BREAKING NEW GROUND FY21/22 Breaking New Ground on Valley Rail, Work Program and Budget Ridership Recovery, and Beyond.

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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

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