Capito l Co rr idor Performance Rep ort THE CAPITO L CORRIDO R JOIN T POWER S AUTHORITY EXECUTIVE SUMMARY Fiscal Year 2009 was a year of mixed results for the Capitol Corridor. The challenging economic climate affected all sectors of the travel and transportation industry, including intercity passenger rail. Although our performance in FY 2009 was not as strong as FY 2008 – when high gas prices and a stronger economy drove record ridership – we continued the positive growth trend from FY 2007 and years past, and reinforced our record of prudently managing public funds to deliver a high- quality passenger rail service. In FY 2009: • Overall ridership fell 5.5%, revenue was flat, and our revenue-to-cost ratio fell to 47% primarily due to increased labor expenses and revenues that were below projections. • On-time performance reached an all-time high of 93% thanks to our capitalized maintenance program (now unfunded) and improved Union Pacific Railroad dispatching. This makes the Capitol Corridor the most reliable multi-frequency train service in the Amtrak national system. • Customer satisfaction scores continued to improve, despite poor economic conditions and extensive job losses. Over the past 11 years under CCJPA management, the Capitol Corridor’s service frequency has quadrupled, ridership and revenue have more than tripled, and our revenue-to-cost ratio improved by 56%. The CCJPA achieved these gains with very modest increases in State subsidy by constantly improving efficiency and reinvesting cost savings and revenues back into the service. Although ridership declined due to the slow economy we have continued to improve our service delivery, reliability, and customer satisfaction, which consistently tops the rankings of all Amtrak-operated services. We are also doing our part to protect the environment by taking cars off the road and reducing traffic congestion, gasoline usage, pollution, and carbon dioxide emissions. The key to sustaining our CONTENTS progress will require regular PERFORMANCE ELEVEN YEARS OF CCJPA MANAGEMENT Executive Summary 1 REVENUE capital investment in new track SERVICE TO COST Welcome Aboard: Capitol Corridor Overview 2 infrastructure, new or upgraded LEVEL RIDERSHIP REVENUE RATIO Where We’ve Been: FY 2009 Performance 9 rolling stock, and capitalized FY 2009 32 DAILY TRAINS 1,600,000 $23.5 MILLION 47% Where We’re Going: FY 2010 Planning 14 maintenance of track to (PRE-CCJPA) Itinerary: 2010 Legislative Agenda 16 optimize on-time performance. FY 1998 8 DAILY TRAINS 463,000 $6.25 MILLION 30% Consecutive years without State ELEVEN YEAR capital funding have made it IMPROVEMENT +300 % +245 % +276 % +56 % difficult to deliver the improvements needed to expand the service. On a positive note, a new Federal grant program was established in October 2009 when Congress enacted the Passenger Rail Investment and Improvement Act (PRIIA), the first-ever multi-year, long-term Federal capital matching program for High Speed and Intercity Passenger Rail (HSIPR) services. The intent is to provide Federal matching funds to complement State funding for HSIPR investment programs. Soon after, Congress enacted and President Obama signed the American Recovery and Reinvestment Act (ARRA), including an additional $8 billion in State grants to kick-start the federal HSIPR program. Given these developments, finding a steady source of State capital funding continues to be a priority. We wish to thank everyone who has contributed to the growth and success of the Capitol Corridor over the past 11 years – the CCJPA Board, our six member agencies, our transportation partners, and our loyal riders. We are honored to serve you. Dorothy W. Dugger, Executive Director Eugene K. Skoropowski, Managing Director (retired) David B. Kutrosky, Managing Director (incoming) 1 WELCOME ABOARD: CAPITOL CORRIDOR OVERVIEW The Capitol Corridor is an intercity passenger of 32 daily trips. These gains were made possible • Develop rail service as the preferred means of rail route that provides a convenient and by focusing on operational efficiency, safety, and travel along the San Jose – Oakland/San Francisco environmentally responsible choice for people security; collaborative planning and partnerships; – Sacramento – Auburn route traveling along the congested I-80, I-680, and I-880 and a commitment to superior customer service. • Deliver cost-effective expansion of superior freeways by operating safe, frequent, reliable, and Despite flat or very modest increases in State passenger rail service affordable train service to 17 stations in 8 Northern budget allocations, our relentless pursuit of • Build on constructive relationships with our California counties: Placer, Sacramento, Yolo, efficiency enabled us to deliver significant service partners: riders, local communities, Amtrak, Riding the Capitol Corridor is one of many ways that individuals can contribute to protecting the environment. On average, each individual driving a car generates approximately one pound of carbon dioxide (CO 2) emissions per mile traveled, or about 64 lbs. of CO 2 for a typical trip to a destination served by the Capitol Corridor. Each individual who opts to take the Capitol Corridor instead of driving generates less than one-third of the CO 2 emissions for the same trip, and that amount drops for each new rider added. In fact, purchasing new rolling stock to increase train capacity is one of the most cost-effective strategies for the State to reach its greenhouse gas reduction goals. Updating the fleet is another way to maximize the environmental benefits of rail travel. Caltrans has already retrofitted one locomotive to meet the latest emissions standards, and more upgrades are planned. Each new locomotive retrofitted or ordered represents up to a 75% Solano, Contra Costa, Alameda, San Francisco, and expansions by reinvesting cost savings and the Union Pacific Railroad (UPRR), and the State reduction in emissions compared to the older equipment. Santa Clara. revenues above business plan projections into the of California Together with the purchase of new rolling stock, the fleet service. This sustained performance reflects the With 1.6 million passengers annually, the Capitol upgrade will further enhance our green efforts. success of the Capitol Corridor train system as a OUR HISTORY Corridor is the third busiest Amtrak-operated route viable transportation alternative in the communities On December 12, 1991, the State of California In addition to being good for the environment, riding the in the nation. As manager of the Capitol Corridor it serves. Department of Transportation (Caltrans) and the train is wallet-friendly too. According to the American service since October 1998, the Capitol Corridor National Railroad Passenger Corporation (Amtrak) Automobile Association (AAA), the average cost of driving Joint Powers Authority (CCJPA) has steadily built OUR VISION initiated the Capitol Corridor intercity train a car is 45-71 cents per mile, not including tolls and ridership and a solid track record of financial and The CCJPA’s priorities and guiding values are service with six daily trains between San Jose and parking. The average cost of a full-fare Capitol Corridor operational success. In FY 1998, annual ridership described in our Vision Statement. We exist to: Sacramento. In 1996, legislation was enacted to ticket is about 35 cents per mile traveled, and can be as was 463,000. Eleven years later, ridership has more • Provide high-quality passenger rail and establish the Capitol Corridor Joint Powers Authority low as 14 cents per mile with a multi-ride ticket. Over time, this can add up to significant savings – for riders and for than tripled. In the same period, service levels connecting bus service that is safe, frequent, (CCJPA), a California joint powers authority with the environment. quadrupled – from 8 daily train trips between reliable, and affordable members from six local transportation agencies Sacramento and San Jose to the current schedule along the Capitol Corridor route. The CCJPA is 2 3 AUBURN/CONHEIM responsible for the administration and management structure. The interregional FISCAL SERVICE ALLOCATED ACTUAL REINVESTED IN • Depot building, Quik-Trak machines, limited free parking management of the Capitol Corridor intercity relationship among the CCJPA’s six member YEAR LEVELS BUDGET COSTS IMPROVEMENTS • Local transit connections train service and is managed by a Board of agencies – established through State legislation ROCKLIN s Directors comprised of individuals from each of creating the CCJPA – is the first and only one of its OPERATING BUDGET (MILLIONS) e l • Depot building, Quik-Trak machines, limited free parking i • Local transit connections the six member agencies. In July 1998, an kind to manage an intercity train service. The FY 08-09 32 $26.9 $24.3 $2.6 m ROSEVILLE Interagency Transfer Agreement (ITA) CCJPA Board of Directors is supported by the 6 FY 09 -1 0 32 $28.5 $27.5 a $1.0 3 • Station staffed by travel agency , Quik-Trak machines , transferred the operation of the Capitol CCJPA staff and the staff of its member agencies, limited parking Corridor service to the CCJPA for a three-year who work together to develop the service’s • Local transit connections MARKETING BUDGET (MILLIONS) term. In the first two years of CCJPA operating strategies, marketing programs, and SACRAMENTO FY 08-09 $1.1 $1.1 • Staffed station, Quik-Trak machines, limited paid parking management, the Capitol Corridor expanded service planning activities. The CCJPA establishes • Motorcoaches to Redding, Reno and South Lake Tahoe train service by 50% and achieved substantial operating and management policy on capital and FY 09 -1 0 $1.1 $1. 1 • Local transit connections gains in ridership, revenues, and operating operating funds, fares, service levels, equipment a Projected DAVIS efficiency. In July 2001, the ITA was extended maintenance, schedules, marketing, and business • Staffed station, Quik-Trak machines, permit parking • Local transit connections for another three-year term through June 2004. planning for the Capitol Corridor as part of the SUISUN/FAIRFIELD In September 2003, legislation was enacted that State’s intercity rail program.