WORK PROGRAM & BUDGET

Transcription

1 WORK PROGRAM & BUDGET

2 Fiscal Year 2014/2015 Work Program and Budget Bob Johnson, Chair City of Lodi Steve Bestolarides San Joaquin County Brent H. Ives City of Tracy Kathy Miller City of Stockton COMMISSIONERS John W. Harris, Vice-Chair City of Manteca Steve Dresser City of Lathrop Scott Haggerty Alameda County Tom Blalock Bay Area Rapid Transit (BART) The San Joaquin Regional Rail Commission Work Program provides an outline for the agency s major work effort for the upcoming 2014/2015 fiscal year. INSIDE Executive Summary and 13/14 ACE Service Highlights 3 Capital Program Revenues and Budget 4 Operating Revenues and Budget 6 Major Capital Projects: Stockton Track Extension 8 Bond Repayment 8 Altamont Corridor Project 9 UPRR Capital Access Fee 9 UPRR Fencing Project 9 Cabral Station Park & Ride - Station Area Development 10 Preventative Maintenance (Spare Parts) 11 SJCOG Loan Repayment 11 eticketing 11 Sacramento Merced Corridor Work 12 San Joaquin Joint Powers Authority 12 Safety and Security Program 13 Marketing and Outreach Program 14 Staffing Plan 16 SJRRC Ongoing Goals & Objectives 18 Work Program & Budget Adopting Resolution Back Cover 2

3 EXECUTIVE SUMMARY In the past year, SJRRC has completed several of the major, multi-year capital projects, including the Equipment Maintenance Facility, the Security Camera Project (covering all facilities and stations), and Phase1of the Stockton Track Extension and the Café Cars. These projects were necessary to set the stage for future rail service expansion. SJRRC was also selected to be the Managing Agency for the new 10-Member Joint Powers Agency to oversee the San Joaquin Intercity Rail Service. Major projects for the upcoming year include the environmental and engineering work to improve the ACE service to 10 daily round trips, and expand the ACE Corridor to serve Modesto, Turlock and Merced, a regional leadership role in the planning effort for high speed rail between Merced and Sacramento, Phase 2 construction of the Stockton Track Extension and the transition to full management responsibilities for the 375-mile San Joaquin Intercity Rail Service between Bakersfield, Sacramento and the Bay Area. To support these Work Program objectives and complete the roll out of the new Maintenance Facility, several additional staff positions are required. Assistant Manager of Facilities: to oversee the Maintenance Facility systems coordination, monitoring and reporting. Target Hire Date: July 2014 Planner: to support the ACE Forward, Merced to Sacramento and San Joaquins planning efforts. Target Hire Date: December 2014 Marketing Coordinator: to support the outreach efforts and graphic needs for the ACE Service and San Joaquins (This is an upgrade of a vacant Marketing Specialist position). Target Hire Date: July 2014 Marketing Specialist: Dedicated position to cover the San Joaquins outreach Target Hire Date: December 2014 Additionally, several new positions approved last year, were only budgeted for 6 months and will now be included for the full 12 months. Positions that are dedicated to or shared with the San Joaquin Joint Powers Authority will be funded by the State upon the execution of the San Joaquin Intercity Rail Service Transfer Agreement, anticipated to occur by December 31, The 2014/2015 Operating Budget is proposed at $20,599,149, which is a 12% increase over the prior year, or an additional $2.2M. Of this, the significant drivers include: $800,000 due to including rail equipment maintenance consumables in the Operating Budget, rather than the Capital Budget, $518,00 due to the increased staffing costs, $200,000 due to the new operating expenses associated with the Maintenance Facility, $150,000 due to insurance premiums indexed to ACE ridership increases $166,000 for 10 Special Trains $117,000 for the ACE Operations and Maintenance Contract indexed to CPI The Capital Budget is proposed at $39,798,926, or a decrease of just under 7% from the prior year. The capital projects fall into two categories, Long Term Capital Projects (more than five years) and Short Term Capital Projects (less than five years). 2013/2014 ACE Service Highlights ACE passengers continue to rate on-time performance (OTP) as the most valued in determining their overall satisfaction in the service. The ACE service has averaged 93.5% on-time since the last quarter of the 12/13 fiscal year, preceded by major track work by the Union Pacific Railroad. As the economy continued to show improvement, the ACE service has benefitted from a substantial increase in ridership. In December of 2013 ACE, for the first time, transported over one million passengers for the year. Heading into the fourth quarter of the 13/14 fiscal year, average ridership reached 4,463 riders per day, compared with 3,800 per day in the fourth quarter of 12/13. The agency has been diligent in retooling shuttle routes in the Silicon Valley in order to serve new companies and improve the efficiency of popular routes. In April 2014 shuttles at the Great America station averaged 1,537 passengers per day, an increase of 19% over April ACE shuttles averaged 1,489 so far this year, a 22% increase over last year. April was also the 48th consecutive month of year-over-year ridership increase for the shuttles. The Tri-Valley area also has seen an increase in shuttle ridership on Routes 53 (Stoneridge BART station and surrounding companies) and Route 54 (Hacienda Business Park). In the third quarter of the 2013 fiscal year, the shuttles averaged 2,295 riders per month, and the average had increased to 2,517 passengers per month. The County Connection shuttle added an ACE connection and has seen significant increases to Bishop Ranch Business Park from the Pleasanton station. 3

4 CAPITAL The Capital Projects Snapshot (right) reflects anticipated expenditures for the agency s major capital projects. Staff will continue to focus on these projects, while pursuing resources for other, more conceptual programs and projects. Several programs listed are ongoing, routine investments and therefore do not have a corresponding report in the pages that follow. The Capital Revenues chart (below) shows the relationship between each of the capital projects and the corresponding funding sources. Capital Budgets for 2014/2015 PROJECT FTA 5307 (CON) FTA 5307 (SFO) FTA 5307 (SKT) FTA 5307 (TCP) FTA 5307 (SR2S) FTA 5337 (SJ) [5309] FTA 5309 (SJ) CMAQ FRA FUNDS (CALTRANS) FEMA TSGP TIGER 6 GRANT TOTALS $39,798,926 $215,253 $294,790 $4,074,388 $0 $500,000 $4,694,662 $867,050 $0 $0 $0 $11,000,000 Cabral Station Track Extension Phases ,634, ,013 11,000,000 A1 & A2 Bond Repayment 3,035, ,321 1,526,488 Altamont Corridor HSR/Regional Rail EIR/EIS 900,000 UPRR Capital Access Fee 6,400,000 2,485,595 1,875,346 UPRR Fencing 1,167,148 Cabral Station Park & Ride 1,078, ,050 Preventative Maintenance (Spare Parts) 1,010, , , ,000 SJCOG Loans Repayment 1,903, ,964 1,292,828 eticketing 2,670, ,495 4

5 Capital Projects Snapshot - FY 2014/2015 Project Total for FY 14/15 Pg. 8 Cabral Station Track Extension Phases 1-3 $21,634,755 Pg. 8 Bond Repayment 3,035,513 Pg. 9 Altamont Corridor Rail Project HSR/Regional Rail EIR/EIS 900,000 Pg. 9 UPRR Capital Access Fee 6,400,000 Pg. 9 UPRR Fencing 1,167,148 Pg. 10 Cabral Station Park & Ride 1,078,460 Pg. 11 Preventative Maintenance (Spare Parts) 1,010,043 Pg. 11 SJCOG Loan Repayment 1,903,000 Pg. 11 eticketing 2,670,007 TOTAL CAPITAL PROJECTS BUDGET $39,798,926 MEASURE K (SJCOG) MEASURE B (ACTC) A1 & A2 BONDS LINE OF CREDIT (SJCOG) PROP 1A PROP 1B CTSGP (SJRRC) PROP 1B CTSGP (SJCOG) PROP 1B CTSGP (ACTC) PROP 1B PTMISEA (SJCOG) PROP 1B PTMISEA (ACTC) STATE TRANSIT ASSISTANCE (MTC) IRS TAX CREDIT REGIONAL TRANS IMPACT FEES (SJCOG) $2,901,011 $450,000 $0 $0 $9,929,564 $3,145,474 $18,463 $38,826 $246,281 $377,794 $0 $871,960 $173,410 9,479, , , , , ,000 2,039,059 1,167,148 38, , ,208 1,167,148 18,463 38, , ,794 5

6 OPERATING The Operating Budget (right) shows anticipated expenditures in three groups: Project Management, Services, and Supplies; Contracted Services; and Shuttle Services. First, expenditures shown are what was budgeted for the last fiscal year (2013/2014). Next, proposed expenditures (2014/2015) for the Rail Commission and the ACE service, separately and combined, are shown. The Operating Revenues chart (below) shows the funding and sources for last year s (2013/2014) budget and for this year s (2014/2015) budget separately and combined. Operating Revenues for 2014/2015 Prior Year SJRRC/ACE Combined Operating Budgets 2014/2015 SJRRC Operating Budget 2014/2015ACE Service Operating Budget 2014/2015 Combined SJRRC/ACE Operating Budgets San Joaquin County Local Measure K $3,708,145 $1,501,741 $3,442,205 $4,943,946 Local Transportation Funds (LTF) 622, , ,529 Federal Section 5307 Funds PM 503, , ,000 Federal Section 5307 Funds ADA Set-Aside 506, Federal Section 5307 Funds CMAQ 104, Fare Revenues 6,500,000-7,000,000 7,000,000 ACTC Measure B Local 2,800,948-2,607,278 2,607,278 Santa Clara VTA Local 2,988,692-3,102,708 3,102,708 Transportation for Clean Air (TFCA) 80,893-44,400 44,400 SJCOG State Transit Assistance (STA) Funds 502, , ,390 MTC STA Funds 139, , ,998 ACTC Measure B Local (Admin fee) 20,000-20,000 20,000 Employer Shuttle Contributions 4,800-4,800 4,800 Amtrak Thruway Service 75,000-75,000 75,000 Special Trains 62, , ,100 Sponsorship Contributions 50, High Speed Rail 150, , ,000 FEMA Security 25, , ,000 TOTAL OPERATING REVENUES $18,338,435 $1,501,741 $19,097,408 $20,599,149 6

7 Operating Budgets for 2014/2015 Prior Year SJRRC/ACE Combined Operating Budgets 2014/2015 SJRRC Operating Budget 2014/2015 ACE Service Operating Budget 2014/2015 Combined SJRRC/ACE Operating Budgets PROJECT MANAGEMENT, SERVICES, AND SUPPLIES Salaries/Benefits/Contract Help $3,840,312 $875,336 $3,483,013 $4,358,349 Office Expense Postage 54,425 26,165 36,660 62,825 Subscriptions/Periodicals/Memberships 15,375 6,212 9,163 15,375 Office Equipment/Furniture 43,082 14,721 43,134 57,855 Computer Systems 27,401 7,310 29,240 36,550 Communications 33,430 5,216 21,364 26,580 Motor Pool 64,350 19,480 55,890 75,370 Transportation/Travel 29,250 6,200 26,550 32,750 Training 11,360 2,115 10,285 12,400 Training Security Grant Funded ,000 22,000 Audits Regulatory Reporting 78,000 3,900 74,100 78,000 Professional Services Legislative 100,000 25,000 75, ,000 Professional Services Legal 90,000 40,000 50,000 90,000 Professional Services General 153,799 43, , ,160 Publications/Legal Notices 15,000 7,000 10,000 17,000 Taxes Assessments 27,000 23,025-23,025 Project Management, Services, and Supplies Subtotal $4,582,783 $1,104,912 $4,068,327 $5,173,239 CONTRACTED SERVICES Maintenance of San Joaquin County Facilities $84,500 $78,700 - $78,700 Maintenance and Improve System Wide ACE Stations 51,400-51,400 51,400 Maintenance of Headquarters Structures/Grounds 181,480 49, , ,380 ACE Operations & Maintenance 4,975,494-5,378,737 5,378,737 Consumables/Repair Parts , ,000 Leases/Maintenance of Facilities 242,870 28,500 70,000 98,500 Fuel 1,755,700-1,878,035 1,878,035 RR Maintenance, Oversight/Dispatching 1,110,000-1,300,000 1,300,000 Insurance 1,693, ,009 1,842,218 1,975,227 Insurance Management Fees 175,000 31, , ,000 Security Services/Safety Programs 244,827 7, , ,350 FRA/FTA Drug Testing Program 4,109-4,600 4,600 Strategic Development & Communication 438,414 25, , ,038 Special Trains , ,100 Passenger Services 15,150-15,150 15,150 Ticketing Services 279, , ,625 Professional Services Operations 156,800 43, , ,800 Communications, Operations 81,696-16,800 16,800 Communications, Wi-Fi 64,000-64,000 64,000 Emergency Ride Home Emergency Bus Bridges 23,500-23,500 23,500 Rail Maintenance Facility 510, , ,820 Contingencies 305, Fuel Contingencies 100, Contracted Services Sub-Total $12,492,548 $396,829 $13,693,933 $14,090,762 SHUTTLE SERVICES $1,263,104 - $1,335,148 $1,335,148 TOTAL OPERATING EXPENSES $18,338,435 $1,501,741 $19,097,408 $20,599,149 7

8 2014/2015 MAJOR CAPITAL PROJECTS STOCKTON TRACK EXTENSION $21,634,755 Due to configuration of the current station track, the Amtrak San Joaquins are forced to load/unload passengers in the middle of the street crossing. The volume of trains through this area has led to train congestion, train delays, blocked local streets, vehicle traffic delays, pedestrian and bicyclist delays, excessive idling of trains and vehicles and safety issues. Planning has been underway for almost a decade to construct a dedicated passenger to facilitate better operations and relieve these issues. The agency has already completed the first phase of this dedicated passenger track at the Cabral Station, which begins the extension to the Rail Maintenance Facility (RMF). The project will also reduce the amount of time trains are blocking numerous at-grade crossings in Stockton where pedestrians and bicyclists are prevalent. The project will also improve six at-grade crossings. Additionally, the operational improvements will reduce the number of trains blocking these crossings and reduce the number of incidents where pedestrians attempt unsafe crossings of the blocked intersection. This project represents a opportunity to efficiently access the most modern rail maintenance facility in the Central Valley, improve safety and capacity in one of the busiest freight corridors in California, and create jobs in the chronically disadvantaged economy of Stockton. The interregional benefits of the project improves long haul freight efficiencies, on-time performance for ACE and the San Joaquins, and provides new opportunities for scheduled transfers between ACE and the San Joaquins at their crossing point in Stockton. The ongoing partnership with UPRR allows for the new track to be constructed within the existing railroad right of way. Key elements of the project are listed below: Installation of 1.3 miles of new passenger track and roadbed to connect to new rail maintenance facility One overcrossing structure widening Upgraded signal system and connections Improved crossovers Vehicle and pedestrian safety improvements to 6 at-grade rail crossings on local and collector streets BOND REPAYMENT $3,035,513 In November 2010, the agency issued $35,435,000 in bonds to help finance the construction of the ACE Maintenance and Layover Facility. The bonds issuance consisted of two series of bonds: Tax- Exempt Bonds, totaling $7,535,000, and Recovery Zone Economic Development Bonds (RZEDB), totaling 27,990,000. While the Tax-Exempt Bonds issued do not provide a federal subsidy on interest paid to the bond holders, RZEDB s do provide a 45% subsidy from the federal government on interest paid to bond holders. The bond repayment schedule is a 30-year timeframe, and payments are made semi-annually to bond holders (April and November). Funding for the Bond payments are capitalized using federal formula capital funding, local funds, and the federal subsidy received. 8

9 ALTAMONT CORRIDOR RAIL PROJECT ACEforward $900,000 In the 12/13 fiscal year, $36.4 million of Proposition 1A funding was allocated in the state budget to the CHSRA for planning for improvements in the Altamont Corridor. To expedite progress in the Altamont Corridor, in June 2013 the CHSRA turned the leadership and management of this Altamont Corridor planning effort to the SJRRC. SJRRC s focus is on delivering near-term incremental improvements to the existing ACE service that can be achieved by 2018 (when the initial high-speed rail construction segment is completed) and by 2022 (when the high-speed rail initial operating segment is to be operational). This work includes planning to connect the ACE service to the northern terminus of CHSRA s initial operating segment in Merced by This program has been named ACEforward. SJRRC initiated the ACEforward EIR/EIS process utilizing the state CHSRA funds allocated for the Altamont Corridor. SJRRC is the lead agency for CEQA, and the Federal Railroad Administration (FRA) is the federal lead agency for NEPA. The new ACEforward environmental process will result in a combined program/project EIR/EIS. The corridor-wide program EIR/EIS is for the San Jose Stockton Merced corridor, and includes near and mid-term potential incremental improvements for the ACE service. Concurrently SJRRC and FRA are also doing the project level EIR/EIS work needed to enable increasing ACE service to six-daily round trips by 2018, to extend the ACE service to Downtown Modesto, and for potentially moving the ACE line to serve downtown Tracy at the Tracy Transit Station. These improvements could be implemented by the end of By 2022, the goal is to extend service to Downtown Merced and have ten-daily round trips. Scoping for the ACEforward EIR/EIS was completed in November Alternatives to carry forward in the EIR/EIS have been presented to the SJRRC for most of the route and are available on the ACEforward webpage. The Alternatives include potential new ACE stations at downtown Tracy, River Islands, Manteca Transit Center, downtown Ripon, downtown Modesto, Turlock, Livingston or Atwater, and downtown Merced. Initial ACEforward ridership and revenue forecasts and benefits will be available mid The ACEforward Draft EIR/EIS is expected to be released by mid UPRR CAPITAL ACCESS FEE $6,400,000 In 1997 the agency entered into a five-year trackage rights agreement with the Union Pacific Railroad (UPRR) for the operation of the Altamont Corridor Express. The agreement was extended in 2003 for 10-years, with additional 10-year options at the discretion of the Commission. As part of the 10-year extension, the UPRR required an access fee for use of the tracks be paid on an annual basis. The fee is based on ACE s use of the tracks proportionately to UPRR use. Funding for the fee is capitalized using federal formula capital funding and local funds. A new agreement was finalized in 2014 and includes the 3rd and 4th trains. UNION PACIFIC RAILROAD FENCING PROJECT $1,167,148 ACE secured funding for construction of a corridor safety fence at high trespass locations. These areas include the RMF, Cabral, Vasco, Livermore and Pleasanton Stations. Approximately 20,000 total footage of fencing will be installed in these areas. Fencing will be high security, cut and torch resistant expanded metal and wrought iron materials. The goal of this project is to enhance system safety by dissuading passengers and the public from trespassing across tracks where crossing gates, lights and bells don t exist. Estimated completion May

10 CABRAL STATION PARK & RIDE STATION AREA DEVELOPMENT $1,078,460 As ridership returns to pre-recession levels, parking at the Cabral Station and other stations along the ACE route may need to be modified to accommodate growth. On average, Stockton lots only have one or two available spaces. electric vehicles could all be accommodated. To address the growth in transit options and usage in Stockton, SJRRC completed the ACE Planning and Parking Strategy for Cabral Station in August of 2010 as part of SJCOG s Measure K Smart Growth Incentive Program. This study called for a phased approach in developing the parcels adjacent to the station first as surface parking then as structured parking as demand increases. A new parking facility will provide much needed space for all passengers crossing all modes; ACE, Amtrak, and SJRTD passengers, pedestrians, bikes, vanpools, casual carpools, and plug-in As growth from increased rail usage materializes (from ACE, the San Joaquins, and future highspeed trains), transit and ridesharing at Cabral Station will become more relevant. In addition, SJRRC recently partnered with the City of Stockton and the Urban Land Institute (ULI) to complete an assessment of TOD opportunities focusing on the area between Cabral Station and Weber Point. The emphasis and indications are that additional parking will be required at Cabral Station. The ULI panel recommended that revitalization efforts focus on the Miner Avenue corridor from Weber Point to the Cabral Station. This corridor, anchored by regional transit services and government offices, offers opportunities for infill development. Such opportunities include housing for students, housing for commuters using regional rail, and potentially housing for others seeking a more urban style of living. To attract those potential residents, housing needs to be located within easy walking distance of the Cabral Station and the Downtown Transit Center. Creating lasting partnerships between public and private entities offers opportunities to leverage financial resources. Building on the success of the Cabral Neighborhood Revitalization Plan, the agency will continue to be engaged in transit-oriented development (TOD) planning that could form the basis for an overlay zoning code, or some other specific planning tool. This can result in large areas capable of supporting transit-oriented, or certainly transit-adjacent, development that improves urban conditions around the station, creates housing options for frequent riders of trains and buses, and reinforces the eastern anchor of the Miner Avenue corridor. 10

11 PREVENTATIVE MAINTENANCE (SPARE PARTS) $1,010,043 The agency maintains an inventory of spare parts to maintain the ACE passenger cars and locomotives. The inventory of parts is kept to ensure the rolling stock is service-ready at all times. The budget for spare parts is applied toward the replenishment of supplies used to maintain, prevent failures, and extend the life of the equipment. Typical purchases may include windows for the cars and locomotives, brake shoes, wheels, reconditioning of brake valves, and system and components for the electrical equipment. This is a recurring line in the Capital Budget. SJCOG LOAN REPAYMENT $1,903,000 The agency is proposing a consolidation and refinancing of two loans with the San Joaquin Council of Governments. The two loans have a total principal balance of $20,866,857 and remaining terms of eight and nine years. The primary purposes of this consolidation and refinancing are to bring the Rail Maintenance Facility loan term in line with the original 15-year assumptions and to improve the Commission s cash flow. The annual principal and interest payment on the combined loan would be $1,902,810, for an annual payment reduction of $1,088,245. The new loan will bear a fixed interest rate of 4.771%, which is slightly lower than the rates applied to the two existing loans. Total interest costs over the term of the new loan would be $7,675,290, an increase of $2,278,727 over the two existing shorter-term loans. eticketing $2,670,007 One program that has regrettably taken a backseat to many other projects is the antiquated, manual ticketing system. The deficiencies of this system are numerous: obsolete hardware, burdensome inventory controls, fare evasion, and labor intensive processes. Since 2006, ACE has explored a number of different options, including the Bay Area s Clipper, as a solution to the manual ticketing system. However, the technology was not ripe yet to satisfy the two goals SJRRC s Board had advised staff to address. The first goal is that any replacement system had to provide a better experience for the passengers. The second goal is that any system must provide more data while reducing workload. SJRRC commissioned two studies: one that designed a bar code system and another that explored Radio Frequency Identification (RFID) tag potential. Building off the business rules developed with the bar code-based study and the technology explored in the RFID study, staff identified a solution currently used by South Korean transit properties and adopted by Vail Resorts. The solution is an account-based RFID card passively scanned by virtual gates acting as the tag-on/tag-off coupled with directional active scanning by Passenger Service Agents (PSAs) the ACE version of a fare inspector. This system is ready to roll out now. It is based on award-winning technology that is operational today. It is comprised of existing equipment, existing technology, and existing SQL database infrastructure. The funds in this year s budget are slated for the initial development of the Request for Proposals, equipment list, and integration activities. Total equipment and project management costs are expected to be in the $2.0M range. Once funding is available, staff believes a system could be deployed within 24 months. Staff will be actively exploring funding options during FY14/15. 11

12 SACRAMENTO MERCED CORRIDOR The SJRRC has taken a lead role in coordinating with agencies throughout the Sacramento to Merced Corridor. SJRRC staff and represent the Central Valley Rail Working Group (CVRWG) which is comprised of twenty agencies (including all the transportation agencies, RTPAs, Counties, and major cities) between Sacramento and Merced to pursue expansion and improvement of ACE, and the San Joaquin rail service, as well as the future implementation of high-speed rail/regional rail in this corridor. The CVRWG has been involved in the coordinated planning and advocating for passenger rail service between Sacramento and Merced since Regional coordination and involvement offers many benefits in terms of leveraging resources and being responsive to the communities and rail passengers. The CVRWG is working with the CHSRA work to determine how best to move forward with future CHSRA work in this corridor. The CVRWG believe it would be prudent, and more consistent with the 2014 CHSRA Business Plan to focus CHSRA resources allocated to this section on near-term improvements of the existing rail connection from Sacramento to the initial operating segment of the high-speed system in downtown Merced. SJRRC staff are also working as part of the Northern California Unified Service effort (with the CHSRA, Caltrans, Capitol Corridor JPA, Caltrain, and Sacramento RT) to ensure that there is an improved, coordinated network of conventional rail services that will support the phased implementation of high-speed rail. SAN JOAQUIN JOINT POWERS AUTHORITY In 2012, the SJRRC partnered with the CVRWG, the San Joaquin Valley Regional Policy Council, and Sacramento Regional Transit to sponsor Assembly Bill 1779 (AB 1779). AB 1779 reauthorizes regional government agencies' ability to form the San Joaquin Joint Powers Authority (SJJPA) to take over the governance/management of the existing San Joaquin intercity passenger rail service (San Joaquins) between Bakersfield-Fresno-Modesto-Stockton-Sacramento-Oakland. AB 1779 enables a better, stronger partnership between the local and regional agencies within the San Joaquin Corridor and the State to support and improve the existing San Joaquins. In addition to more cost effective administration and operations, local authority administration of the San Joaquins enables a stronger voice in advocating for service improvements and expansions, is more responsive and adaptive to passenger issues, takes better advantage partnerships with local agencies, and better engages local communities to support the San Joaquins. AB 1779 was supported by a number of local and regional agencies and organizations throughout the San Joaquin Corridor. It was passed by the Legislature on August 30, 2012 with bi-partisan support, and was signed by Governor Brown on September 29, SJRRC is one of the ten member agencies of the SJJPA. The first SJJPA Board meeting was held on March 22, 2013 in Merced. The SJRRC was selected as the Managing Agency of the SJJPA at the July 26, 2013 SJJPA Board meeting. The SJJPA released its Draft Business Plan on March 28, The SJJPA is actively seeking input on their Draft Business Plan and are holding public meetings in May. The SJJPA Business Plan is expected to be approved at the June 27, 2014 SJJPA Board meeting in Sacramento. Negotiations with the State are underway for the Interagency Transfer Agreement (ITA) which must be signed before the SJJPA can assume administrative responsibility for the San Joaquin rail service. While the SJJPA can t take over administrative responsibility of the San Joaquin service until the ITA is signed (expected by Jan 1, 2015), benefits from SJJPA have already begun. The SJJPA is advocating for conventional intercity rail service improvements and to protect the existing San Joaquin service. 12

13 SAFETY AND SECURITY PROGRAM ACE is will lead a Full Scale Exercise (FSE) in November/December The FSE will be designed and built around the evaluation of Safety and Security plans, programs, training and equipment. Findings from the exercise will be examined and corrected. This drill will benefit not only the first responders, but agency staff as well. The drill will incorporate elements that evaluate the agency staff response using existing training and procedures along with new training and equipment. New equipment will consist of communications devices and portable stretchers to simulate the evacuation of injured and disabled passengers. This, along with new rules issued by the Federal Railroad Administration (FRA) related to emergency drills will be evaluated. First Responders will get to use their equipment and skills learned during training provided by the agency in the past. The goal is to make sure the agency and first responders have as much practice as possible in a simulated environment to be prepared for an actual event. This type of drill is required by the Department of Homeland Security and the FRA for preparedness. ACE will continue to offer emergency preparedness and equipment familiarization for railroad emergencies training to all first responders. ACE has been planning and closely coordinating with Alameda County Sheriff s Office, Union Pacific and Herzog to participate in Urban Shield This event is a Bay Area region Homeland Security approved event which will begin for ACE on September 5 and end on September 8. During the continuous 48-hour exercise, SWAT teams from local to international groups will have the opportunity to use training, tactics and equipment to safely resolve a scenario planned by ACE and the Alameda County Sheriff s office. The scenario will be held onboard an ACE train which will be set up at Stanley Blvd. and El Charro between the cities of Livermore and Pleasanton. Findings from the exercise will be examined and corrected by each individual group of participants as well as ACE. This drill will benefit not only the first responders, but agency staff as well. ACE will continue to participate with and promote rail safety through the Operation Lifesaver rail safety education program. Planned outreach is expected to reach and exceed contact with over 25,000 people. ACE takes Safety and Security very seriously. It s the agency s goal, with an aggressive approach, to prepare its first responders before an emergency so they know how to operate safely and provide rapid passenger rescues. In addition, regular security exercises allow ACE to continually evaluate plans and training, and make necessary adjustments. 13

14 MARKETING AND OUTREACH PROGRAM Activities from the Marketing and Outreach Program for the 2014/2015 fiscal year will be aligned with its seven core missions: increase ridership on the ACE service, solicit feedback on agency objectives, ensure messages have a consistent theme, report and retool efforts as necessary, communicate agency messages, provide media relations oversight, and offer graphic support to other departments and programs. A major component of the 14/15 year will be the implementation of an outreach plan for the launch of the agency s new partnership with the San Francisco 49ers. Increase Ridership The ACE outreach team will refresh the concept of utilizing passengers as its most valuable resource for encouraging ridership growth. Word-of-mouth is consistently rated as the #1 way people hear of the ACE service, so why not give riders a forum to tell their own story? One creative way of doing this is to hold passenger appreciation activities at public venues where other commuters can see how ACE riders live a more stress-free life. Solicit Feedback A change of pace from previous years, the agency will continue to survey ACE passengers at shorter intervals. Consistent Themes The agency will continue its efforts to refresh the ACE brand in its marketing material, station signage, and communication mediums. Recently, the creative team introduced a new outreach piece (facing page) aimed at providing key stakeholders and elected officials information about the agency s successes and programs for the 14/15 year. Report and Retool Staff will continue to report back to the agency and the board on outcomes and the marketing and outreach goals and objectives; when necessary, programs will be retooled to reflect the changing ridership and economic environment. Communicate A key aspect of the 14/15 marketing and outreach program is the implementation of new technology aimed at offering the most up-to-date communication tools, including two-way texting. Two-way texting not only offers current train status messaging, it also gives passengers the ability to alert officials of safety and security risks. Media Relations As the agency becomes more engaged in the Altamont and San Joaquin corridors, staff will cultivate positive relationships with media outlets and will seek positive commitments among them to show rail as a viable, successful alternative to traditional modes of travel. Graphic Support Staff will support the rail corridors with advertising, outreach, and communications aimed at creatively and uniquely showing what life is like onboard ACE. 14

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16 STAFFING San Joaquin Regional Rail Commission Board of Commissioners Executive Dire Director of Operations 50 Manager of Manager of Manager of Safety & Manager of Public Planning & Operations Facilities & Security Affairs & Equipment Community Programming Coordinator Maintenance Relations Assistant Transit Analyst 15 Assistant Manager of Operations 100 Assistant Manager of Facilities Facility Watchman Marketing Coordinator Transportation Specialist 2 FTE Maintenance Supervisor Special Groups Coordinator 30 Marketing Communicatio Specialist Maintenance Assistants 3 FTE Customer Relations Supervisor 20 Services Provided by SJRRC to be shared with SJJPA: Legal Services Information Technology (IT) Legislative Advocacy Operations and Safety Auditor Customer Service Reps 3.5 FTE 1 16

17 San Joaquin Joint Powers Authority ctor 50 Executive Assistant 50 Director of Fiscal Services & Administration 40 Manager of Regional Initiatives 60 Procurement Manager 25 Controller 30 Administrative Coordinator 30 Payroll & Benefits Coordinator 30 Planner Procurement Assistant Staff Accountant Office Assistant II FTE FTE 20 ns Marketing Communications Specialist 100 Fiscal Assistant 3 FTE 25 Ticketing Assistants 2 FTE KEY Gray text indicates SJRRC positions not shared with SJJPA Black text indicates split or whole positions with the SJJPA Passenger Services Agents Ticket Sellers # % of work efforts devoted to San Joaquins Unfilled position, previously adopted 5 7 FTE New position 17

18 Staffing Level 51 18

19 19

20 RESOLUTION RRC-R-13/ RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE SAN JOAQUIN REGIONAL RAIL COMMISSION ADOPTING THE SAN JOAQUIN REGIONAL RAIL COMMISSION/ACE FISCAL YEAR 2014/2015 WORK PROGRAM AND OPERATING BUDGET OF $20,599,149 AND CAPITAL BUDGET OF $39,798,926 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 both Federal, State and Local funds to support the San Joaquin Regional Rail Commission; and WHEREAS, the San Joaquin Regional Rail Commission Budget incorporates the operating, shuttle and capital budget for the Altamont Commuter Express Service; and WHEREAS, the Rail Commission and ACE service projects and programs have separate revenue and expense accounts; and WHEREAS, the Executive Director has prepared and presented an operating budget of $20,599,149 and a capital budget of $39,798,926 which sets forth the projected revenues and expenses associated with the San Joaquin Regional Rail Commission for Fiscal Year 2014/2015; 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 Commission and the ACE service; 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 major budget categories are submitted to the Board for approval, and the Executive Director has the authority to transfer funds within a major 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 Commission 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 for the San Joaquin Regional Rail Commission approves the Fiscal Year 2014/2015 Work Program and Operating budget in the amount of $20,599,149 and Capital budget in the amount of $39,798,926. vote: PASSED AND ADOPTED, by the Board of Commissioners this 6th day of June, 2014, by the following AYES: 7 NOES: 0 ABSENT: 1 ABSTAIN: 0 ATTEST: STACEY MORTENSEN, Secretary SAN JOAQUIN REGIONAL RAIL COMMISSION: BOB JOHNSON, Chair 20