ALAMEDA CORRIDOR PROJECT John Rinard Vice President Daniel Mann Johnson Mendenhall Thank you, Andy. To give you a little bit of background to the Alameda Corridor Project, it is named Alameda because it parallels a street called Alameda south of the City of Los Angeles between Los Angeles and Long Beach and between the connection of the freight railroads that connect all of our nation's railroads that are represented here. It is a project that has been in the making for many years and has now seen a green light to get started. I think it's pretty exciting with what we have learned to love in our railroad standards. How do you apply railroad standards to a major billion dollar construction project? My point here is to show you some of those challenging standards on how we put them into this project: in particular, a deep trench which is what the heart of the presentation and project will be about. As a little background to give you some of the economics of where this project happens, the ports of Los Angeles and Long Beach represent the primary U.S. gateway. They handle 30 percent of all the water-borne cargo into and out of the United States. They represent the third largest in the world and the largest in the United States as well as what has happened since 1990 with the freight movement to and from those Ports has already increased 42 percent. It is expected to double by 2020. The freight will also expand 105 million metric tons. How do you handle that demand from a railroad standpoint'! That also represents $173 billion in trade annually to the nation. I have a little bit on the regional benefits here to show you that this project does affect all of the roads represented here. In the western United States, for example, that trade is $64 billion with 1.2 million jobs impacted from that and state and local tax revenues of $3 billion. So you can see why the public agencies are interested in that. In the central United States, giving you additional statistics, there is $7.8 billion in trade which is again almost 200,000 related jobs, and $400 million in state and local tax revenues. The eastern side of this is $43 billion, one million jobs and another $2 billion tax revenues. As a wrap up across the nation and why this is so important and what we have tried to sell about the corridor, the nation as a whole has $1.16 billion value of trade that would operate through those trains that carry through the ports, with 2.5 million impacted jobs, as well as $5 billion in tax revenue to the nation. So that's what has the federal, state, and local government agencies interested in this project. What is the project itself? On this map, Los Angeles is underneath the word Alameda." It's about 22 miles from the water's edge which is the south end. All of those lines are railroad tracks of one sort or another dating back over a century. There are four lines which are essentially the bottom lines to the south. The red dotted line is the selected corridor route. The idea was how do you then increase the throughput of the ports economically. As well as get that freight onto the trains quicker, and then get it to the connection of the railroads across the nation. It will consolidate those four rail lines in this one Corridor. Where there are over 90 miles of track today, it will be put on this one 22-mile project itself. The trains today are exposed to 200 grade crossings in this location. If you have ever been to south L.A., you know most of them are jammed to capacity already. So it's really kind of squeezed down the flow of freight through that area as far as speed. The selected corridor is in a primary industrial area. It's the easiest grade alignment to connect to our railroads, the corridor with double track with C.T.C. In fact, I will talk a little bit more about this as it may end up to be triple track for the maintenance track with the local drill track. The central part of this will be in a depressed trench 10 miles long below grade. The local remaining lines will be left for the local freight or the wishes of the individual railroads. Originally tile loads of, Union Pacific, Southern Pacific, and the Atchison, Topeka and Santa Fe were involved. Now obviously those have been reorganized into the Union Pacific and BNSF These roads will play a major part in reviewing and implementing this project. The agreements that the project worked under will be AREA standard as well as the individual standards of the roads so it's things to which people in this room are quite accustomed. To give you an idea of the train growth in here, the train activity in 1990 was something around 35 trains a day. In the year 2000, it's expected to be over 60. By 2010, it will be approaching 80 to 85. By 2020, it should more than double to 100 trains a day. That is a full length loaded in excess of 10,000 ton freight trains whether it be intermodal, coal, or any other commodity operating through this facility. The agency is called ACTA, which is the Alameda Corridor Transportation Agency, and the members are the Port of Long Beach, the Port of Los Angeles, the City of Los Angeles and Long Beach and the Los Angeles County Metropolitan Transportation Authority. They make up the owners, if you will, of this particular project. The program management of it is a joint venture team. Now, everybody has an acronym these days, and I represent DMJM. Jenkins, Gales, Martinez; Moffatt and Nichol, and Telacu Industries make up the program management for the project itself to implement that. The two ports have tremendous capital projects themselves so they reached out to a program management team to implement that without having to extend their staff for a finite life project. The scope of the work to date has been to select the conceptual alignment and designs for that and proceed with the selection of a design/build contractor who will do the final design and build at the same time. Some of the corridor challenges include the fact that it's approximately $1.3 billion in construction costs in today's dollars. How does one deliver that'? One of the biggest challenges with that is that it's restricted by the sources of money and obviously interest on that money. So how does one put that much money into the ground in a new facility like this in the shortest amount of time? It's not one project that is getting dictated by the best engineering and management, but probably by financial constraints and then asking railroaders and engineering to deliver that need. It currently has a political three-year implementation request schedule so the idea is to see how fast we can get it done and can we get it done within three years. You'll see a little bit more on the flow of that cash a little later. It also has 152 utility companies that are impacted and has multiple lines along just even a 10-mile stretch that is a trench section as well. It lies within six corridor cities that are south of Los Angeles so you can understand the traffic impacts would be quite extensive. Time, value, and money. The plans envisioned with the railroad agreement when the Ports purchased this right of way from them some years ago envisioned a careful approach wherein we would build the north and the south end of the projects first, not disturbing the flow of traffic, and then taking a mid corridor out of service and rerouting the trains. We would then build the depressed trench. Because of that value of money, the request is back to the railroads with discussion going on even as we speak to determine to do this all at one time. Therefore, again, it's value of the money, not necessarily the best management that we would come up to. It's a finite budget in light of the tax situations. Everybody has heard that there is a $400 million federal loan. The Ports of L.A. and Long Beach expect to sell $700 million worth of port bonds. The county itself is chipping in approximately $350 million worth of donations to the project. So it's a mixture of sources of funds and, of course, most of that is paid back by our railroads who then pick up the freight at the ports and shipping lines who then pay a container price or unit basis to the ports for that service of receiving or delivering the freight. The schedule right now is between 1998 and the year 2000. That equals about 1,000 working days within this schedule. So given that completion schedule, again, this is the request of the agency, how does that envision on a normal expenditure. Well, you will notice that it's quite severe as it reaches the year 2000 on the cash expenditures. That would be a peak month if you can carry this off with a mega-super turnkey contract, a peak month of $70 million of construction paid out the door. So it is a huge project.