate the Draft EIR for agency and public comment as required by CEQA; and
WHEREAS, the San Joaquin Regional Rail Commission did consider any comments made by agencies and public prior to making its decision on the project; and
WHEREAS, the San Joaquin Regional Rail Commission has independently reviewed the EIR and considered the reflects the independent judgment and analysis of the Commission; and
WHEREAS, the San Joaquin Regional Rail Commission has prepared the Mitigation Monitoring Plan for the project incorporating all of the mitigation recommendations of the EIR;
NOW, THEREFORE, BE IT RESOLVED;
1. The San Joaquin Regional Rail Commission does hereby adopt the Findings for the project, a copy of which is attached hereto;
2. The San Joaquin Regional Rail Commission does hereby adopt the Mitigation Monitoring Plan for the Project and incorporates the mitigation measures contained therein as conditions to the Project; 3. The San Joaquin Regional Rail Commission finds that on the basis of the whole record before it, including the EIR and the agency and public comments received, there is no substantial evidence that this Project will have a significant effect on the environment;
4. The San Joaquin Regional Rail Commission does hereby certify the EIR;
5. The San Joaquin Regional Rail Commission does hereby approve the Proposed Project;
6. The San Joaquin Regional Rail Commission does hereby authorize the Executive Director to execute and file the Notice of Determination as required by CEQA;
7. The San Joaquin Regional Rail Commission does hereby authorize and direct the Executive Director to place the documents and other materials that constitute the record of proceedings upon which this decision is based on file at its offices at 949 E Channel Street, Stockton 95202.
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair
SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 6 ACTION Approve two (2) Resolutions of the Board of Commissioners of the San Joaquin Regional Rail Commission Authorizing the Executive Director to enter into two (2) Transit Service Agreements to Submit Applications to the California Strategic Growth Council for Grant Funding under the Affordable Housing and Sustainable Communities Program and Authorizing the Executive Director to Execute Any and All Documents Related to the Projects
Action 1. Approve a Transit Service Agreement in the Amount of $7,412,000 with Ecumenical Association for Housing (EAH) for Grant Funding to be Used to Purchase Two (2) New Railcars and Contribute to Midtown Station Project
Action 2. Approve a Transit Service Agreement in the Amount of $3,851,336 with Service First of Northern California CA (Service First) for Grant Funding to be Used to Purchase One (1) New Railcar and Contribute to Lighting and Pedestrian Amenities Projects
Background: In February 2021, the California Strategic Growth Council and the California Department of Housing and Community Development (HCD) announced the availability of approximately $405 million in funding for the sixth funding round of the Affordable Housing and Sustainable Communities (AHSC) Program. The program funds affordable housing developments, housing-related infrastructure, sustainable transportation infrastructure, and land preservation to support infill development.
In previous AHSC cycles the Rail Commission has partnered with affordable housing developers, cities, and the San Joaquin Council of Governments (SJCOG) to help prepare grant applications. As a result, in Round 4 of the program AHSC funding was awarded to Visionary Home Builders of California for their Grand View Village project in downtown Stockton, which included $4 million to purchase a railcar for the ACE service. Subsequently, in Round 5 EAH and the City of Modesto were awarded funding for their Archway Commons project, which also included $4 million of funding for a railcar.
For Round 6 of the program SJRRC staff are partnering with two developers on AHSC applications as described below:
EAH– On Broadway:
EAH is proposing to construct 140 units of affordable housing at a development known as On Broadway located south of the future Midtown Station in Sacramento. As part of the application, EAH Housing is requesting approximately $19 million in loan proceeds
for the affordable housing improvements, $8.668 million in grant funds for sustainable transportation-related improvements, and approximately $1.3 million for transit related amenities. The total application request is approximately $29 million in AHSC funds. Of this amount, $6.1 million of sustainable transportation-related improvements will be contributed towards the purchase of two new railcars for the ACE service, and the $1.3 million for transit related amenities will be contributed towards the construction of the Midtown Station needed for the Valley Rail Program.
Service First – Hunter House:
Service First is proposing to construct 120 units of affordable housing at a development known as Hunter House located near downtown Stockton. As part of the application, Service First is requesting approximately $17.24 million in loan proceeds for the affordable housing improvements, $8.1 million in grant funds for sustainable transportation-related improvements, and approximately $1.3 million for transit related amenities. The total application request is approximately $26.7 million in AHSC funds. Of this amount, $2.5 million of sustainable transportation-related improvements will be contributed towards the purchase of a new railcar for the ACE service, and the $1.3 million for transit related amenities is dedicated towards decorative street lighting and pedestrian amenities near the Robert J. Cabral Station and the Amtrak San Joaquin Street Station in Stockton. These improvements will help beautify the areas near the stations and enhance public safety.
Formal applications for AHSC funding are due by June 8, 2021. The applications require executed Transit Service Agreements between the Rail Commission and EAH Housing and between the Rail Commission and Service First to commit to implementing the improvements. If funding is not awarded there will be no obligation of the Rail Commission to design or construct any transit related amenities improvements nor procure any railcars. The Rail Commission is also not obligated to design or construct the proposed affordable housing projects under any circumstance.
Fiscal Impact: None at this time.
If funding is awarded it will be amended into the SJRRC/ACE/SJJPA Fiscal Year 2021/2022 Capital Budget. Future Capital Budgets will identify all costs occurring in the upcoming fiscal years as needed.
Recommendation: Approve two (2) Resolutions of the Board of Commissioners of the San Joaquin Regional Rail Commission Authorizing the Executive Director to enter into two (2) Transit Service Agreements to Submit Applications to the California Strategic Growth Council for Grant Funding under the Affordable Housing and Sustainable Communities Program and Authorizing the Executive Director to Execute Any and All Documents Related to the Projects
Action 1. Approve a Transit Service Agreement in the Amount of $7,412,000 with Ecumenical Association for Housing (EAH) for Grant Funding to be Used to Purchase Two (2) New Railcars and Contribute to Midtown Station Project
Action 2. Approve a Transit Service Agreement in the Amount of $3,851,336 with Service First of Northern California CA (Service First) for Grant Funding to be Used to Purchase One (1) New Railcar and Contribute to Lighting and Pedestrian Amenities Projects
RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION AUTHORIZING THE EXECUTIVE DIRECTOR TO ENTER INTO A TRANSIT SERVICE AGREEMENT IN THE AMOUNT OF $7,412,000 WITH ECUMENICAL ASSOCIATION FOR HOUSING (EAH) FOR THE SUBMISSION OF AN APPLICATION TO THE CALIFORNIA STRATEGIC GROWTH COUNCIL FOR GRANT FUNDING UNDER THE AFFORDABLE HOUSING AND SUSTAINABLE COMMUNITIES PROGRAM TO BE USED TO PURCHASE TWO (2) NEW RAILCARS AND CONTRIBUTE TO MIDTOWN STATION PROJECT AND AUTHORIZING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECTS
WHEREAS, the California Strategic Growth Council and the California Department of Housing and Community Development (HCD) announced the availability of approximately $405 million in funding for the sixth funding round of the Affordable Housing and Sustainable Communities (AHSC) Program; and
WHEREAS, the Rail Commission has partnered with other agencies in previous Rounds of the program and has been awarded funding for other projects; and
WHEREAS, for Round 6 of the program Rail Commission staff are partnering with two developers on AHSC applications: EAH – On Broadway; and
WHEREAS, formal applications for AHSC funding are due by June 8, 2021. The applications require executed Transit Service Agreements between the Rail Commission and EAH Housing and between the Rail Commission and Service First to commit to implementing the improvements; and
WHEREAS, if funding is not awarded there will be no obligation of the Rail Commission to design or construct any transit related amenities improvements nor procure any railcars. The Rail Commission is also not obligated to design or construct the proposed affordable housing projects under any circumstance; and
NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission hereby Approves a Resolution Authorizing the Executive Director to enter into a Transit Service Agreement in the Amount of $7,412,000 with Ecumenical Association for Housing (EAH) for the Submission of an Application to the California Strategic Growth Council for Grant Funding under the Affordable Housing and Sustainable Communities Program to be Used to Purchase Two (2) New Railcars and Contribute to Midtown Station Project and Authorizing the Executive Director to Execute Any and All Document Related to the Projects.
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION AUTHORIZING THE EXECUTIVE DIRECTOR TO ENTER INTO A TRANSIT SERVICE AGREEMENT IN THE AMOUNT OF $3,851,336 WITH SERVICE FIRST OF NORTHERN CALIFORNIA CA (SERVICE FIRST) FOR THE SUBMISSION OF AN APPLICATION TO THE CALIFORNIA STRATEGIC GROWTH COUNCIL FOR GRANT FUNDING UNDER THE AFFORDABLE HOUSING AND SUSTAINABLE COMMUNITIES PROGRAM TO BE USED TO PURCHASE ONE (1) NEW RAILCAR AND CONTRIBUTE TO LIGHTING AND PEDESTRIAN AMENITIES PROJECTS AND AUTHORIZING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECTS
WHEREAS, the California Strategic Growth Council and the California Department of Housing and Community Development (HCD) announced the availability of approximately $405 million in funding for the sixth funding round of the Affordable Housing and Sustainable Communities (AHSC) Program; and
WHEREAS, the Rail Commission has partnered with other agencies in previous Rounds of the program and has been awarded funding for other projects; and
WHEREAS, for Round 6 of the program Rail Commission staff are partnering with two developers on AHSC applications for Service First – Hunter House; and
WHEREAS, formal applications for AHSC funding are due by June 8, 2021. The applications require executed Transit Service Agreements between the Rail Commission and EAH Housing and between the Rail Commission and Service First to commit to implementing the improvements; and
WHEREAS, if funding is not awarded there will be no obligation of the Rail Commission to design or construct any transit related amenities improvements nor procure any railcars. The Rail Commission is also not obligated to design or construct the proposed affordable housing projects under any circumstance; and
NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission hereby Approves a Resolution Authorizing the Executive Director to enter into a Transit Service Agreement in the Amount of $3,851,336 with Service First of Northern California CA (Service First) for the Submission of an Application to the California Strategic Growth Council for Grant Funding under the Affordable Housing and Sustainable Communities Program to be Used to Purchase One (1) New Railcar and Contribute to Lighting and Pedestrian Amenities Projects and Authorizing the Executive Director to Execute Any and All Documents Related to the Projects.
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 7 ACTION
Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with California Gold Advocacy Group for Altamont Corridor Express (ACE) Tri-Valley Outreach Services, Not-To-Exceed $153,000, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
Background: As a public agency with forward thinking plans and initiatives, an important aspect of outreach efforts is ‘Stakeholder Engagement’. Local, committed stakeholders are vital to promote the service, improve local presence, increase funding for the service, and activate communities to ride the train. Stakeholder education meetings, presentations, and partnerships will be a key component to the outreach efforts. Stakeholders can be classified as elected officials, agency staff, community leaders, organizations, businesses, and local media.
To accomplish continued engagement of key stakeholders, San Joaquin Regional Rail Commission (SJRRC) will retain a local, embedded grassroots Outreach Consultant/Team for the Tri-Valley (Livermore/Dublin/Pleasanton) area. Outreach consultants have been an important component of the SJRRC approach to stakeholder engagement. The Outreach Consultant/Team will focus its efforts on stakeholder engagement, and strategic partnerships.
There are several key groups, chambers, partnerships, agencies, universities, and organizations within the Tri-Valley area and Contra Costa County that are an essential component of awareness and messaging multiplication. The Tri-Valley Outreach Consultant/Team will be leveraging its contacts, SJRRC contacts, and placing emphasis on new stakeholder acquisition. Stakeholders will be engaged to share Altamont Corridor Express (ACE) content, and support ACE service initiatives.
Tri-Valley Outreach Consultant/Team will be expected to:
• Identify funding opportunities for maintaining and expanding ACE service and supporting SJRRC in obtaining funding for ACE.
• Help to increase ridership and build brand awareness with employers, partner agencies, and the general public.
• Ensure SJRRC’s interests at ACE stations are protected as the ACE stations and surrounding areas change through City development work, Caltrans planning, and as developments move forward in the station areas.
• Lead agency outreach efforts in the Tri-Valley area and Contra Costa County to potential passengers of all types, community organizations, stakeholders, disadvantaged communities, minorities and non-English-speaking constituencies, agencies, businesses, associations, and elected officials through one-on-one meetings, meeting presentations, memberships in organizations and associations, and other activities.
• Maintain a contact database on excel of individuals from the groups listed above.
• Serve as the agency liaison to various stakeholder entities, such as Chambers of Commerce, Visitors Bureaus, alliances, other government agencies, etc.
• Spearhead the formation of mutually beneficial partnerships with local and regional agencies, organizations, and businesses.
• Increase awareness in the Tri-Valley area and Contra Costa County of the ACE commuter rail service as a transportation provider throughout the Altamont Corridor.
• Form new and cultivate existing relationships with Tri-Valley area and Contra Costa County elected officials, business groups, non-profits, organizations, and other stakeholders for the purpose of sharing the vision of the SJRRC’s major capital initiatives and ACE service expansion programs.
• Assist with the identification of key community and transit events (i.e. sponsorships, tabling, vendor booths, etc.) in the Tri-Valley area and Contra Costa County for agency involvement.
• Assist ACE PIO with media communication around press releases, ACE marketing initiatives, and services changes/adjustments.
• Perform other duties as required. Any additional services will be pre-approved in writing.
Request for Proposals Selection Process: On March 9, 2021, the Rail Commission released a Request for Proposals (RFP) via Planet Bids to solicit a consultant for Altamont Corridor Express (ACE) Tri-Valley Outreach Services. By utilizing Planet Bids, three hundred sixty-seven (167) firms were notified of the opportunity. Thirty-six (36) firms showed interest and one (1) firm submitted a proposal.
On the due date of April 12, 2021, SJRRC received a proposal from the following firm:
• California Gold Advocacy Group – Dublin, CA
The proposal received was reviewed for completeness and responsiveness. The proposal was deemed responsive and was evaluated by a panel consisting of the Rail Commission’s Manager of Regional Initiatives, Marketing Manager, and LAVTA Executive Director.
Since one (1) proposal was received a public interest finding was performed to inquire why other interested proposers did not submit proposals. The Rail Commission received one (1) response at the time of the Board mailout, the reason was that it was outside of firm’s scope.
After reviewing the responses and based on previous work history, through a subcontract, with California Gold Advocacy Group staff deemed that there is not an adequate competition available to justify resoliciting for the service. Therefore, it is at the Rail Commission’s best interest to move forward with recommending the single proposal received.
The contract commencement date is July 1, 2021 with an end date of June 30, 2024 with two (2) one-year option years that can be renewed at the sole discretion of the Rail Commission. The base contract amount of $153,000 is for three years and split equally between year each year for an amount not to exceed for $51,000 a year. If any option years are utilized, they will be brought to the board for approval as part of the annual budget review and approval process.
Fiscal Impact: Expenses associated with this project are identified in the approved SJRRC/ACE/SJJPA FY 2021/2022 Budget in the Community Engagement and Marketing line.
This is a multi-year agreement and future year’s costs will be brought before the Board for consideration as part of the annual budget review and approval.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with California Gold Advocacy Group for Altamont Corridor Express (ACE) Tri-Valley Outreach Services, Not-To-Exceed $153,000, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project.
RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION APPROVING AN AGREEMENT WITH CALIFORNIA GOLD ADVOCACY GROUP FOR ALTAMONT CORRIDOR EXPRESS (ACE) TRI- VALLEY OUTREACH SERVICES, NOT-TO-EXCEED $153,000 AND AUTHORIZING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECT
WHEREAS, a Request for Proposal (RFP) for Bay Area Region Marketing and Outreach Services was released on March 9, 2021 with proposals due on April 12, 2021; and WHEREAS, one (1) proposal was received for ACE Tri-Valley Outreach Services; and WHEREAS, the proposal received was reviewed for completeness and responsiveness and evaluated as part of the procurement process; and
WHEREAS, since one (1) proposal was received a public interest finding was performed to inquire why other interested proposers did not submit proposals. After reviewing the responses, staff deemed that there is not an adequate competition available to justify resoliciting for the service. Therefore, it is at the Rail Commission’s best interest to move forward with recommending the single proposal received; and WHEREAS, the Rail Commission came to an agreement on the terms and prices with California Gold Advocacy Group; and
WHEREAS, expenses associated with this project are identified in the approved SJRRC/ACE/SJJPA FY 2021/2022 Budget in the Community Engagement and Marketing line; and WHEREAS, this is a multi-year agreement and future year’s costs will be brought before the Board for consideration as part of the annual budget review and approval; and NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission Hereby Approves an Agreement with California Gold Advocacy Group for Altamont Corridor Express (ACE) Tri-Valley Outreach Services, Not-To- Exceed $153,000, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair
SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 8 ACTION
Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with Winter Consulting Group for Altamont Corridor Express (ACE) Silicon Valley Outreach Services, Not-To-Exceed $246,000, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
Background: As a public agency with forward thinking plans and initiatives, an important aspect of outreach efforts is ‘Stakeholder Engagement’. Local, committed stakeholders are vital to promote the service, improve local presence, increase funding for the service, and activate communities to ride the train. Stakeholder education meetings, presentations, and partnerships will be a key component to the outreach efforts. Stakeholders can be classified as elected officials, agency staff, community leaders, organizations, businesses, and local media.
To accomplish continued engagement of key stakeholders, San Joaquin Regional Rail Commission (SJRRC) will retain a local, embedded grassroots Outreach Consultant/Team for the Silicon Valley area. Outreach consultants have been an important component of the SJRRC approach to stakeholder engagement. The Outreach Consultant/Team will focus its efforts on stakeholder engagement, and strategic partnerships.
There are several key groups, chambers, partnerships, agencies, universities, and organizations within Santa Clara County and the Tri-City area (Fremont, Newark, and Union City) that are an essential component of awareness and messaging multiplication. The Silicon Valley Outreach Consultant/Team will be leveraging its contacts, SJRRC contacts, and placing emphasis on new stakeholder acquisition. Stakeholders will be engaged to share Altamont Corridor Express (ACE) content, and support ACE service initiatives.
Silicon Valley Outreach Consultant/Team will be expected to:
• Identify funding opportunities for maintaining and expanding ACE service and supporting SJRRC in obtaining funding for ACE.
• Help to increase ridership and build brand awareness with employers, partner agencies, and the general public.
• Ensure SJRRC’s interests at ACE stations are protected as the ACE stations and surrounding areas change through City development work, Caltrans planning, and as developments move forward in the station areas.
• Lead agency outreach efforts in Santa Clara County and the Tri-City (Fremont, Newark, and Union City) area to potential passengers of all types, community organizations, stakeholders, disadvantaged communities, minorities and non- English-speaking constituencies, agencies, businesses, associations, and elected officials through one-on-one meetings, meeting presentations, memberships in organizations and associations, and other activities.
• Maintain a contact database on excel of individuals from the groups listed above.
• Serve as the agency liaison to various stakeholder entities, such as Chambers of Commerce, Visitors Bureaus, alliances, other government agencies, etc.
• Spearhead the formation of mutually beneficial partnerships with local and regional agencies, organizations, and businesses.
• Increase awareness in Santa Clara County and the Tri-City area of the ACE commuter rail service as a transportation provider throughout the Altamont Corridor.
• Form new and cultivate existing relationships with Santa Clara County and Tri-City area elected officials, business groups, non-profits, organizations, and other stakeholders for the purpose of sharing the vision of the SJRRC’s major capital initiatives and ACE service expansion programs.
• Assist with the identification of key community and transit events (i.e. sponsorships, tabling, vendor booths, etc.) in Santa Clara County and the Tri-City area for agency involvement.
• Assist ACE PIO with media communication around press releases, ACE marketing initiatives, and services changes/adjustments.
• Perform other duties as required. Any additional services will be pre-approved in writing.
Request for Proposals Selection Process: On March 9, 2021, the Rail Commission released a Request for Proposals (RFP) via Planet Bids to solicit a consultant for Altamont Corridor Express (ACE) Silicon Valley Outreach Services. By utilizing Planet Bids, three hundred sixty-seven (367) firms were notified of the opportunity. Thirty-one (31) firms showed interest and one (1) firm submitted a proposal.
On the due date of April 12, 2021, SJRRC received a proposal from the following firm:
• Winter Consulting – Berkeley, CA
The proposal received was reviewed for completeness and responsiveness. The proposal was deemed responsive and was evaluated by a panel consisting of the Rail Commission’s Manager of Regional Initiatives, Marketing Manager, and City of Fremont Executive Special Assistant.
Since one (1) proposal was received a public interest finding was performed to inquire why other interested proposers did not submit proposals. The Rail Commission received one (1) response at the time of the Board mailout, the reason was that the scope did not match the company capabilities.
After reviewing the responses and based on previous work history with Winter Consulting Group, staff deemed that there is not an adequate competition available to justify resoliciting for the service. Therefore, it is at the Rail Commission’s best interest to move forward with recommending the single proposal received.
The contract commencement date is July 1, 2021 with an end date of June 30, 2024 with two (2) one-year option years that can be renewed at the sole discretion of the Rail Commission. The base contract amount of $246,000 is for three years and split equally between year each year for an amount not to exceed for $82,000 a year. If any option years are utilized, they will be brought to the board for approval as part of the annual budget review and approval process.
Fiscal Impact: Expenses associated with this project are identified in the approved SJRRC/ACE/SJJPA FY 2021/2022 Budget in the Community Engagement and Marketing line.
This is a multi-year agreement and future year’s costs will be brought before the Board for consideration as part of the annual budget review and approval.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with Winter Consulting Group for Altamont Corridor Express (ACE) Silicon Valley Outreach Services, Not-To-Exceed $246,000, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project.
RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION APPROVING AN AGREEMENT WITH WINTER CONSULTING GROUP FOR ALTAMONT CORRIDOR EXPRESS (ACE) SILICON VALLEY OUTREACH SERVICES, NOT-TO-EXCEED $246,000, AND AUTHORIZING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECT
WHEREAS, a Request for Proposal (RFP) for Bay Area Region Marketing and Outreach Services was released on March 9, 2021 with proposals due on April 12, 2021; and WHEREAS, one (1) proposal was received for ACE Silicon Valley Outreach Services; and WHEREAS, the proposal received was reviewed for completeness and responsiveness and evaluated as part of the procurement process; and
WHEREAS, since one (1) proposal was received a public interest finding was performed to inquire why other interested proposers did not submit proposals. After reviewing the responses and based on previous work history with Winter Consulting Group, staff deemed that there is not an adequate competition available to justify resoliciting for the service. Therefore, it is at the Rail Commission’s best interest to move forward with recommending the single proposal received; and WHEREAS, the Rail Commission came to an agreement on the terms and prices with Winter Consulting Group; and
WHEREAS, expenses associated with this project are identified in the approved SJRRC/ACE/SJJPA FY 2021/2022 Budget in the Community Engagement and Marketing line; and WHEREAS, this is a multi-year agreement and future year’s costs will be brought before the Board for consideration as part of the annual budget review and approval; and NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission Hereby Approves an Agreement with Winter Consulting Group for Altamont Corridor Express (ACE) Silicon Valley Outreach Services, Not-To- Exceed $246,000, and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair
SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 9 ACTION Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with Marriott San Jose Downtown for Crew Rest Facilities Services for an Amount Not-To-Exceed $670,248 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
Background: As part of the Federal Railroad Administration (FRA) regulations, the San Joaquin Regional Rail Commission is obligated to provide crew rest facilities between operating schedules. Historically, though the agency has researched other options, layover accommodations have been supplied by a local hotel near the Tamien storage facility.
While employing the services of a hotel is not seen as a long-term solution, there are several reasons why this is the best option at this point:
• Upon securing the trains at the remote Tamien storage yard in the morning, the train crew must be transported to the crew rest facility for each train, morning and afternoon.
• Hotels are independently safe, secure, and ADA and OSHA compliant.
• Because of the agency’s growth potential, partnering with a hotel allows for the most efficient accommodation expansion at this time.
• In the future, the agency is considering bi-directional ACE service, which would negate the need to have a crew and equipment layover facility in San Jose.
Staff has investigated various options for crew rest facilities, such as partnering with Caltrain on facilities and with Universities near the storage tracks. However, with Caltrain’s current service, crews have no rest facilities, and accommodations at University dorms are not available.
In 2020, the Rail Commission released a Request for Proposals (RFP) via vendor portal Planet Bids for the solicitation Crew Layover Lodging Services. Two (2) firms submitted proposals. During the initial procurement review, both were deemed non-responsive due to incomplete proposals. Staff reached out to both proposers to troubleshoot and found that both proposers were short staffed due to the COVID-19 pandemic and were unable to provide quality responses.
At the time, staff determined that a fair and open competition for these services would not be likely in the current environment and made the decision to cancel the solicitation with the intent to release a new solicitation towards the end of 2020 or early 2021. Solicitations for contracts to start in July of each year need to be released by early March to allow the proper process for a fair and open competition. Staff determined that the pandemic and restrictions were still not lifted enough to allow a fair and open competition for several reasons: • COVID-19 is still considered a pandemic. • ACE was only running two trains a day and crews were not laying over in San Jose • At the time there was no timeline to return any additional trains into service • The State of California’s restrictions were still enforced, and different counties were under different tiers, making it difficult to travel for site visits.
Marriott San Jose Downtown (Marriott) is under contract for these services, and they submitted a proposal for the 2020 RFP. SJRRC reached out to Marriott to see if they would be willing to continue with a one (1) year agreement knowing that the effects of COVID-19 are unknown. Marriott agreed and provided rates that are the same as the current agreement and will only invoice for rooms used. It is in the Commission’s best interest to continue for an additional year with Marriott San Jose Downtown as a sole source.
The Rail Commission has since added a 3rd train and is planning on adding back the 4th train in late 2021. If a fair and open competition can be done a new solicitation will be released later 2021 or early 2022. This timeline for release of a RFP is contingent on the relaxing of Stay-at-Home Orders, and Businesses reopening their campuses.
Sole Source Justification: Section 7.1 sets forth the criteria allowing for sole source purchases. Pursuant to Section 7.1.1.5 of SJRRC's Procurement Manual, "[Where] [t]here are other sources of supply but because of financial, schedule, performance and other factors a single source of supply is immune from effective competition. Such an immunity is created when the award to a different contractor would create a waste of SJRRC funds resulting from a substantial increase in support costs, a substantial schedule delay not owing to poor planning by SJRRC, an unacceptable technical risk towards completion of a project (or continuation of a warranty), or substantial increases in lifecycle costs." Furthermore, pursuant to Section 7.1.2.3.1 of SJRRC's Procurement Manual, “…No purchase order shall be issued to the vendor until the Contracts and Compliance Department and a Director have confirmed that the procurement qualifies as a sole source purchase, and an encumbered requisition confirms that budgeted funds are available and SJRRC Legal Counsel has been consulted.”
At this time, it is in SJRRC's best interest to enter into a sole source agreement with Marriott San Jose Downtown for these services based on the following:
• A waste of agency funds would be created in the use of staff time to release a solicitation in the current environment with the knowledge that a fair and open competition is not available.
• Schedule delay is not due to any poor planning of SJRRC. Due to the current pandemic, a fair and open competition is unable to be performed at this time. However, SJRRC is still required to provide a rest facility.
• The SJRRC Contracts and Compliance Department and a Director have confirmed that the procurement qualifies as a sole source purchase, budgeted funds are available and SJRRC Legal counsel has been consulted.
Marriott San Jose proposed a daily room rate of $132.46 inclusive of taxes and other fees for Weekdays. The Not-To-Exceed Amount was calculated as follows:
Other Standard Local Tax Max Number of Estimated Fees Total Rate Room Rate Rate 14% Rooms per Day Service Days (Daily)
$114.00 $15.96 $2.50 $132.46 20 253 $ 670,247.60
Total Not to Exceed $ 670,247.60
The contract to be awarded is for one (1) year with no additional options. SJRRC will prepare and release a new solicitation at such time the COVID-19 pandemic has ended.
Fiscal Impact: Expenses associated with this project are identified in the approved SJRRC/ACE/SJJPA FY 2021/2022 Budget in the ACE Operations and Maintenance line.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving an Agreement with Marriott San Jose Downtown for Crew Rest Facilities Services for an Amount Not-To-Exceed $670,248 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project.
RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION APPROVING AN AGREEMENT WITH MARRIOTT SAN JOSE DOWNTOWN FOR CREW REST FACILITIES SERVICES FOR AN AMOUNT NOT- TO-EXCEED $670,248 AND AUTHORIZING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECT
WHEREAS, SJRRC requires Crew Rest Facilities Services in San Jose; and
WHEREAS, Marriott San Jose Downtown is currently providing these services and is willing to continue providing the services as needed for the next year due to the unknown nature of the COVID-19 pandemic; and
WHEREAS, The Rail Commission is planning on adding back the 4th train in late 2021. If a fair and open competition can be done a new solicitation will be released later 2021 or early 2022; and
WHEREAS, the Rail Commission came to agreement on the terms and price with Marriott San Jose for Crew Rest Facilities Services; and
NOW, THEREFORE, BE IT RESOLVED, that the Board of Commissioners of the San Joaquin Regional Rail Commission hereby Approves an Agreement with Marriott San Jose Downtown for Crew Rest Facilities Services for an Amount Not-To-Exceed $670,248 and Authorizes the Executive Director to Execute Any and All Documents Related to the Project
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSTAIN: ABSENT:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 10 ACTION Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving Amendment 01 to the Agreement with Kjeldsen, Sinnock & Neudeck, Inc. for the Robert J. Cabral Station Expansion Project to Increase the Total Compensation by an Amount of $396,000 with the Total Contract Amount Not-To- Exceed $758,562 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
Background: In May 2019, the Rail Commission Board approved a contract with Kjeldsen, Sinnock & Neudeck, Inc. (KSN) to complete the final design for the Robert J. Cabral Station Expansion project. This project is located at the site of the former Western Pacific Railroad (WP) Depot in Stockton, directly across from the Robert J. Cabral Station, and is primarily intended to improve parking capacity and security for ACE and San Joaquins passengers.
In 2019, SJRRC staff requested that KSN meet onsite with an architectural structural engineering firm to examine the remains of the WP Depot, which had previously been damaged by several major fires. KSN, sub-consultant LDA Partners (LDA), and SJRRC staff met onsite to survey whether the remains of the existing structure could be salvaged and retrofitted in place. LDA determined that it would not be feasible to attempt to bring the remaining structure up to modern building code standards, and that there was very little that could be reusable from the foundation to the roof. Subsequently, in 2020 the remains of the WP Depot were demolished to avoid any further threats to public safety and welfare.
SJRRC staff requested that KSN prepare an estimate to prepare design plans to reconstruct the WP Depot as a new building that would resemble features of the destroyed WP Depot. This new structure would provide passenger amenities, parking security, additional office space for SJRRC, and function as an emergency operations center and expanded meeting location for San Joaquin Joint Powers Authority (SJJPA) and SJRRC. These design plans for the new building were placed on hold while sufficient funding was secured and the necessary land use approvals by the City of Stockton were clarified. The project was divided into two phases, with the design plans for the parking lot moving forward while the building was placed on hold. Subsequently, additional funding was provided for the project by SJRRC and SJJPA in Fiscal Year 2019/20, and in Spring 2021 the City of Stockton informed SJRRC staff that the building and parking lot can proceed as one combined project rather than requiring separate land use entitlements. As the phased approach is no longer needed SJRRC staff directed KSN to prepare a cost proposal for the design of the new building. SJRRC staff and KSN have now negotiated an amended scope and fee that is acceptable to both parties. Construction of the project is anticipated to begin in Spring 2022.
Fiscal Impact: The funding sources being utilized for this project are Congestion Mitigation and Air Quality Improvement Program (CMAQ) funds, California Office of Emergency Services (CalOES) funds, State Rail Assistance Funds, and State of Good Repair funds.
Expenses associated with this project occurring in Fiscal Year 2020/2021 are identified in the approved SJRRC/ACE/SJJPA Fiscal Year 2020/2021 Capital Budget.
This is a multi-year agreement and future year’s costs will be brought before the Board for consideration as part of the annual Budget approval process.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving Amendment 01 to the Agreement with Kjeldsen, Sinnock & Neudeck, Inc. for the Robert J. Cabral Station Expansion Project to Increase the Total Compensation by an Amount of $396,000 with the Total Contract Amount Not-To-Exceed $758,562 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION APPROVING AMENDMENT 01 TO THE AGREEMENT WITH KJELDSEN, SINNOCK & NEUDECK, INC. FOR THE ROBERT J. CABRAL STATION EXPANSION PROJECT TO INCREASE THE TOTAL COMPENSATION BY AN AMOUNT OF $396,000 WITH THE TOTAL CONTRACT AMOUNT NOT-TO-EXCEED $758,562 AND AUTHORIZING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECT
WHEREAS, SJRRC secured funding from multiple sources including State and Federal funds for the Robert J. Cabral Expansion Project; and
WHEREAS, on December 18, 2019, SJRRC and Kjeldsen, Sinnock & Neudeck, Inc. entered into an agreement for the Robert J. Cabral Expansion Project; and
WHEREAS, SJRRC staff requested that Kjeldsen, Sinnock & Neudeck, Inc. prepare an estimate to prepare design plans to reconstruct the Western Pacific Depot as a new building; and
WHEREAS, this contract amendment for the increased project scope related to the Robert J. Cabral Expansion Project requires a compensation increase of $396,000 for a new amount not-to-exceed $758,562; and
WHEREAS, the funding sources being utilized for this project are Congestion Mitigation and Air Quality Improvement Program (CMAQ) funds, California Office of Emergency Services (CalOES) funds, State Rail Assistance Funds, and State of Good Repair funds. Expenses associated with this project occurring in Fiscal Year 2020/2021 are identified in the approved SJRRC/ACE/SJJPA Fiscal Year 2020/2021 Capital Budget; and
WHEREAS, this is a multi-year agreement and future year’s costs will be brought before the Board for consideration as part of the annual Budget approval process;
NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission Hereby Approves Amendment 01 to the Agreement with Kjeldsen, Sinnock & Neudeck, Inc. for the Robert J. Cabral Station Expansion Project to Increase the Total Compensation by an Amount of $396,000 with the Total Contract Amount Not-To-Exceed $758,562 and Authorizes the Executive Director to Execute Any and All Documents Related to the Project
PASSED AND ADOPTED, by the Board of Commissioners on this 4th day of June 2021, by the following vote:
AYES: NOES: ABSTAIN: ABSENT:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 11 ACTION Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving Amendment 01 to the Agreement with T.Y. Lin International for the Tuolumne River Bridge Project to Increase the Total Compensation by an Amount of $1,508,047 with the Total Contract Amount Not-To-Exceed $3,111,021 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
Background: In February, the SJRRC Board authorized the Executive Director to negotiate and enter into contract with T.Y. Lin International (T.Y. Lin) to prepare the final design Project Specifications & Estimates (PS&E) for the Tuolumne River Bridge Project. The original contract did not include any track work associated with the bridge. It is now necessary to design track work to connect with the work being designed to the north by AECOM for the Modesto Station and to the south by Mark Thomas for the Ceres Station. Approximately 1.2 miles of track would connect across the new Tuolumne River Bridge between the intersection of 7th Street and B Street in Modesto and the State Route 99 overcrossing of the Union Pacific Fresno Subdivision south of the river near the intersection of 7th Street and Pecos Avenue. When combined with the new bridge this would provide a standalone project with independent utility and logical termini to potentially compete for future federal funding opportunities.
SJJRC staff requested that T.Y. Lin prepare a scope and fee to prepare this design work. In addition, SJRRC staff requested that T.Y. Lin prepare a scope and fee to prepare National Environmental Policy Act (NEPA) documentation necessary for federal environmental approval for the bridge and trackwork. Preparing this NEPA documentation will allow the project to be prepared to move forward if federal funding becomes available for the project.
Fiscal Impact: The funding source being utilized for this project is State funding from the $400 million allocation from Senate Bill (SB) 132.
Expenses associated with this project occurring in Fiscal Year 2020/2021 are identified in the approved SJRRC/ACE/SJJPA Fiscal Year 2020/2021 Capital Budget.
This is a multi-year agreement and future year’s costs will be brought before the Board for consideration as part of the annual Budget approval process.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving Amendment 01 to the Agreement with T.Y. Lin International for the Tuolumne River Bridge Project to Increase the Total Compensation by an Amount of $1,508,047 with the Total Contract Amount Not-To-Exceed $3,111,021 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION APPROVING AMENDMENT 01 TO THE AGREEMENT WITH T.Y. LIN INTERNATIONAL FOR THE TUOLUMNE RIVER BRIDGE PROJECT TO INCREASE THE TOTAL COMPENSATION BY AN AMOUNT OF $1,508,047 WITH THE TOTAL CONTRACT AMOUNT NOT-TO-EXCEED $3,111,021 AND AUTHORIZING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECT
WHEREAS, the Rail Commission secured funding from the State through SB 132 funds for the Tuolumne River Bridge Project; and
WHEREAS, on February 7, 2020 the Rail Commission and T.Y. Lin International entered into an agreement for the Tuolumne River Bridge Project; and
WHEREAS, SJRRC staff requested that T.Y. Lin International prepare a scope and fee to prepare National Environmental Policy Act (NEPA) documentation necessary for federal environmental approval for the bridge and trackwork; and
WHEREAS, this contract amendment for the increased project scope related to the Robert J. Cabral Expansion Project requires a compensation increase of $1,508,047 with the Total Contract Amount Not-To-Exceed $3,111,021; and
WHEREAS, the funding source being utilized for this project is State funding from the $400 million allocation from Senate Bill (SB) 132. Expenses associated with this project occurring in Fiscal Year 2020/2021 are identified in the approved SJRRC/ACE/SJJPA Fiscal Year 2020/2021 Capital Budget; and
WHEREAS, this is a multi-year agreement and future year’s costs will be brought before the Board for consideration as part of the annual Budget approval process;
NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission hereby Approves Amendment 01 to the Agreement with T.Y. Lin International for the Tuolumne River Bridge Project to Increase the Total Compensation by an Amount of $1,508,047 with the Total Contract Amount Not-To-Exceed $3,111,021 and Authorizes the Executive Director to Execute Any and All Documents Related to the Project
PASSED AND ADOPTED, by the Board of Commissioners on this 4th day of June 2021, by the following vote:
AYES: NOES: ABSTAIN: ABSENT:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 12 ACTION Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving Two (2) Agreements for Project Development Services for Two (2) Projects Identified in the Capital Projects Program and Authorizing the Executive Director to Execute Any and All Documents Related to the Projects Not to Exceed the Below Amounts Not-To-Exceed Project Consultant Amount Phillips Siding Rehabilitation (Referred Rail Surveyors and in RFQ 19-C668 as Rail Track $511,726.49 Engineers, Inc Improvements) Del Paso Siding Extension (Referred in RFQ 19-C668 as Rail Track TranSystems $2,104,220.53 Improvements) Total Sum Not-To-Exceed Amount $2,615,947.02 (Regular Voting Members)
Background The Rail Commission established a pre-qualified On-Call Consultant List for a period of five (5) years for the twenty-nine (29) projects identified under RFQ 19-C668 for the SJRRC Capital Projects Program. The Pre-Qualified On-Call Consultant list that was approved for Project Development Services is as follows:
Rankings Project Development Services 1. AECOM Technical Services, Inc. 2. HDR Engineering, Inc. 3. T.Y. Lin International 4. EXP 5. Rail Surveyors and Engineers, Inc. 6. SENER Engineering and Systems, Inc. 7. TranSystems 8. Anil Verma Associates, Inc. 9. Biggs Cardosa Associates, Inc.
Staff identified in early 2021 two (2) projects that required Project Development services: The two (2) projects are:
• Phillips Siding Rehabilitation (Referred in RFQ 19-C668 as Rail Track Improvements) • Del Paso Siding Extension (Referred in RFQ 19-C668 as Rail Track Improvements)
Consultant Selections: In March 2021, Rail Commission staff solicited Request for Proposals (RFP) for project development services which included Preparation of Final Plans, Specifications and Estimates (PS&E) and Permitting. The RFP solicitation was requested from SJRRC’s pre- qualified consultant list that was established in 2019 under RFQ 19-C668.
In response to the RFP, three (3) of the nine (9) firms solicited from SJRRC’s pre-qualified project development services list responded by the due date of April 22, 2021. SJRRC’s Contracts and Procurement Department reviewed the proposals and deemed all proposals received were responsive in meeting the RFP requirements.
The three (3) consulting firm responses were reviewed and scored by a review panel consisting of staff from the Rail Commission. Based on scores and ranking the review panel concluded that oral presentations were not required to select the most responsive firm for each project.
The below tables identify the category, consultant name, and individual contract not-to- exceed amounts. The sum of all contracts from each category for immediate services represents the individual negotiated contract amounts and equals the total not-to-exceed amount being requested from the Board in this staff report. In the event any of the listed contracts require amendments, they will be brought back to the SJRRC Board as individual contract amendments.
Project Development Services Not-To- Project Consultant Exceed Amount Phillips Siding Rehabilitation (Referred Rail Surveyors and in RFQ 19-C668 as Rail Track $511,726.49 Engineers, Inc Improvements) Del Paso Siding Extension (Referred in RFQ 19-C668 as Rail Track TranSystems $2,104,220.53 Improvements) Total Sum Not-To-Exceed Amount $2,615,947.02
Fiscal Impact: The funding sources being utilized for these projects include State funding from the $500M Transit and Intercity Rail Capital Program (TIRCP) award for the Valley Rail Program.
Expenditures occurring in FY 2020/2021 are identified in the San Joaquin Regional Rail Commission/ACE/SJJPA Fiscal Year 2020/2021 Capital Budget.
These are multi-year agreements and future year’s costs will be brought before the Board as part of the annual Capital Budget review. Amendments over the amounts approved this month will be brought before the Board for approval prior to execution.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving Two (2) Agreements for Project Development Services for Two (2) Projects Identified in the Capital Projects Program and Authorizing the Executive Director to Execute Any and All Documents Related to the Projects Not to Exceed the Below Amounts Not-To-Exceed Project Consultant Amount Phillips Siding Rehabilitation (Referred Rail Surveyors and in RFQ 19-C668 as Rail Track $511,726.49 Engineers, Inc Improvements) Del Paso Siding Extension (Referred in RFQ 19-C668 as Rail Track TranSystems $2,104,220.53 Improvements) Total Sum Not-To-Exceed Amount $2,615,947.02
RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION APPROVING TWO (2) AGREEMENTS FOR PROJECT DEVELOPMENT SERVICES FOR TWO (2) PROJECTS IDENTIFIED IN THE CAPITAL PROJECTS PROGRAM AND AUTHORIZING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECTS NOT TO EXCEED THE BELOW AMOUNTS Not-To-Exceed Project Consultant Amount Phillips Siding Rehabilitation (Referred Rail Surveyors and in RFQ 19-C668 as Rail Track $511,726.49 Engineers, Inc Improvements) Del Paso Siding Extension (Referred in RFQ 19-C668 as Rail Track TranSystems $2,104,220.53 Improvements) Total Sum Not-To-Exceed Amount $2,615,947.02
WHEREAS, SJRRC secured funding from multiple sources including SB 1, SB 132, TIRCP, Federal, and local funds for the Capital Projects Program; and
WHEREAS, on July 27, 2018 SJRRC was authorized to act on behalf of the SJJPA in the development of the joint train layover and station locations between the Cities of Stockton and Natomas using TIRCP funds; and
WHEREAS, the San Joaquin Regional Rail Commission (SJRRC) desires to entire into multiple consultant contracts for services needed for the Capital Projects Program; and
WHEREAS, a Request for Qualifications (RFQ) was released on January 15, 2019 for On-Call Professional Consulting Services for the Capital Projects Program that included Project Development, Right of Way, Construction Management, and Rail Engineering Support Services for twenty-nine (29) identified projects; and
WHEREAS, on May 3, 2019, the SJRRC Board established a Pre-Qualified On- Call Consultant List for Project and Development Services for the Capital Projects Program; and
WHEREAS, two (2) projects were identified needing Project Development services and a Request for Proposals (RFP) was released to the Pre-Qualified List in March 2021 with proposals due on April 22, 2021; and
WHEREAS, the proposals received were reviewed for completeness and responsiveness and evaluated as part of the procurement process; and
WHEREAS, the funding sources being utilized include State funding from the $500M Transit and Intercity Rail Capital Program (TIRCP) award for the Valley Rail Program. Expenditures occurring in FY 2020/2021 are identified in the San Joaquin Regional Rail Commission/ACE/SJJPA Fiscal Year 2020/2021 Capital Budget; and
WHEREAS, these are a multi-year agreements and future year’s costs will be brought before the Board for consideration as part of the annual budget review and approval; and
WHEREAS, the Rail Commission came to agreement on the terms and price with multiple consultants for the projects identified in the RFP; and
NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission hereby Approves Two (2) Agreements for Project Development Services for Two (2) Projects Identified in the Capital Projects Program and Authorizes the Executive Director to Execute Any and All Documents Related to the Projects Not to Exceed the Below Amounts Not-To-Exceed Project Consultant Amount Phillips Siding Rehabilitation (Referred Rail Surveyors and in RFQ 19-C668 as Rail Track $511,726.49 Engineers, Inc Improvements) Del Paso Siding Extension (Referred in RFQ 19-C668 as Rail Track TranSystems $2,104,220.53 Improvements) Total Sum Not-To-Exceed Amount $2,615,947.02
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 13 ACTION Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving Two (2) Agreements for Rail Engineering Services for Five (5) Projects Identified in the Capital Projects Program and Authorizing the Executive Director to Execute Any and All Documents Related to the Projects Not to Exceed the Below Amounts Not-To-Exceed Project Consultant Amount Lodi Station Pennino Management Stanislaus River Bridge $1,714,595.00 Group Tuolumne River Bridge
Phillips Siding Rehabilitation Lockwood, Andrews & $322,435.44 Del Paso Siding Rehabilitation Newnam, Inc. Total Sum Not-To-Exceed Amount $2,037,030.44
Background The Rail Commission established a pre-qualified On-Call Consultant List for a period of five (5) years for the twenty-nine (29) projects identified under RFQ 19-C668 for the SJRRC Capital Projects Program. The Pre-Qualified On-Call Consultant list that was approved for Project Development Services is as follows:
Rankings Rail Engineering Services 1. Pennino Management Group 2. Rail Surveyors and Engineers, Inc. 3. Lockwood, Andrews & Newnam, Inc.
In early 2021 staff identified seven (7) projects as needing Rail Engineering Services:
• City College Station • Lodi Station • Madera Station Relocation • Stanislaus River Bridge • Tuolumne River Bridge • Phillips Siding Rehabilitation • Del Paso Siding Extension
Six (6) of these projects, City College Station, Lodi Station, Stanislaus River Bridge, Tuolumne River Bridge, Phillips Siding Rehabilitation, and Del Paso Siding Extension are shared stations between ACE ant the San Joaquins and require approval by the SJRRC Board. The Madera Station Relocation will be approved by the SJJPA Governing Board due to it not being a shared station for both ACE and the San Joaquins.
Consultant Selections: In March 2021, Rail Commission staff solicited Request for Proposals (RFP) for Rail Engineering Services from the Rail Commission’s pre-qualified consultant list that was established in 2019 under RFQ 19-C668.
In response to the RFP, two (2) of the three (3) firms solicited from SJRRC’s pre-qualified project development services list responded by the due date of April 22, 2021. SJRRC’s Contracts and Procurement Department reviewed the proposals and deemed all proposals received were responsive in meeting the RFP requirements. A selection panel was formed to review and evaluate the proposals. The review panel consisted of representatives from the Rail Commission.
The two (2) consulting firm responses were reviewed and scored by a review panel consisting of staff from the Rail Commission. Based on scores and ranking the review panel concluded that oral presentations were not required to select the most responsive firm for each project.
The below tables identify the category, consultant name, and individual contract not-to- exceed amounts. The sum of all contracts from each category for immediate services represents the individual negotiated contract amounts and equals the total not-to-exceed amount being requested from the Board in this staff report. In the event any of the listed contracts require amendments, they will be brought back to the SJRRC Board as individual contract amendments.
Rail Engineering Services Not-To-Exceed Project Consultant Amount Lodi Station Stanislaus River Bridge Pennino Management Group $1,714,595.00 Tuolumne River Bridge Phillips Siding Rehabilitation Lockwood, Andrews & Newnam, Inc. $322,435.44 Del Paso Siding Rehabilitation Total Sum Not-To-Exceed Amount $2,037,030.44
Fiscal Impact: The funding sources being utilized for these projects include State funding from the $500M Transit and Intercity Rail Capital Program (TIRCP) award for the Valley Rail Project and the $400 million allocation from Senate Bill 132 (SB 132). Expenditures occurring in FY 2020/2021 are identified in the San Joaquin Regional Rail Commission/ACE/SJJPA Fiscal Year 2020/2021 Capital Budget.
These are multi-year agreements and future year’s costs will be brought before the Board as part of the annual Capital Budget review. Amendments over the amounts approved this month will be brought before the Board for approval prior to execution.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving Two (2) Agreements for Rail Engineering Services for Five (5) Projects Identified in the Capital Projects Program and Authorizing the Executive Director to Execute Any and All Documents Related to the Projects Not to Exceed the Below Amounts Not-To-Exceed Project Consultant Amount Lodi Station Pennino Management Stanislaus River Bridge $1,714,595.00 Group Tuolumne River Bridge
Phillips Siding Rehabilitation Lockwood, Andrews & $322,435.44 Del Paso Siding Rehabilitation Newnam, Inc. Total Sum Not-To-Exceed Amount $2,037,030.44
RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION AUTHORIZING APPROVING TWO (2) AGREEMENTS FOR RAIL ENGINEERING SERVICES FOR FIVE (5) PROJECTS IDENTIFIED IN THE CAPITAL PROJECTS PROGRAM AND AUTHORIZING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECTS NOT TO EXCEED THE BELOW AMOUNTS Not-To-Exceed Project Consultant Amount Lodi Station Pennino Management Stanislaus River Bridge $1,714,595.00 Group Tuolumne River Bridge
Phillips Siding Rehabilitation Lockwood, Andrews & $322,435.44 Del Paso Siding Rehabilitation Newnam, Inc. Total Sum Not-To-Exceed Amount $2,037,030.44
WHEREAS, the Rail Commission secured funding from multiple sources including SB 1, SB 132, TIRCP, Federal, and local funds for the Capital Projects Program; and
WHEREAS, on July 27, 2018 the Commission was authorized to act on behalf of the San Joaquin Joint Powers Authority (SJJPA) in the development of the joint train layover and station locations between the Cities of Stockton and Natomas using TIRCP funds; and
WHEREAS, the San Joaquin Regional Rail Commission (SJRRC) desires to entire into multiple consultant contracts for services needed for the Capital Projects Program; and
WHEREAS, a Request for Qualifications (RFQ) was released on January 15, 2019 for On-Call Professional Consulting Services for the Capital Projects Program that included Project Development, Right of Way, Construction Management, and Rail Engineering Support Services for twenty-nine (29) identified projects; and
WHEREAS, on May 3, 2019, the SJRRC Board established a Pre-Qualified On- Call Consultant List for Project and Development Services for the Capital Projects Program; and
WHEREAS, seven (7) projects were identified needing for Rail Engineering Services and a Request for Proposals (RFP) was released to the Pre-Qualified List in March 2021 with proposals due on April 22, 2021; and
WHEREAS, the proposals received were reviewed for completeness and responsiveness and evaluated as part of the procurement process; and
WHEREAS, the funding sources being utilized include State funding from the $500M Transit and Intercity Rail Capital Program (TIRCP) award for the Valley Rail Program. Expenditures occurring in FY 2020/2021 are identified in the SJRRC/ACE/SJJPA Fiscal Year 2020/2021 Capital Budget; and
WHEREAS, these are a multi-year agreements and future year’s costs will be brought before the Board for consideration as part of the annual budget review and approval; and
WHEREAS, the Rail Commission came to agreement on the terms and price with multiple consultants for the projects identified in the RFP; and
NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission hereby Approves Two (2) Agreements for Rail Engineering Services for Five (5) Projects Identified in the Capital Projects Program and Authorizes the Executive Director to Execute Any and All Documents Related to the Projects Not to Exceed the Below Amounts Not-To-Exceed Project Consultant Amount Lodi Station Pennino Management Stanislaus River Bridge $1,714,595.00 Group Tuolumne River Bridge
Phillips Siding Rehabilitation Lockwood, Andrews & $322,435.44 Del Paso Siding Rehabilitation Newnam, Inc. Total Sum Not-To-Exceed Amount $2,037,030.44
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair
SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 14 ACTION Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving a Reimbursement Agreement with Union Pacific Railroad for Preliminary Engineering Services for the Elk Grove Station Project for an Amount Not-to-Exceed $865,000 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project
Background: The proposed Elk Grove Station is located near Laguna Boulevard in the City of Elk Grove along the Union Pacific Railroad (UPRR) Sacramento Subdivision. The project includes construction of double track associated with the station. UPRR, as the owner/operator of the rail track and facilities that are most affected by the design, must review and approve all engineering plans. UPRR uses standard Preliminary Engineering (PE) Reimbursement agreements to perform local agency project reviews and approvals prior to construction. The limits of the PE Reimbursement agreement will also include rehabilitation of the existing Phillips Siding south of Elk Grove near Point Pleasant Road and future connection of the Phillips Siding with the Elk Grove Station siding to create a continuous second mainline track.
Fiscal Impact: The funding source for this project is the $500.5 million Transit and Intercity Rail Capital Program (TIRCP) award for the Valley Rail Program. Expenses associated with this project are identified in the SJRRC/ACE/SJJPA Fiscal Year 2020/2021 Capital Budget.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Approving a Reimbursement Agreement with Union Pacific Railroad for Preliminary Engineering Services for the Elk Grove Station Project for an Amount Not-to- Exceed $865,000 and Authorizing the Executive Director to Execute Any and All Documents Related to the Project.
RESOLUTION SJRRC-R-20/21- RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION APPROVING A REIMBURSEMENT AGREEMENT WITH UNION PACIFIC RAILROAD FOR PRELIMINARY ENGINEERING SERVICES FOR THE ELK GROVE STATION PROJECT FOR AN AMOUNT NOT-TO-EXCEED $865,000 AND AUTHORIZING THE EXECUTIVE DIRECTOR TO EXECUTE ANY AND ALL DOCUMENTS RELATED TO THE PROJECT
WHEREAS, the Union Pacific Railroad (UPRR) requires a reimbursement agreement to provide preliminary engineering services for the Elk Grove Station Project; and
WHEREAS, SJRRC and UPRR have agreed upon terms and desire to enter into an agreement for these services for the Elk Grove Station Project; and
WHEREAS, the funding source for this agreement is Transit and Intercity Rail Capital Program (TIRCP) award funds for the Valley Rail Program. Expenses associated with this project are identified in the SJRRC/ACE/SJJPA Fiscal Year 2020/2021 Capital Budget; and NOW, THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission hereby Approves a Reimbursement Agreement with Union Pacific Railroad for Preliminary Engineering Services for the Elk Grove Station Project for an Amount Not-to-Exceed $865,000 and Authorizes the Executive Director to Execute Any and All Documents Related to the Project
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
______STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair SAN JOAQUIN REGIONAL RAIL COMMISSION Meeting of June 4, 2021
STAFF REPORT
Item 15 ACTION
Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Authorizing the Executive Director or Director of Capital Projects, When Delegated to by the Executive Director, to Negotiate and Execute Any and All Master Agreements, Program Supplemental Agreements, Fund Exchange Agreements, and/or Fund Transfer Agreements for State Funded Transportation Projects and Any and All Documents Related to the Project
Background: The State administers numerous funding programs that provide critical funding for transportation projects throughout the San Joaquins Corridor, with many of the programs administered by the Department of Transportation (Caltrans) and the California Transportation Commission (CTC). One such example is the Interregional Transportation Improvement Program (ITIP), which is a program of projects funded through the biennial State Transportation Improvement Program (STIP). The purpose of the ITIP is to improve interregional mobility for people and goods across the State of California on highway and passenger rail corridors of strategic importance.
As part of the process for receiving funds from certain programs, such as the ITIP, the Rail Commission is required to execute agreements with the administering agency. The Rail Commission last entered into a Master Agreement with Caltrans in 2011 to accept funding for State-Funded Transit projects. These agreements are valid for ten years, after which time, new agreements must be executed. To streamline the process, it is being requested that the Executive Director and Director of Capital Projects, when delegated to by the Executive Director, be given authority to sign and execute these administrative funding agreements. Any and all contracts or agreements expending funds will be submitted to the Board for approval.
Fiscal Impact: There is no fiscal impact.
Recommendation: Approve a Resolution of the Board of Commissioners of the San Joaquin Regional Rail Commission Authorizing the Executive Director or Director of Capital Projects, When Delegated to by the Executive Director, to Negotiate and Execute Any and All Master Agreements, Program Supplemental Agreements, Fund Exchange Agreements, and/or Fund Transfer Agreements for State Funded Transportation Projects and Any and All Documents Related to the Project
RESOLUTION SJRRC-R-20/21-
RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION AUTHORIZING THE EXECUTIVE DIRECTOR OR DIRECTOR OF CAPITAL PROJECTS, WHEN DELEGATED TO BY THE EXECUTIVE DIRECTOR, TO NEGOTIATE AND EXECUTE ANY AND ALL MASTER AGREEMENTS, PROGRAM SUPPLEMENTAL AGREEMENTS, FUND EXCHANGE AGREEMENTS, AND/OR FUND TRANSFER AGREEMENTS FOR STATE FUNDED TRANSPORTATION PROJECTS AND ANY AND ALL DOCUMENTS RELATED TO THE PROJECT
WHEREAS, the San Joaquin Regional Rail Commission previously executed a Master Agreement with the State of California to accept State funds which is scheduled to expire June 11, 2021; and
WHEREAS, from time to time the San Joaquin Regional Rail Commission receives state funding from the California Department of Transportation (Department) for transit projects; and
WHEREAS, substantial revisions were made to the programming and funding process for the transportation projects programmed in the State Transportation Improvement Program, by Chapter 622 (SB 45) of the Statutes of 1997; and
WHEREAS, the statutes related to state-funded transit projects require a local or regional implementing agency to execute an agreement with the Department before it can be reimbursed for project expenditures; and
WHEREAS, the Department utilizes Master Agreements for State-Funded Transit Projects, along with associated Program Supplements, for the purpose of administering and reimbursing state transit funds to local agencies; and
WHEREAS, the State administers numerous funding programs that provide critical funding for transportation projects throughout the San Joaquins Corridor, with many of the programs administered by the Department of Transportation (Caltrans) and the California Transportation Commission (CTC); and
NOW THEREFORE, BE IT RESOLVED that the Board of Commissioners of the San Joaquin Regional Rail Commission Hereby Authorizes the Executive Director or Director of Capital Projects, When Delegated to by the Executive Director, to Negotiate and Execute Any and All Master Agreements, Program Supplemental Agreements, Fund Exchange Agreements, and/or Fund Transfer Agreements for State Funded Transportation Projects and Any and All Documents Related to the Project
PASSED AND ADOPTED, by the Board of Commissioners this 4th day of June 2021, by the following vote:
AYES: NOES: ABSENT: ABSTAIN:
ATTEST: SAN JOAQUIN REGIONAL RAIL COMMISSION
STACEY MORTENSEN, Secretary CHRISTINA FUGAZI, Chair