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HomeMy Public PortalAbout04 April 22, 2002 Plans and ProgramsRIVERSIDE COUNTY TRANSPORTATION COMMISSION PLANS AND PROGRAMS COMMITTEE ®5953`x' MEETING AGENDA Records TIME: 12:00 P.M. DATE: Monday, April 22, 2002 LOCATION: Riverside County Transportation Commission Office 3560 University Avenue, Conference Room A Riverside, CA 92501 *: COMMITTEE MEMBERS ** Daryl Busch/Mark Yarbrough, City of Perris, Chairman Dick Kelly/Robert Spiegel, City of Palm Desert, Vice Chairman Alfred "Bill" Trembly/Jack Wamsley, City of Canyon Lake Janice L. Rudman/Jeff Miller, City of Corona Greg Ruppert/Matt Weyuker, City of Desert Hot Springs Robin ReeserLowe/Lori Van Arsdale, City of Hemet Percy L. Byrd/Robert Bernheimer, City of Indian Wells Frank West/Bonnie Flickinger, City of Moreno Valley Jack van Haaster/Warnie Enochs, City of Murrieta Frank Hall/Harvey Sullivan, City of Norco Will Kleindienst, City of Palm Springs Bob Buster, County of Riverside, District Roy Wilson, County of Riverside, District IV Tom Mullen, County of Riverside, District V *** STAFF *** Eric Haley, Executive Director Cathy Bechtel, Director, of Transportation Planning & Policy Development *** AREAS OF RESPONSIBILITY *** State Transportation Improvement Program Regional Transportation Improvement Program New Corridors Intermodal Programs (Transit, Rail, Rideshare) Air Quality and Clean Fuels Regional Agencies, Regional Planning Intelligent Transportation System Planning and Programs Congestion Management Program The Committee welcomes comments. If you wish to provide comments to the Committee, please complete and submit a Testimony Card to the Clerk of the Board. RIVERSIDE COUNTY TRANSPORTA TION COMMISSION PLANS AND PROGRAMS COMMITTEE http://www.rctc.org MEETING LOCATION 3560 UNIVERSITY AVENUE, SUITE 100, RIVERSIDE 92501 CONFERENCE ROOM A PARKING IS AVAILABLE IN THE PARKING GARAGE ACROSS FROM THE POST OFF/CE ON ORANGE STREET MONDAY, APRIL 22, 2002 12:00 P. M. AGENDA* * Action may be taken on any items listed on the agenda. 1. CALL TO ORDER 2. ROLL CALL 3. PUBLIC COMMENTS 4. MINUTES (MARCH 25, 2002) 5. UPDATE ON THE ZERO EMISSION MOBILE INDUSTRIAL EQUIPMENT (ZEMIE) PROJECT Pg. 1 Overview This item is to seek Committee approval to: 1) Receive and file an update on the Riverside County Economic Development Agency/Southern California Edison ZEMIE Project; and 2) Forward to the Commission for final action. Plans and Programs Committee April 22, 2002 Page 2 6. APPROVAL OF MEMORANDUM OF UNDERSTANDING WITH THE RIVERSIDE PUBLIC UTILITIES FOR A PHOTOVOLTAIC CARPORT STRUCTURE AT THE LA SIERRA STATION Pg. 2 Overview This item is to seek Committee approval to: 1) Approve Memorandum of Understanding with the Riverside Public Utilities for a Photovoltaic Carport Structure at the La Sierra Station, subject to legal counsel review; and 2) Forward to the Commission for final action. 7. AMEND FY01 /02 COMMUTER RAIL SRTP: PARKING EXPANSION AND ROLLING STOCK Pg. 5 Overview This item is to seek Committee approval to: 1) Authorize $425,000 of previously allocated Local Transportation Funds (LTF) for temporary parking lot expansion at the Riverside -Downtown Station; 2) De -obligate $588,000 of FTA Section 5307 for RCTC's share of a rolling stock acquisition and substitute it with a $588,000 reallocation of previously allocated LTF for RCTC's share; 3) Amend the FY01/02 Commuter Rail Short Range Transit Plan and allocate $1,013,000 in LTF for the above listed capital projects; and 4) Forward to the Commission for final action. Plans and Programs Committee April 22, 2002 Page 3 8. PROPOSED METROLINK BUDGET FOR FY02/23 Pg. 7 Overview This item is to seek Committee approval to: 1) Adopt the preliminary FY2002/03 Metrolink Operating and Capital Budgets; 2) Allocate RCTC's funding commitment to the Southern California Regional Rail Authority in an amount not to exceed $3,912,564 comprised of: $3,029,900 of Local Transportation Funds for train operations and maintenance -of - way, and $883,564 of FTA Section 5307 for capital projects; and 3) Forward to the Commission for final action. 9. AMENDMENT #1 TO THE AMTRAK INTERCITY AGREEMENT Pg. 130 Overview This item is to seek Committee approval to: 1) Amend the Amtrak Intercity Agreement between Amtrak, SCRRA, and its member agencies; 2) Authorize the Executive Director to sign the amendment, subject to legal counsel review; and 3) Forward to the Commission for final action. 10. REQUEST TO AMEND RIVERSIDE TRANSIT AGENCY'S FY 01/02 SHORT RANGE TRANSIT PLAN TO REALLOCATE STA FUNDS FOR THE PURCHASE OF AN INTEGRATED FARE COLLECTION SYSTEM Pg. 137 Plans and Programs Committee April 22, 2002 Page 4 Overview This item is to seek Comrrrillee approval to: 1) Amend the Riverside Transit Agency's FY 01/02 Short Range Transit Plan to reallocate $500,000 in State Transit Assistance Funds from the portable CNG fueling station line item to the integrated fare collection system; and 2) Forward to the Commission for final action. 11. REPROGRAMMING OF TRANSPORTATION ENHANCEMENT ACTIVITIES (TEA) FUNDS Pg. 139 Overview This item is to seek Committee approval to: 1) Approve the reprogramming of TEA funds in the amount of $572,000 by spreading the funds evenly amongst 23 projects approved in the last TEA call for projects; and 2) Forward to the Commission for final action. 12. FY 02/03 MEASURE A COMMUTER ASSISTANCE BUSPOOL SUBSIDY FUNDING CONTINUATION REQUESTS Pg. 141 Overview This item is to seek Committee approval to: 1) Authorize payment of $1,175/month pe.r buspool for the period July 1, 2002 to June 30, 2003 to the existing Riverside, Moreno Valley and Mira Loma buspools; Plans and Programs Committee April 22, 2002 Page 5 2) Continue the existing monthly and semi-annual buspool reporting requirements as support documentation to monthly subsidy payments; and 3) Forward to the Commission for final action. 13. COMMUTER RAIL PROGRAM UPDATE Overview This item is to seek Committee approval to: Pg. 147 1) Receive and file the Commuter Rail Update as an information item; and 2) Forward to the Commission for final action. 14. COMMENTS BY COMMISSIONERS/STAFF This item provides an_ opportunity for Commissioners and staff to report on issues related to Commission activities. 15. ADJOURNMENT — The next meeting is scheduled at noon, Monday, May 20, 2002. MINUTES RIVERSIDE COUNTY TRANSPORTATION COMMISSION PLANS AND PROGRAMS COMMITTEE Monday, March 25, 2002 MINUTES 1. CALL TO ORDER The meeting of the Plans and Programs Committee was called to order by Chairman Daryl Busch at 12:00 p.m., at the offices of the Riverside County Transportation Commission, 3560 University Avenue, Suite 100, Riverside, California, 92501. 2. ROLL CALL Members/Alternates Present Bob Buster Daryl Busch Percy Byrd Frank Hall Richard Kelly William Kleindienst Tom Mullen Janice Rudman Greg Ruppert Alfred W. Trembly Frank West Roy Wilson Members Absent Robin Lowe Jack van Haaster 3. PUBLIC COMMENTS There were no requests from the public to speak. 4. APPROVAL OF MINUTES — February 25, 2002 M/S/C (Kleindienst/Byrd) to approve the February 25, 2002 minutes as submitted. Plans and Programs Committee Minutes March 25, 2002 Page 2 5. ALLOCATION OF STATE TRANSPORTATION IMPROVEMENT PROGRAM 2% PLANNING, PROGRAMMING, AND MONITORING FUNDS FOR CETAP Cathy Bechtel, Director of Transportation Planning and Policy Development, reviewed the requested allocation of STIP funds for CETAP and the current total of committed funds for this project. In response to Commissioner William Kleindienst as to the total budget for the CETAP project, Cathy Bechtel responded that the current budget for CETAP is $12.3 million to conduct the requisite planning on four priority corridors. M/S/C (Hall/Rudman) to: 1) Allocate $721,809 in 2002 STIP 2% Planning, Programming and Monitoring (PPM) funds from the Western County formula pot for the CETAP planning effort; and, 2) Forward to the Commission for final action. 6. STIP INTRA-COUNTY FORMULA ADJUSTMENT Shirley Medina, Program Manager, reviewed the need to change the adjustment schedule for the STIP Intra-county formula to remain consistent with the apportionment of Measure "A" funds. Cathy Bechtel also indicated that the staff recommendation have been approved by the Technical Advisory Committee. M/S/C (Wilson/Ruppert) to: 1) Approve postponing this year's adjustment to February 2003 to coincide with the development of the 2004 STIP; 2) Amend the STIP Intra-County Formula MOU to adjust the percentages for the allocation of STIP funds to February of every odd year to coincide with the development of future STIPs; and, 3) Forward to the Commission for final action. Plans and Programs Committee Minutes March 25, 2002 Page 3 7. STATUS OF THE 2002 STATE TRANSPORTATION IMPROVEMENT PROGRAM Shirley Medina briefed the Committee on the status of the 2002 State Transportation Improvement Program. Commissioner Dick Kelly requested clarification on reimbursement for a project completed prior to its programming schedule. Cathy Bechtel indicated that such an agreement would need to be set-up through the California Transportation Commission prior to starting a project. She added that this allows projects to be completed more quickly if the local agency has funds available. Commissioner Bob Buster asked for the status of AB 1012 that would allow loans from future highway account revenues. Eric Haley, Executive Director, responded that due to reductions in the highway account, there are no funds available to borrow. M/S/C (Byrd/Trembly) to: 1) Receive and file the 2002 State Transportation Improvement Program update; and, 2) Forward to the Commission for final action. 8. STATE ROUTE 91 COMMUTER SURVEY — CONTRACT AMENDMENT Shirley Medina reviewed the SR 91 commuter survey and the contract amendment. Commissioner Janice Rudman asked if the Corona Police Department had been contacted regarding this issue. Shirley Medina responded that the City of Corona staff indicated they would contact them. Eric Haley noted that the origin and destination data from this survey will help provide the basic foundation for discussions of a new corridor. M/S/C (Rudman/Wilson) to: 1) Amend Agreement with OCTA, RCTC, and SCAG to add $15,000 with RCTC paying $7,500 and OCTA paying $7,500 to cover an additional videotaping site and associated costs; and, 2) Forward to the Commission for final action. 9. SELECTION OF TROPICAL PLAZA NURSERY, INC. TO PROVIDE LANDSCAPE MAINTENANCE SERVICES AT THE FOUR METROLINK Plans and Programs Committee Minutes March 25, 2002 Page 4 STATIONS AND ONE OFFICE BUILDING OWNED BY THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION Claudia Chase, Property Manager, reviewed the evaluation and selection process to provide landscape maintenance services. M/S/C (Trembly/Kleindienst) to approve: 1) The Evaluation Committee's selection of Tropical Plaza Nursery, Inc. to provide landscape maintenance services for the Commission -owned properties; 2) The landscape services agreement with Tropical Plaza Nursery, Inc., pursuant to Legal Counsel review; and, 3) Forwarding to the Commission for final action. 10. LEASE AGREEMENT WITH AMTRAK TO SERVE THE RIVERSIDE - DOWNTOWN STATION Stephanie Wiggins, Program Manager, reviewed the requests and capital improvements that have been made to bring Amtrak service to the Riverside - Downtown Station. M/S/C (Mullen/Kleindienst) to: 1) Approve a lease agreement with Amtrak, pursuant to Legal Counsel review, to serve the Riverside -Downtown Station; and, 2) Forward to the Commission for final action. 11. FISCAL YEAR 2002-2003 FTA SECTION 5310 PROGRAM Tanya Love, Program Manager, reviewed the FY 2002-03 FTA Section 5310 project rankings for inclusion in the Regional Transportation Improvement Plan. Commissioner Buster asked where the organizations operate and if assistance could be provided to an agency unfamiliar with the process. Tanya Love responded that four of the organizations operate in Western Riverside County and three operate in the Coachella Valley and that she has in the past two years met with agencies and provided technical review. M/S/C (Kelly/Ruppert) to: Plans and Programs Committee Minutes March 25, 2002 Page 5 1) Adopt the FY 2002-03 FTA Section 5310 Riverside County project rankings as recommended by the Local Review Committee; 2) Include the projects in the Regional Transportation Improvement Plan; 3) Certify by Resolution No. 02-014 that the projects are consistent with the local area regional transportation plan; and, 4) Forward to the Commission for final action. 12. REQUEST TO AMEND CITY OF BANNING'S FISCAL YEAR 2001-2002 SHORT RANGE TRANSIT PLAN FOR PURCHASE OF CAPITAL EQUIPMENT - FORD RANGER PICKUP M/S/C (Ruppert/Mullen) to: 1) Amend the City of Bannings's FY 2001-02 Short Range Transit Plan authorizing the purchase of a Ford Ranger pickup; 2) Authorize the expenditure of $8,371 in Local Transportation funds and, $6,629 in State Transit Assistance funds previously allocated to cover the cost; and, 3) Forward to the Commission for final action. 13. COMMUTER RAIL PROGRAM UPDATE Karen Leland, Staff Analyst, provided an update on the Commuter Rail program. M/S/C (Ruppert/Rudman) to: 1) Receive and file the Commuter Rail Program Update as an information item; and, 2) Forward to the Commission for final action. Plans and Programs Committee Minutes March 25, 2002 Page 6 14. COMMENTS BY COMMISSIONERS / STAFF Eric Haley notified the Committee that: a. The Governor has made a commitment to name Inland Empire representative to the California Transportation Commission within the next 30 days. b. RTA is celebrating their 25th Anniversary. c. John Standiford, Public Information and Media Relations Officer, has made appearances on KVCR and Channel 50 in Orange County regarding our program areas and the renewal of Measure "A". d. Invitations will go out on commemorating the stop of the Amtrak Southwest Chief in Riverside and start of the service to Los Angeles via Fullerton. 15. ADJOURNMENT There being no further business for consideration by the Plans and Programs Committee, the meeting was adjourned at 12:45 p.m: The next meeting will be at 12:00 p.m., on Monday, April 22, 2002, at the RCTC offices. Respectfully submitted, Jennifer Harmon Deputy Clerk of the Board AGENDA ITEM 5 RIVERSIDE COUNTY TRANSPORTATION COMMISSION ' DATE: April 22, 2002 TO: Plans and Programs Committee FROM: Cathy Bechtel, Director of Transportation Planning & Policy Development THROUGH: Hideo Sugita, Deputy Executive Director SUBJECT: Update on the Zero Emission Mobile Industrial Equipment (ZEMIE) Project STAFF RECOMMENDATION: This item is to seek Committee approval to: 1) Receive and file an update on the Riverside County Economic Development Agency/Southern California Edison ZEMIE Project; and 2) Forward to the Commission for final action. BACKGROUND INFORMATION: In June of 1999, RCTC awarded $466,000 in Congestion Mitigation and Air Quality (CMAQ) funds to Riverside County Economic Development Agency (EDA) and Southern California Edison (SCE). The funds were for a "zero emission mobile industrial equipment" (ZEMIE) buy -down grant program to pay for the incremental cost of electric forklifts, sweepers, tow tractors and other mobile industrial equipment. When EDA/SCE attempted to obligate the funds, the eligibility of the project was questioned by FHWA. After a 30 month appeal process that included Congressman Baca, United States Department of Transportation Secretary Mineta ruled that the forklifts part of the project was ineligible, but suggested that electrified idling of medium and heavy duty on - road trucks or their trailers be explored as a ZEMIE project. RCTC staff is conducting discussions with Caltrans, FHWA, EDA and SCE to determine the feasibility of a timely electrification project, including identification of possible sites. EDA and SCE remain interested in seeking these sites. Given AB 1012 "Use it or Lose it" provisions, we need assurances the funds can be implemented in a timely manner. We have requested that EDA and SCE identify partners (e.g., refrigerated distribution centers or truck stops) in Western Riverside County that are willing and able to take advantage of the ZEMIE project. We have given EDA/SCE a 45 day timeframe to identify these partners. At the July Commission meeting we will report on the project status and either request approval of the modified ZEMIE program or request to reallocate the funds. AGENDA ITEM 6 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: April 22, 2002 TO: Plans and Programs Committee FROM: Stephanie Wiggins, Program Manager THROUGH: Cathy Bechtel, Director of Transportation Planning & Policy Development SUBJECT: Approval of Memorandum of Understanding #M-22-001 with the Riverside Public Utilities for a Photovoltaic Carport Structure at the La Sierra Station STAFF RECOMMENDATION: This item is to seek Committee approval to: 1) Approve Memorandum of Understanding #M-22-001 with the Riverside Public Utilities for a Photovoltaic Carport Structure at the La Sierra Station, subject to legal counsel review; and 2) Forward to the Commission for final action. BACKGROUND INFORMATION: Riverside Public Utilities (RPU) has a specific goal to increase the share of renewable generation in their power portfolio. At the March 13, 2002 meeting, the Commission approved in concept the partnership with Riverside Public Utilities (RPU) to install a photovoltaic (PV) carport structure at the La Sierra Station. RCTC staff has met with RPU representatives to coordinate the installation of the PV structure with the planned parking lot expansion at the La Sierra Station. RPU estimates that the expanded Station could provide an area capable of providing approximately 1 megawatt of renewable energy. Coupled with RCTC's planned expansion of the La Sierra Station, this project encourages rail transit through an added amenity of covered parking, provides electric vehicle recharging stations, and provides renewable energy to neighborhood homes. Currently, two phases of additional parking spaces are planned, with the first phase consisting of approximately 250 additional parking spaces. RPU has evaluated phase one of the project and determined it would cost up to $1,200,000 to construct a photovoltaic carport structure over the spaces constructed in this phase. This is a preliminary estimate which may change after engineering documents are completed. Funding is available in the RPU Public Benefits Program budget to fully fund this phase of the project and RPU will continue to seek additional sources to fund the subsequent phases. Staffs of RCTC and RPU have identified specific points to be included in a Memorandum of Understanding (MOU), which are attached. This MOU will be the basis 2 for a formai contract/net metering agreement after approval by the Riverside City Council and the RCTC Board. RPU and RCTC will share in the benefits of the project through lower electricity costs for both entities. RCTC will be the project manager of the construction project and provide the funds for the parking lot, with RPU providing the funding for the photovoltaic carport structure and related installation expenses. Attachment: Memorandum of Understanding Deal Points for PV Carport Structure 3 ,lemorandum of Understanding Between Riverside County TransportatiorrCommission nd Riverside Public Utilities Riverside Public Utilities ("RPU") is committed to funding $1.2 million for the first phase of a photovoltaic ("PV") carport structure at the La Sierra Metrolink station. Riverside County Transportation Commission ("RCTC") plans additional phases of parking facility expansion, an estimated 1,050 total parking spaces. RCTC will assist RPU in pursuing additional funding for future phases of the PV carport structure. State and Federal funding hurdles currently exist towards obtaining matching funds for PV carport structures beyond Phase 1. RCTC will act as the project manager for Phase 1, and coordinate all bid documentation required. There will be an option for solar panel and related equipment procurement directly by RPU as a separate item from any bid specifications. RCTC and RPU will further determine how to share in the benefit of electricity generated at this site. The 125 kW structure in Riverside at the Utilities Operations Center will serve as model for this project. Planned PV carport structure provides renewable energy and benefits commuters. RPU will assist RCTC with the cost of bid specifications related to this project. Preliminary engineering work specifications for the PV structure to be done by RCTC with reimbursement by RPU. Maintenance of installed PV structure to be determined. Estimated time frame for completion of Phase 1 is October 2002. Maximum commitment from RPU for funding of Phase 1 is $1.2 million. 4 AGENDA ITEM 7 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: April 22, 2002 TO: Plans and Programs Committee FROM: Stephanie Wiggins, Program Manager THROUGH: Cathy Bechtel, Director of Transportation Planning & Policy Development SUBJECT: Amend FY01/02 Commuter Rail SRTP: Parking Expansion and Rolling Stock STAFF RECOMMENDATION: This item is to seek Committee approval to: 1) Authorize $425,000 of previously allocated Local Transportation Funds (LTF) for temporary parking lot expansion at the Riverside -Downtown Station; 2) De -obligate $588,000 of FTA Section 5307 for RCTC's share of a rolling stock acquisition and substitute it with a $588,000 reallocation of previously allocated LTF for RCTC's share; 3) Amend the FY01/02 Commuter Rail Short Range Transit Plan and allocate $1,013,000 in LTF for the above listed capital projects; and 4) Forward to the Commission for final action. BACKGROUND INFORMATION: Parking Expansion The Riverside -Downtown Station provides 750 surface parking spaces. Currently, over 925 boardings occur daily with over 95% of the parking lot filled. The Commission owns a small parcel of vacant land on Vine Street across from the Station. Preliminary estimates indicate development of this parcel will provide an additional 125 surface parking spaces at an estimated cost of $425,000. However, plans to widen the 91 freeway in this area within the next seven to ten years will result in the removal of this parking area. Given the immediate parking demands and the impending start-up of the new 91 Line commuter rail service, Staff recommends expanding the station parking to this parcel to provide short-term relief. At the May 2001 Commission meeting, the draft Station Management Strategic Plan identified a parking deficit of 123 spaces at the Riverside -Downtown Station by 2003 and the need to double the number of parking spaces at the Riverside -Downtown Station from 750 to 1,500 spaces by 2010. While the improvements on Vine Street will assist in addressing the forecasted demand in 2003, it is only a temporary solution. For more permanent solutions to the parking capacity problems, Staff is working with property owners on the South Side of the Station, as well as the City and private developers on the North Side of the Station. RCTC's Share of Rolling Stock - Substitution of Funding At the February 7001 Commission meeting, the Commuter Rail Short Range Transit Plan was amended to allocate $588,000 of Federal Transit Administration (FTA) Section 5307 funds to provide the match for the purchase of seven additional Metrolink cars or two additional locomotives. SCRRA, acting as lead agency, awarded the contract for the locomotives prior to the federal programming approval of the $588,000 which renders our federal dollars. as unacceptable for this project. SCRRA is requesting that we substitute the FTA Section 5307 funding with another funding source. Staff is recommending the use of previously allocated Western County Commuter Rail Local Transportation Funds. The net budget impact of this recommendation is $0 because the $588,000 of FTA funds was never expended. Financial Information In Fiscal Year Budget: Y Year: FY 2002/03 Amount: $1,013,000 Source of Funds: LTF Budget Adjustment: GLA No.: 221-33-81301 Fiscal Procedures Approved: Date: 4/16/02 6 AGENDA ITEM 8 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: April 22, 2002 TO: Plans and Programs Committee FROM: Stephanie Wiggins, Program Manager THROUGH: Cathy Bechtel, Director of Transportation Planning Development & Policy SUBJECT: Proposed Metrolink Budget for FY02/03 STAFF RECOMMENDATION: This item is to seek Committee approval to: 1) Adopt the preliminary FY2002/03 Metrolink Operating and Capital Budgets; 2) Allocate RCTC's funding commitment to the Southern California Regional Rail Authority in an amount not to exceed $3,912,564 comprised of: $3,029,900 of Local Transportation Funds for train operations and maintenance -of -way, and $883,564 of FTA Section 5307 for capital projects; and 3) Forward to the Commission for final action. BACKGROUND INFORMATION: By virtue of the Joint Powers Agreement, the five member agencies which comprise the Southern California Regional Rail Authority (Metrolink) must formally commit to fund their proportionate shares of commuter rail operating and capital costs. Each member agency must approve the budget before adoption of a final budget by the Metrolink Board, no later than June 30, 2002. Service and funding levels are limited by the policy and budget constraints of the member agencies and are negotiated each year. Riverside County Service Level Changes FY2002/03 Three Metrolink lines will traverse Riverside County, the Riverside Line, the Inland Empire -Orange County (IEO'C) Line, and beginning next month, the 91 Line. The FY02/03 Metrolink Budget proposes the following: • Riverside Line: No changes in regular weekday service or weekend service via extensions to the San Bernardino Line; • I EOC Line: No changes in regular weekday service; and opening of the new North Main Corona Station in Fall 2002; • 91 Line: No changes in regular weekday service, however the new North Main Corona Station will also serve this Line when it opens in Fall 2002. 7 Riverside Line Avg Ridership 4,800 4,600 4,400 4,200 4,000 3,800 o^�J` PJA fee o& - " 0. �� mac 100% 80% 60% 40% On -Time Performance -- 51 -II r 11 a Riverside Line —m—System Since Metrolink issued a notice of non-performance to the Union Pacific in March '02 regarding the poor on -time performance of the Riverside Line, significant improvements in on -time trains have resulted. However, the on -time performance of the Riverside Line will continue to be closely monitored by RCTC staff during FY02/03, especially since the opening of peak -period 91 Line service may result in a shifting of Riverside Line riders who are destined for Los Angeles to the new Line, despite the fact that it's a 20 minute longer ride, due to the recurring delays on the Riverside Line. RCTC's FY02/03 Operating Subsidy to Increase 12% RCTC's proposed funding obligation to SCRRA includes $3,029,900 subsidy for operations and maintenance -of -way which represents a $334,800 increase . (12.4%) over the FY01/02 budget. This is due primarily to the annualized cost of the new 91 Line service (Riverside to Los Angeles via Fullerton) which is scheduled to begin May 6, 2002 with two peak -period round trips and one mid -day round trip. RCTC's new capital and capital renovation obligation for FY02/03 is projected at $883,564, a decrease of $78,771. Projects include the rehabilitation and renovation of the River Corridor which is located on the East Bank of the Los Angeles River. System -wide In FY02/03 the SCRRA will celebrate its 10th year providing Metrolink commuter rail service in Southern California. From three lines in October 1992, the agency will operate service over seven lines, with 138 weekday and 32 weekend trains as of its 10th anniversary in October. Average weekday ridership is projected to total 34,050, an increase of 3% over the current year Budget. Total ridership, including all weekend services, is expected to increase 4% from the current year Budget. Metrolink fares are assumed to increase 4% effective July 1, 2002, the third of three Board approved adjustments to the base fare structure of the agency. Also assumed in FY02/03 is an additional 1% incremental increase for the sole purpose of providing for increased operational and infrastructure security in light of ongoing national concerns. The resulting fare box revenue is projected at $41.7 million or 10% over the current year Budget. Fare revenues represent 42% of total operating revenues. Member agency contributions of $45.9 million for operations represent approximately 47% of total operating revenues (resulting in a revenue recovery in the budget of 53% versus 52% in 2 the current year budget). The FY02/03 combined Metrolink Budget is $218.6 million. The operating budget is $98.6 million comprised of $78.6 million for train operations and maintenance -of -way at $20.0 million. The capital budget is $120.0 million made up of rehabilitation and renovation at $32.9 million and a new capital projects budget of $87.1 million. The major driving factors in projecting operating expenses are service levels, the associated equipment maintenance and support requirements, underlying labor inflation in the agency's largest service contracts, and the levels of effort of the agency's maintenance of way program.l Several factors contribute to moderate the increase in member agency subsidy requirements for FY02/03, including: • Contracted train operating expenses are projected to increase 9%; • Maintenance of equipment expenses increase 7% as a result of a 24% increase in fleet size; • Fuel expenses have decreased 14%; and • Average weekday ridership, fare box revenues, and maintenance -of -way revenues are projected to increase. The FY02/03 Metrolink Budget further provides for the implementation of the "Take the Next Train" program. The SCRRA and Amtrak have agreed to work together to allow passengers with valid Metrolink or Amtrak tickets, where complementary service exists (like the Orange County and Ventura County Lines), to choose the service provider that best suits their travel needs. With the participation of Caltrans, this program is expected to add increased train services for less than the average operating cost of a single train. RCTC Share of Proposed Metrolink Budget RCTC's share of the $98.6 million operating budget is $6,164,400 (see Metrolink Budget page 15). The resulting net subsidy requirement (after fare box and other operating revenues) is $3,029,900 to be paid by Western County Commuter Rail Local Transportation Funds. RCTC's capital subsidy requirement of $883,564 is to be paid by FTA Section 5307 commuter rail funds. The combined total FY03 RCTC subsidy request is $3,912,564. Attachment: Metrolink Preliminary Budget Fiscal Year 2002-03 1 At the time of printing, the one remaining variable is liability insurance. Given the events of September 11`h insurance rates have skyrocketed. SCRRA will complete negotiations at the end of this month for insurance, however, the CEO is committed to not increase the requested member agency subsidy identified for FY02/03. 9 SOUTHERN CALIFORNIA 059142 REGIONAL RAIL AUTHORITY -p©EOVER 1 APR 0 9 2002 PRELIMINA 00M0N BUDGET FISCAL YEAR 2002-03 April 12, 2002 11(��111 METROLINK Los Angeles County Metropolitan Transportation Authority Orange County Transportation Authority Riverside County Transportation Commission San Bernardino Associated Governments Ventura County Transportation Commission 10 FY 2002-03 BUDGET TABLE OF CONTENTS Page # Executive Summary of the Fiscal Year 2002-03 Budget i 1.0 INTRODUCTION 1 1.1 SCRRA Services 1 1.2 Organizational Summary 3 1.3 Evolution Of SCRRA 4 1.4 Mission Statement 6 2.0 BUDGET SUMMARY 7 2.1 Recommended Budget Policy 9 2.2 Accounting Methodology 11 2.3 Budget Components 11 2.4 Significant Changes In Budgeting Approach 11 2.5 Budget Assumptions 12 2.6 Summary of the FY 2002-03 Budget 14 2.7 Summary Total FY 2002-03 Budget Sources and Uses by Member Agency 14 2.8 Summary of FY 2002-03 Revenues 14 2.9 Summary of Operating and Capital Budgets by Expense Type 17 2.10 Summary of Operating and Capital Budgets by Department 19 2.11 Summary of FY 2002-03 Authorized Positions 19 3.0 OPERATING BUDGET 3.1 Performance Data 23 3.2 Summary of FY 2002-03 Statistics by Line 2 3.3 Components Of The Operating Budget 266 3.4 Operating Budget Assumptions 26 3.5 Summary of Revenues and Expenses by `. 26 P Operating Cost Component 30 3.6 Detail of Operating Budget 30 3.7 Summary of Revenue and Expenses by Member Agency 39 3.8 Maintenance -of -Way Budget 41 4.0 CAPITAL BUDGET 51 4.1 Rehabilitation/Renovation 53 Ongoing Rehabilitation/Renovation Projects 53 New Rehabilitation/Renovation Projects 59 4.2 New Capital 67 11 TABLE OF CONTENTS 5.0 DEPARTMENT BUDGETS 75 5.1 Organizational Summary 77 5.2 Executive 80 5.3 Support Services and Technology 82 5.4 Operations 84 5.5 Engineering & Construction 86 5.6 Equipment 88 5.7 Strategic Development & Communications 90 5.8 Finance 92 6.0 APPENDIX 95 6.1 Formulae for Allocation to Counties 97 6.2 Formulae for Allocation to Lines 99 6.3 Allocation of Revenues 99 6.4 Allocation of Expenses 101 6.5 Allocation of Agency Costs to Budgets 101 6.6 Potential New Projects for New Capital in FY 2002-03 102 6.7 SCRRA Policy on Debt 103 6.8 Statistical Information 104 6.9 Glossary of Budget Terms 106 6.10 Acronyms 107 SCRRA FY 2002-03 Budget EXECUTIVE SUMMARY The Chief Executive Officer submits to the Souther California Regional Rail Authority (SCRRA) Board of Directors by May 1 s` of each year a Preliminary Budget for the following fiscal year. The submitted Budget includes separate components for administrative, operations and capital costs. Decisions dealing with operating and capital allocations as well as approval of each member agency's share of the Authority's annual budget must be approved by each member agency. The Board must adopt a final Budget no later than June 30 of each year. The Fiscal Year (FY) 2002-03 SCRRA Budget permits the agency to continue to meet the challenges of increased ridership, demand for more train services, as well as the need for capital improvements to accommodate rising levels of freight and passenger traffic on member agency -owned routes. In FY 2002-03 the SCRRA will celebrate its tenth year providing Metrolink commuter rail service in Southern California. From three lines in October 1992, the agency will operate service over seven lines, with 138 weekday and 32 weekend trains as of its tenth anniversary in October 2002. The FY 2002-03 Budget demonstrates Metrolink's ongoing efficiency, effectiveness, and commitment to the transportation needs of Southern Californians. The FY 2002-03 Budget anticipates another significant milestone in the growth of the SCRRA. Beginning October 1, 2002, the provision of dispatching services over member agency owned rights -of -way will be brought in-house. Previously provided under contract by Amtrak, staff responsible for such a critical component of the agency's mission will, for the first time, be direct employees of the SCRRA. The $218.6 million budget (an decrease of 7.5% from the FY 2001-02 Budget) consists of an Operating Budget of $98.6 million (an 7.7% increase over the FY 2001-02 Budget), including Train Operations at $78.6 million and Maintenance -of -Way (MOW) at $20.0 million, and a Capital Budget of $120.0 million made up of a Rehabilitation/Renovation Budget of $32.9 million and a New Capital Budget of $87.1 million of approved projects. The Operating Budget details both operating revenue (such as fare and maintenance -of - way revenues) as well as operating expenses. Average weekday ridership is expected to increase 3% with total ridership (including weekend services) projected to increase 4% from the FY 2001-02 Budget. Farebox revenue is expected to reach $41.7 million, a 10% increase over the FY 2001-02 Budget. Included in the FY 2002-03 Budget is the third of three Board approved fare increases effective July 1, 2002. Dispatching revenues are expected to increase 10% from the FY 2001-02 Budget to $2.8 million. Maintenance -of - way revenues are estimated to increase 9% above the FY 2001-02 Budget to $8.3 mullion_ This new budget continues a trend of growth and cost -efficiency of Metrolink operations. 4/8/02, 11:17 AM i 13 SCRRA FY 2002-03 Budget Highlights of the FY 2002-03 Budget include: • Operating expenses per train mile are expected to be $47.24 which is a 3% decrease from the Fiscal Year 2001-02 Budget. • Operating expense per passenger mile and Subsidy per passenger mile hold steady from the previous fiscal year at $0.29 and $0.14 respectively. • Operating subsidy per rider rises slightly to $5.08. • Revenue recovery is projected to equal 53.7%, an exceptional amount relative to other transit properties. • Farebox recovery is expected to increase to 46.4%. « Total Revenue Train Miles will be 10% higher in FY 2002-03 then levels adopted in the FY 2001-02 Budget. The principal determinant of agency operating expenses are levels of service, the associated equipment maintenance and support requirements, underlying labor inflation in the agency's largest service contracts, and the levels of effort of the agency's maintenance of way program. The FY 2002-03 SCRRA Budget anticipates an operating schedule of 138 weekday trains on seven lines and 32 weekend trains on two lines. Service improvements implemented in FY 2001-02 are included and fully annualized. In May, 2002, the agency introduced commuter service on its seventh line, the 91 Line. Service to and from Riverside in the Inland Empire, through Fullerton in Orange County to Los Angeles Union Station is expected to provide alternatives to the 91 Freeway for Inland Empire and Western Orange County commuters. The arrival of additional rolling stock (27 new passenger cars and 4 locomotives) in FY 2001-02 will further provide the ability to enhance service by lengthening existing trains where demand has reached a peak. The FY 2002-03 Budget further provides for the implementation of the "Take the Next Train" program. The SCRRA and Amtrak have agreed to work together to allow passengers with valid Metrolink or Amtrak tickets, where complementary service exists, to choose the service provider that best suits their travel needs. With the participation of CALTRANS, this program is expected to add increased train services for less than the average operating cost of a single train. Member agency subsidies for the Operating Budget are projected to total $45.9 million. This represents a 5% increase over the FY 2001-02 Budget. Several factors contribute to moderate the increase in member agency subsidy requirements, including: • Contracted train operating expenses are projected to increase 9% • Maintenance of equipment expenses are increasing 7% as a result of a 24% increase in fleet size. • Fuel expenses have decreased 14% • Average weekday ridership is projected to increase 3% 4/8/02, 11:17 AM ii Y4 SCRRA FY 2002-03 Budget • Farebox revenues are projected to increase 10% • Maintenance -of -way revenues are also projected to increase by 9% The Capital Budget (Rehabilitation/Renovation and New Capital) for FY 2002-03 continues several important New Capital projects to more efficiently operate passenger (Metrolink and Amtrak) and freight services on member agency owned routes. New Capital projects are only those with approved funding. These projects include: • The completion of additional double track and sidings on the San Bernardino Line The start of construction of double tracking a portion of the Orange County Line. • The engineering and design of a new Eastern Area Maintenance Facility. • New sidings on the Antelope Valley Line • System wide tie and rail replacement • The upgrade of platform lighting at Los Angeles Union Station. • The procurement of next generation Ticket Vending Machines (TVMs) allowing significantly increased functionality. Additional projects for which SCRRA and its member agencies are still seeking funding for are not included in the document at this time. As funding is secured, these projects will be added to the budget after review and approval by the Board. The FY 2002-03 Budget proposes 31 new positions, 26 of which are the result of the addition of dispatching services as an agency responsibility as referenced above. The following are positions requested in the FY 2002-03 Budget: Executive: - Human Resources Support Services and Technology: - Office of the AEO Strategic Development & Communications: - Office of the Director - Marketing Finance: - Accounting Operations: - Dispatching Administrative Assistant Administrative Assistant Geographic Information Systems Analyst Administrative Assistant Administrative Assistant Manager, Dispatching Operations Dispatching Operations Supervisor (6) - Train Dispatcher (18) Administrative Assistant. In FY 2000-01, the SCRRA completed an exhaustive study of the administrative needs of the organization given the changes in both the administrative structure of the agency, as well as the physical location requirements. A number of internal changes were made in line with this study as part of the Fiscal Year's 2000-01 and 2001-02 budgets, including 4/8/02, 11:17 AM 15 SCRRA FY 2002-03 Budget the addition of some recommended positions. In December of 2001, a follow up assessment was conducted to determine the adequacy and efficiency of previous changes. The Administrative Assistant positions requested above represent positions identified in the 2000-01 study, but never budgeted and are consistent with the recommendation of the follow up assessment. Agency and departmental goals continue to focus on building an organizational infrastructure to support the increased long-term operations and administrative functions. Another activity planned for FY 2002-03 is an evaluation, begun in FY 2001-02, of the cost effectiveness of the use of contracted vendors to provide key operational, capital construction and maintenance -of -way services. Agency goals also address the following needs: • Continued growth in revenue • Continued improvements in service quality and safety • A strategic planning effort to set a course to meet long-term ridership and service projections • Continuation of the annual Board retreat to address the long term policy needs of the agency • Continued pursuit of federal and state funding • Stronger alliances with station city stakeholders • Viability of connecting services/ complementary connecting services The proposed FY 2002-03 Budget is based upon conservative financial assumptions which ensure the SCRRA's fiscal ability to deliver upon the service and capital improvements promised to the public. In its tenth year of providing exceptional services to Southern California, SCRRA remains committed to delivering the highest quality commuter rail service. 4/8/02, 11:17 AM iv 16 SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY FY 2002-03 BUDGET 1.0 INTRODUCTION 1.1 SCRRA Services SCRRA is a joint powers authority created to plan, design, build and operate commuter rail service in the Southern California region. As of July 1, 2002, Metrolink expects to provide service on 7 routes to 51 stations over 416 route miles. The system map is provided in Exhibit 1.1. Metrolink operates 138 trains each weekday and average weekday ridership is expected to exceed 34,000 one-way trips in Fiscal Year 2002-03. Saturday service is provided on the San Bernardino and Antelope Valley Lines and Sunday service is provided on the San Bernardino Line. In Fiscal Year 2001-02, 4 new locomotives and 27 new passenger cars were received, increasing total rolling stock available in Fiscal Year 2002-03 to 37 locomotives and 146 commuter rail cars. In addition to operating commuter rail service, SCRRA dispatches and maintains in excess of 60% of the territory over which it operates. On a daily basis, SCRRA dispatches Metrolink trains, up to 30 Amtrak intercity trains between Moorpark and San Diego and up to 100 freight trains. SCRRA is responsible for the maintenance of right-of-way owned by SCRRA meniber agencies that extends over 325.6 track -miles. SCRRARF 's Capital Program includes ongoing rehabilitation/renovation of this right-of-way, facilities, equipment, and rolling stock, as well as expansion of the system. 4/8/02, 12:09 PM 17 °� ` '- RIVERSI DE LINE INLAND EMPIRE - ORANGE COU NTY LINE ANTELOPE VALLEY LINE VENTURA COUNTY y 75> es Ca J4' , tip (0" *`�. • �C.0 t .� a6 0 k.,5:, °tea �r� •1,\.,. .s. �� �� o J �� Ga� i��`e� LOS ANGELES •5, COUNTY s rf ci.Tom'�o ▪ s+e i►• J� ,- 04 r VENTU LA COU NTY �� R.,t C'� fie �1, `` `� `4 � oi ' tea` °c Bic h ya k l� N` '. rP 4, i• '� C°a teMETROLINK. 0 Future Station SAN BERNARDINO COUNTY SAN BERNARDINO LINE ��• Mo Commerce nmerce a�°4a • °�� p `�t �• °ss.�e�~e� `�ty� eta 11 ��, qtr ,s2a7 ©i ©S • �s, e FS* • 91 -LA LINE , �� oc ��ti �, -\.afi $ i Cf. -:;°i �� ��Van Buren �i ��c a !.r �,fi 46 as SaicOG Ocean, ORANGE., COUNTY s�y��` may° '`C/ 40 \i, \O.' , ..c.p. . ,,,, c3) oe co' +`� fie 4 � RIVERSIDE COUNTY OR ANGE CO UNTY LINE 9ti SAN DIEGO COUNTY SCRRA FY 2002-03 Budget 1.2 Organizational Summary The SCRRA Board consists of eleven voting members: Agency Los Angeles County Metropolitan Transportation Authority (LACMTA) San Bernardino Associated Governments (SANBAG) Orange County Transportation Authority (OCTA) Riverside County Transportation Commission (RCTC) Ventura County Transportation Commission (VCTC) Votes 4 2 2 2 1 Members Alternates James C. Ledford, Jr. Mayor City of Palmdale Robert T. Bartlett Hal Bernson (Chair) Council Member, 12th District, City of Los Angeles Michael Anton ovich Supervisor, County of Los Angeles Don Knabe Supervisor, County of Los Angeles Larry Zarian Bill Alexander (Vice Chair) Mayor, City of Rancho Cucamonga Paul Eaton Ma or, City of Montclair Thomas W. Wilson Supervisor, Orange County Art Brown Councilman, City of Buena Park Will Kleindienst Mayor, City of Palm Springs Ron Roberts Mayor, City of Temecula Bill Davis Mayor, City of Simi Valley Nate Brogin Brogin Companies Francine Oschin Council Member Hal Benison's office Judith Valles Mayor, City of San Bernardino Patricia Gilbreath Mayor, City of Redlands Charles V. Smith* Supervisor, Orange County Frank West * Council Member, City of Moreno Valley John Chlebnik* Mayor, City of Calimesa Brian Humphrey VCTC Commission Member * Alternates represent either member Ex -officio members of the SCRRA Agency Southern California Association of Governments (SCAG) San Diego Association of Governments The State of California Department of Transportation (Caltrans) Members Vacant Julianne Nygaard Council Member, City of Carlsbad Maria Contreras -Sweet, Secretary, Business, Transportation and Housing Agency Alternates Vacant Vacant Robert W. Sassaman, Director — District 7; Caltrans 4/8/02, 12:09 PM 3 19 SCRRA FY 2002-03 Budget Exhibit 1.2 provides the organizational structure of the SCRRA. The seven departments of SCRRA are: • Executive: David Solow, Chief Executive Officer • Support Services and Technology: Vacant, Assistant Executive Officer • Operations: John Kerins, Director • Engineering & Construction: Michael McGinley, Director • Equipment: William Lydon Jr., Director • Strategic Development and Communications: Stephen Lantz, Director • Finance: Mark Dubeau, Director In FY 2001-02, SCRRA had 176 authorized positions and 207 positions are proposed for FY 2002-03. The principal increase in Fiscal Year 2002-03 is due to the assumption of dispatching services by agency personnel previously provided by Amtrak under a contractual agreement. A complete roster of agency positions is listed in Table 5.1. 1.3 Evolution of SCRRA In June 1990, the California Legislature enacted Senate Bill 1402, Chapter 4 of Division 12 of the Public Utilities Code_ This bill required the transportation commissions of the counties of Los Angeles, Orange, Riverside and San Bernardino to jointly develop a plan for regional transit services within the multi -county region. In August 1991, the Southern California Regional Rail Authority (SCRRA), a regional Joint Powers Agency (JPA), was formed. Voting members with their respective number of votes are: Los Angeles County Metropolitan Transportation Authority (LACMTA), four votes; Orange County Transportation Authority (OCTA), two votes; Riverside County Transportation Commission (RCTC), two votes; San Bernardino Associated Governments (SANBAG), two votes; and Ventura County Transportation Commission (VCTC), one vote. 1 Ex -officio members of the SCRRA included the Southern California Association of Governments (SCAG), the San Diego Association of Governments and the State of California Department of Transportation (Caltrans). The purpose of the newly formed SCRRA was to plan, design, construct, and administer the operation of regional passenger rail lines serving the counties of Los Angeles, Orange, Riverside, San Bernardino, and Ventura. The SCRRA named the regional commuter rail system "Metrolink." The first three lines - San Bernardino, Santa Clarita (now Antelope Valley), and Ventura County- began operation in October 1992. The Riverside Line was added in June 1993, and the Orange County Line (which extends 19 miles into northern San Diego County) was added in April 1994. The sixth line, Inland Empire -Orange County, the nation's first suburb to suburb commuter rail line, was added in October 1995. In May of 2002, the 91 Line was added to provide an alternative to Inland Empire and Western Orange County commuters ' These five county transportation commissions are defined as SCRRA's member agencies. 4/8/02, 12:09 PM 4 20 Southern California Regional Rail Authority April 12, 2002 tv ' Division of the Assistant Director, E&C Construction Unit Signals & Communication Div Board Secretary Engineering & Construction Dept. Station Facilities Div Maintenance of Way Div SCRRA Board of Directors Office of the Chief Executive Officer Human Resources Div Dispatching Div Safety & Security r Passenger Services Div Public Projects Div Equipment Dept. Equipment & Facilities Div Fleet Maintenance Unit SCRRA Counsel Railroad Services Div Office of the Assistant Executive Officer Finance Dept Budget Div Fare Collection Services Administration Div Accounting Div Claims Administration Div Contracts Administration & Procurement Div Administrative Services Div Strategic Development & Communications Dept Government Relations Div Grants Development & Programming Div Strategic Planning Div Medial . External Communications Div Marketing & Sales Div SCRRA FY 2002-03 Budget traveling through Fullerton. Over its ten years of operations, SCRRA has been building the Metrolink commuter rail system in order to ensure quality, efficient services into the next century. In February 2001, Metrolink carried its forty -millionth passenger, holding its place as one of the fastest growing commuter rail systems in the nation. 1.4 Mission Statement Metrolink is a premier regional rail system, including commuter and other passenger services, linking communities to employment and activity centers. Metrolink provides reliable transportation and mobility for the region, leading toward more livable communities. Metrolink is committed to and characterized by: • Technically superior and safe operations • Customer focus and accessibility • Dependable, high -quality service • Cost-effective and high -value service • Strategically located network of lines and stations • Integration with other transit modes • Environmental sensitivity • Community involvement and partnerships with both the public and private sectors 4/8/02, 12:09 PM 6 99 SCRRA FY 2002-03 Budget SECTION 2 SCOUTI ERN CALIFORNIA, REGIONAL RAIL AUTHORITY BUDGET Shy 4/8/02, 12:09 PM 7 23 SCRRA FY 2002-03 Budget 4/8/02, 12:09 PM 8 SCRRA FY 2002-03 Budget 2.0 BUDGET SUMMARY 2.1 Budget Policy Budget Authorization The Chief Executive Officer submits to the SCRRA Board of Directors by May 1s1 ofeach year a Preliminary Budget for the following fiscal year. The submitted Budget includes separate components for administrative, operations, and capital costs. Decisions dealing with operating and capital allocations, as well as approval of each member agency's share of the Authorit 's annual Budget must be approved by each member agency y The Board must adopt a final Budget no later than June 30 of each year. If a Budget is not approved by June 30th, the Board will approve a continuing Operating Budget on a monthly basis equal to one -twelfth of preceding year's Budget The Capital Budget approves individual projects that may proceed within the approved funding level. The Budget contains a financial plan that includes: • Organizational chart. • Goals and objectives for the new fiscal year. • The assumptions underlying revenue and expense projections. • Planned service for the following fiscal year. • Separately presented Operating -and Capital budgets • Revenue sources by line item • Expenses by surnmary line item • Department budgets • Authorized positions. The Operating Budget details both operating revenue (such as fare revenue, maintenance -of -way (MOW) revenue, member agency contributions, etc.) and operating expenses (such as Train Operations -Amtrak, Equipment Maintenance -Bombardier, Fuel, Security -Sheriff, Transfers to Other Operators, Maintenance -of -Way, Salaries and Fringe Benefits, Insurance, etc.) The Capital Budget includes all new projects proposed for the coming fiscal year as well as previously approved projects for which work has yet to be completed. The Board approves individual Rehabilitation/Renovation and New Capital projects, including total project cost and scope. Approved project funds are reserved for the duration of the project unless amended by the Board.. In approving the proposed budget and any Board initiated amendments, the Board authorizes SCRRA to expend funds under the direction of the Chief Executive Officer consistent with: 4/8/02, 12:09 PM 9 25 SCRRA FY 2002-03 Budget • Total amount appropriated for Train Operations and Maintenance -of -Way. • Total amount appropriated for Capital by each Rehabilitation/Renovation and New Capital project. • Individual member agency funding commitments. • Total number of authorized positions. Further, by approving the Budget, the Board authorizes the Chief Executive Officer to take necessary action to adjust the salary structure and associated ranges based on market trends. Budgetary Control General Budgetary control refers to SCRRA's procedures for monitoring actual expenses against planned expenditures as adopted in the annual Budget. By adopting an annual Budget, the Board of Directors delegates to the Chief Executive Officer the authority to manage the annual Budget within the following parameters. Transfers A Budget Transfer represents changes in projected expenses between line items within or across departments in the Budget. The Budget Office shall review the impact of any requested Budget Transfer and make recommendations to the Chief Executive Officer and/or Board, as required. Amendments Certain Budget Transfers may require Board approval and result in Budget Amendments. Budget Amendments will be submitted to the Board as required and include: • Any Budget Transfer that negatively impacts member agency funding commitments. • Any Budget Transfer that negatively impacts the total Operating Budget or individual Capital projects. • Any Budget Transfer that increases the total authorized level of personnel. The Board, by approving any Budget Amendment, amends the Budget for the fiscal year. Any budget amendment that requires an increase in a member agency's funding commitments additionally requires the approval of that member agency. Budgetary Reporting The Approved or Amended Budget is the baseline for all comparisons to actual revenue and expenditures during a fiscal year. On a quarterly basis, budget status reports are presented to the Board of Directors. Additionally, the preparation of the following year's budget request provides staff with a mid -year opportunity for a detailed evaluation of progress compared to the budget plan of the current year. Internal performance reporting, and the preparation of the Comprehensive Annual Financial Report (CAFR) also provide tools for managing and reporting agency activities to the budget plan. 4/8/02, 12:09 PM 10 26 SCRRA FY 2002-03 Budget 2.2 Accounting Methodology The Operating Budget has been developed based on a projection of earned revenue and incurred expenses for that fiscal year. The Capital Budget is developed based on available revenues for New Capital and Rehabilitation/Renovation projects during the coming fiscal year. 2.3 Budget Components The Operating Budget is comprised of the following two major components: • Operations — This portion of the Operating Budget includes expenses required to operate the Metrolink system including train operations;, maintenance of equipment, fuel, security, utilities, transfer payments to other transit operators, revenue collection, payments railroads for dispatching, station maintenance, passenger services, general and administrative expenses, professional services, and insurance. • Maintenance -of -Way — This portion of the Operating Budget includes ordinary maintenance of the rights -of -way owned by SCRRA member agencies. It involves routine inspection and repair of track, signals, and structures. The Capital Budget is comprised of the following two major components: • Rehabilitation/Renovation projects — These are projects that extend the life of existing capital assets such as replacement of worn ties and rail, replacement of outdated signal system components, rehabilitation of tunnels and bridges, and the programmed replacement and rehabilitation of the following rolling stock components: Car Door Operators; Wheel Trucks; Heating/Ventilation/Air Conditioning (HVAC); Traction Motors; and Head End Power Engine. The budget includes both ongoing and new projects for FY 2002-03. • New Capital projects — These are capital projects that expand the system such as sidings, double track, installation of new signal system components, and new rolling stock. The budget includes new and ongoing projects. A listing of prof ects for which additional federal, state and local funds are being sought is provided Appendix 6.6, but not included in the budget at this time. If and when the funds are secured, the projects will be amended into the budget. 2.4 Significant Changes In Budgeting Approach Beginning in Fiscal Year 2002-03, the SCRRA standardized the practice of budgeting across the four principal operating contract agreements. Train Operations, Maintenance of Equipment in Operations, and Track and Structures Maintenance and Signal and Communications Maintenance in the Maintenance of Way (MOW) budget. Anticipated service levels and requirements are submitted to each contractor as part the budget's development. Contractors are then required, by contract, to provide their proposed staffing and material requirements and associated budget amounts. Fiscal Year 2002-03 is the first in which the MOW contractors are to provide detailed 4/8/02, 12:09 PM 11 27 SCRRA FY 2002-03 Budget information by each of the territories for which the SCRRA and its members are responsible. While this approach has moderated the growth in total costs, the resulting distributions to individual lines varies from prior year averages. (Please see Section 3.8 — Maintenance of Way Budget for further details) Historically, SCRRA has expensed all material purchases upon receipt. As of June 30, 2001, material receipts are recorded in inventory and expensed as issued to projects. For the purpose of budgeting, the materials expensed when moving from inventory to a project are included in the budget plan. Material costs in the inventory account are not budgeted, but are presented on the financial statements as an asset. 2.5 Budget Assumptions Operating Budget In May 2002, the SCRRA initiated limited commuter operations on a seventh line, the 91 Line. Total systemwide service levels assume 138 weekday trains operating on seven lines, and 32 weekend trains operating on two lines. New service extensions on the Inland Empire/Orange County, Orange County, Antelope Valley, and Ventura County lines, implemented in FY 2001-02 are annualized to continue through FY 2002-03. No new service additions are currently assumed in the Fiscal Year beginning July 1, 2002. A detailed listing of anticipated services is provided in Table 3.2. Also included in the FY 2002-03 Budget is the proposed "Take the Next Train" program in which the SCRRA and Amtrak have agreed to work together to allow passengers, on those lines where complementary service exists, holding valid Metrolink or Amtrak tickets, to choose the service provider most convenient to their travel needs. SCRRA's philosophy for maintenance -of -equipment (MOE) and maintenance -of -way (MOW) is to perform ordinary maintenance sufficient to prevent any loss of service -quality and to budget for Rehabilitation/Renovation at sufficient intervals to prevent the needed repairs/replacements from overwhelming the Operating Budget. Capital Budget The SCRRA is responsible for the safety and performance of the railroad system and all that travel upon it. Projects are selected based on the principle of minimizing and managing the risk of failure among system components. New Capital -projects included in the budget depend upon the availability of local, state and federal funding. Rehabilitation/Renovation projects included in the budget depend primarily upon the availabilityof funds from the five member agencies. Selected projects have been prioritized to meet projected funding available and chosen from a larger field SCRRA staff believe can be safely and responsibly deferred to future years. 4/8/02, 12:09 PM 12 2R SCRRA FY 2002-03 Budget Revenues Operating revenues include farebox, dispatching and maintenance -of -way revenues, interest, other minor miscellaneous revenues, and local contributions from the member agencies. Metrolink fares are assumed to increase 4% effective July 1, 2002, the third of three Board approved adjustments to the base fare structure of the agency. Also assumed in FY 2002-03 is an additional 1% incremental increase for the sole purpose of providing for increased operational and infrastructure security in light of ongoing national concerns. Average weekday ridership is projected to total 34,050, an increase of 3% over the FY 2001-02 Budget. Total ridership, including all weekend services, is expected to increase 4% from the FY 2001-02 Budget. The basis of fare revenue calculations is the assumed revenue per rider, estimated on the basis of current and prior years, projected by line, and dependent on the number of zones traveled by the average rider and a mix of ticket types. The resulting Farebox Revenue is projected at $41.7 million or 10% over the FY 2001-02 Budget. The. projected value of the 1% Security Increment is $330 thousand. The projection of fare revenues includes the armual 25% reduction in the December monthly pass price. The one -zone discounts for the Lancaster Station funded by the LACMTA and for the Oceanside Station funded by OCTA are also assumed to continue for FY 2002-03. Freight railroads and Amtrak Intercity services operating over territory owned by SCRRA member agencies provide dispatching and maintenance--of-way revenues, based upon existing agreements. Dispatching Revenues are estimated to increase to $2.8 million or 10% from the FY 2001-02 Budget. An additional $147,500 is estimated to be secured through the utilization of sponsorship partnerships for SCRRA special trains, primarily the Holiday Toy Express. Maintenance of Way revenues are estimated to increase to $8.3 million or 10% above the FY 2001-02 Budget. The increase is attributable to strong increases in freight traffic as well as the indexing of agreements for increased costs. Capital revenues consist of Federal, State and local agency funds as well as contributions from third parties, namely freight railroads, in the form of direct grants and participation in specific projects. Funding for the Capital Budget is provided by the following: Federal Funds - $ 43.5 million State Funds - 50.1 million Member Agency Funds - 23.1 million Third Party Participation - 1.lmillion Other Local Funds - 2.2 million Total $120.0 million 4/8/02, 12:09 PM 13 29 SCRRA FY 2002-03 Budget Expenses The major driving factors in projecting operating expenses are service levels and cost -of -living increases ranging from I% to 4% included in multi -year service contracts. In the FY 2002-03 proposed budget, increases result from the full year annualization of service improvements implemented in January and May of 2002, increasing costs of Equipment Maintenance due to an increase in fleet size of 24% and maintenance at outlying points, significant increases in the costs of security services and insurance premiums resulting from attack on the United States of September 11, 2001, and costs paid to freight railroads to operate on non-SCRRA Member owned property. Staff costs are increasing due to 5 new (non -dispatching) positions, an assumed 4% merit increase, and an increase in fringe benefit costs due to rising Medical and Dental premiums. The FY 2002-03 Budget proposes that, beginning October 1, 2002, dispatching services for the territory over which the agency operates and is responsible, will be staffed directly with SCRRA personnel. This service has previously been provided by Amtrak under its operating contract. 2.6 Summary of the FY 2002-03 Budget The FY 2002-03 combined Metrolink Budget is $218.6 million. The Operating Budget is $98.6 million and includes train operations at $78.6 million and maintenance -of -way at $20.0 million. The Rehabilitation/Renovation Budget is $32.9 million and includes $10 million in previously approved but uncompleted projects, and $22.9 million in new projects for FY 2002-03_ The New Capital Budget includes $87.2 million in approved projects. SCRRA is also seeking local, state or federal funds for additional New Capital projects. These projects are not yet included in the FY 2002-03 Budget_ As funds become available, these projects will be amended into the budget. 2.7 Summary Total FY 2002-03 Budget Sources and Uses by Member Agency Table 2.1 provides a summary of the FY 2002-03 Budget revenues and expenditures by member agency. Revenues are separated into Local Funds for Operating and Capital; Other Operating Revenues that include Farebox Revenue, Miscellaneous Operating Revenues (principally Dispatching), and Maintenance -of -Way Revenues; and Other Capital Revenues which include Interest on Lease Proceeds, Other Agency Local, State, Federal, Amtrak Intercity and freight railroad funds. The expenditures are shown for the four categories of the Budget: Operating Expenditures; Maintenance -of -Way; New Capital; and Rehabilitation/Renovation. 2.8 Summary of FY 2002-03 Revenues Table 2.2 shows the projected revenues for the FY 2002-03 SCRRA Budget and compares these with actual revenues for FY 2000-01 and the FY 2000-01 to FY 2001-02 Budgets. • Actual farebox revenues have increased each year. FY 20002-^' a 10% increase over the Adopted FY 2001-02 Budget, and a 8% increase over the current es.,,._.:ied actual. 4/8/02, 12:09 PM 14 111 TABLE 2.1 FY 2002-03 B UDGET SOU RCES AND USES BY MEMBER AGENCY ($000s) (Local Funds For Operating Operations Maintenance -of -Way Other Operating Revenues Farebox Revenue Miscellaneous Operating Revenues MOW Revenues Operating Expenditures (Excludes MOW) Maintenance -of -Way a�� idgef �; Local Funds For Capital New Capita] Rehabilitation/Renovation Other Capital Revenues Interest on Lease Proceeds Other Local Funds State Funds Federal funds Amtrak Funds UPRR Funds New Capital Rehabilitation/Renov ation $45,903.2 34,143 .7 11, 759.5 552,732.3 41,710.1 2,760.0 8,262.3 78,613 .8 20,021.7 523,081.0 8,353.4 14,727.6 596,919.5 1,000.0 0.0 50,096.8 43,545.6 1,189;0 1,088.1 87,142.9 32,857. 7 46 .5% 34.6% 11 .9% 53.5% 42.3%, 2.8% 8.4%e 41.7% 36.3% 1. 0%% 0.9%Q, 526,790 .2 20,2I5.8 6,574.4 529,346.4 22,880.8 1,393.4 5,072.2 44,490.0 11,646,6 519,418.8 6,959,9 12,458 .9 51,302.6 168.6 1,134.0 5,216.0 8,262.5 12,458. 9 57,971.4 5,153.2 2,818.1 510,663.7 7,906.6 899,2 1,857.9 13,959,0 4,676.1 5I,941.4 658 .0 1,283 .4 519,039 .1 13,905.6 5,133.5 14,563. 6 6,416.8 $3,029.9 2,816.2 213.7 53,134.6 3,105.9 28.7 0.0 5,950.8 $147 .5 147 .5 0.0 5852.5 852.5 $4,577.3 3,137.9 1,439.4 $7,605.5 6,628.5 80.8 896.2 9,847.2 2,335.7 51,502.6 517.3 985,4 $8,302.8 1,021 .4 7,281,5 4,878.6 4,926.8 $3,534.4 2,820.5 713 .8 51,982,1 1,188.3 357 .9 435.9 4,366 .7 1,149.8 $70.6 70.6 0.0 $2,986.6 2,986.6 2,986.6 $64,436.0 1,000.0 35,001.3 26,157,6 1,189,0 1,088.1 559,219.9 Pd Summary a 4/5/2002, Mt. Is -Summary TABLE 2 .2 COMPARISON OF REVENUES ($000s) Operating R even ues Farebox Dispatching/Other Maintenance -of -Way Local Funds for Operating Sbbtatal era#fir yen.e.: $31,992.7 2,029.2 6,975,1 38,990 .5 $31,890 .0 2,289.1 7,651 .2 33,750.3 $35,297.9 2,177,9 7,431.0 39,896.8 $35,770 .4 2,440.7 7,474.1 34,345.5 $37,816.6 2,438.0 7,523.4 43,896,1 $41,710.1 $2,760.0 8,262.3 45, 903 .2 8,x'5.5 10.30% 13.21% 9.82% 4.57% Pp �vela�3r�3: Capital Revenues State $30,021.7 $10,052.2 $28,763.2 $16,958.3 $68,651,5 $50,754.9 (26.07 %) Federal 36,750.0 23,516.2 47,269.5 6,484,2 43,753.2 30,221,5 (30.93%) Interest on Lease Proceeds 1,562.0 1,413.3 1,350.0 924 .5 1,000.0 1,000.0 0.00 % Union Pacific Railroad/BNSF 90.0 0.0 981.2 1,007.1 1,319.0 1,088.1 (17.51%) Amtrak 949.0 0.0 1,349 .0 0,0 941.0 941.0 0.00% Local Funds for Capital 26,894.9 21,405.7 25,822.8 12,366.3 29,088.3 35,995.1 23.74% S b 66.i: g ital. f /lue tl `s• :; .. . ..: ].T CI}, {% :::.',: ::. 5 38z4 .. :: $1;0.6; 3 .8 : .. ...: 37,7 11 x 44453 •_LZ t1OD.5 :; . '1 T I N1- Pel'cent of I'ofa,eV: 4nse r `4 C�xl ei+i }77} 816 frU 6I Summary Charts-FY03.xls, 4/4/2002, 2:52 PM SCRRA FY 2002-03 Budget • Dispatching/Other Revenues include fees for dispatching freight and Amtrak intercity trains and is estimated to equal $23 million, an increase of 13% over the FY 2001-02 Budget. • At the request of member agencies, Interest Income is traditionally not budgeted. These funds are contingent on cash flow and are used to reduce local operating subsidies as part of the end of the fiscal year member reconciliation. Member agency contributions for ordinary maintenance are partially offset by revenues received from the freight railroads and Amtrak Intercity. These revenue's rates were negotiated based on the historical expenditures on maintenance -of -way by the freight railroads prior to the purchase of these rights -of -way by the Member Agencies. However, due to the requirement of maintaining a higher standard of quality passenger rail service, these revenues do not offset all costs. MOW revenues total $8.3 million or 9% above the FY 2001-02 Budget. Local funds from the five member agencies for the Operating Budget vary from year to year. Local funds in FY 2000-01 were $34.3 million, increased to $43.9 million in the FY 2001-02 Budget, and are projected to be $45.9 million in the proposed FY 2002-03 I3udget. This represents a 5% increase over the FY 2001-02 Budget. Revenues for New Capital and RehabilitationfRenovation include state and federal grants, interest on lease proceeds, and railroad and local funds. Projects are included in the Budget dependent upon the availability of these funds. The Capital Budget is 55% of the total FY 2002- 03 Budget. Dependent upon the availability of state and federal funds (principally for capital), local revenues as a percent of total revenues are estimated to be 32% of the FY 2002-03 Budget. 2.9 Summary of Operating and Capital Budgets by Expense Type Table 2.3 provides a summary of projected expenditures for FY 2002-03 by summary expense type. As shown in the table, expenditures have been segregated into eight primary expense types. These are listed and described below: • Labor - All SCRRA employee salaries, wages and fringe benefits. • Purchased Transportation -- Payments to the contract operators of commuter train operations and maintenance -of -equipment. This category also includes Transfer Payments to other operators, and the use of Emergency Bus Services. • Services - Expenses for Operating Facilities Maintenance; Other Operating Train Services; Security (Los Angeles County Sheriff and private guard services); Public Safety Program; Ticket Vending Machine (TVIVI) Maintenance; Revenue Collection; Passenger Relations; Marketing; Media & External Communications; Professional Services; and Non -Labor Services. • Utilities/Leases - Expenses for telephone and other utilities and leases and rentals for office equipment; automobiles; facilities; rolling stock; maintenance -of -way equipment; and other 4/8/02, 12:09 PM 17 33 SCRRA FY 2002-03 Budget TABLE 2.3 TOTAL AGENCY EXPENDITURES BY EXPENSE TYPE ($000s) :.: :.: ... tips ai ng Budg l et Ent •�sd ng M(}�' _... . : 00 O1: E etual €� 0 B, ti... e€ . . . . . : 02-0 Iii (2 Budget bJo 0203- uA Labor $8,529.9 $9,618.5 $11,035.0 11.2% Purchased Transportation 32,008.0 36,948.3 39,967.3 40.5% Services 14,780.4 15,309.8 17,560.3 17.8% Utilities/Leases 2,849.5 3,497.2 2,830.9 2.9% Maintenance -of -Way 10,705.0 14,395.8 15,014.3 15.2% Insurance & Liability 4,475.6 3,215.0 4,390.0 4.5% Other Expenses 6,682.2 8,689.4 7,837.6 7.9% $i.1 total )1. 6 .4.::ii ' .. . .=. . _ . . . :. :. .0 7:- :::::: X91;614.0....:.::$P-8 3 5 :: -:-:-:-::::. O.- :A:-:-: . :. Ca ita:i Bu get .::`:. ....::: Aetna# - :; Budget _ 02- ::::::.a.%� : Bti40 . ;: - or :o .13 ]Ind'Aet: Labor $1,360.5 $2,106.8 $2,181.7 1.8% Services 576.4 369.4 439.6 0.4% Utilities/Leases 100.1 91.8 159.3 0.1% Capital 31,913.2 141,922.4 116,969.6 97.5% Other Expenses 179.2 262.6 250.6 0.2% . SubtotM Cap t.; I Budget :. .. .. .$34,1.29:4 _:....$I441 1 :-: ZO.;,80Da?..-r.... 1fl 1. !°.lo:..:..: - FY a0 €11"::::.=::=: - 01-. = 1 'Y:02-03 . °l8 of FY02-03'. :;*-04:: : ::.::: -. . . ::: : ct .:::::::: �:�:�:-. Binge# : ,33n 1g�et .•: . : . . .•. 3axdgel: Labor $9,890.4 $11,725.4 $13,216.7 6.0% Purchased Transportation 32,008.0 36,948.3 39,967.3 18.3% Services 15,356.8 15,679.2 17,999.9 8.2% Utilities/Leases 2,949.6 3,589.0 2,990.3 1.4% Maintenance -of -Way 10,705,0 14,395.8 15,014.3 6.9% Insurance & Liability 4,475.6 3,215.0 4,390.0 2.0% Capital 31,913.2 141,922.4 116,969.6 53.5% Other Expenses 6,861.4 8,952.0 8,088.2 3.7% Tata1. CIrRA B• dget := : 5114,160 I:::: ..::$ ,42 1 21.8,63fi =:;'=:::.1f1�.Q"la::::::::: 4/4/2002 1:24 PM 34 Dept Budgets by Exp Type-FY03xls Exp Sum SCRRA FY 2002-03 Budget • leases and rentals. • Maintenance -of -Way - Expenses for maintenance of track, signal & communications; structures, extra -ordinary maintenance; maintenance -of -way equipment maintenance; and other maintenance -of -way expenses. • Insurance & Liability — Expenses for insurance premiums, claims and claims administration. • Capital - Expenses for Rehabilitation/Renovation and New Capital projects. • Other Expenses — Expenses for materials and supplies; taxes; miscellaneous expenses including dues and subscriptions; travel, meetings, and conferences; training and seminars; advertising; legal and meeting notices; postage and messenger; etc. The majority of SCRRA expenditures are included in the Capital expense type, 54%, followed by Purchased Transportation, 18%m. Reflecting further that the SCRRA contracts out the majority of the services included in the budget, Agency Labor, makes up 6%of the total budget and 11% of the Operating Budget. Within the Operating Budget, Purchased Transportation makes up 41%; Services make up 18%, Maintenance -of -Way is 15% of the total. 2.10 Summary of Operating and Capital Budgets by Department Table 2.4 provides a summary of projected expenditures for FY 2002-03 by Department. 2.11 Summary of FY 2002-03 Authorized Positions Table 2.5 provides a summary of the FY 2002-03 proposed positions by department and compares with positions for FY 2000-01 and FY 2001-02. During FY 2001-02, the agency reorganized the Passenger Services Division of the Operations Department in order to more effectively oversee interaction with the SCRRA's customer. Included in this reorganization was the assumption of ticket sales at Los Angeles Union Station, a service previously contracted to Amtrak. Beginning October 1, 2002, the Budget anticipates the assumption of the provision of dispatching services previously contracted through the Amtrak contract. The inclusion of this function as a direct operating component of the SCRRA (with its 26 positions) brings in-house a function central to Metrolinlc's on -time performance and ensures an uninterrupted continuation of services in the event future actions of the National Board of Amtrak would be detrimental to the interest of the SCRRA. In FY 2002-03, 31 new positions are proposed to bring total staffing to 207 Board authorized positions. These new positions include the following: Assistant Executive Officer - Administrative Assistant Strategic Development & Communications - Administrative Assistant Geographic Information Systems Analyst 4/8/02, 12:09 PM 19 35 SCRRA FY 2002-03 Budget TABLE 2.4 COMPARISON OF EXPENDITURES BY DEPARTMENT ($000s) it .Bu f: iichi lin g:Mo Executive Support Services & Technology Operations Engineering & Construction Equipment Strategic Development & Comm Finance -t t E eases:. • Executive Support Services & Technology Operations Engineering & Construction Equipment Strategic Development & Comm Finance Executive Support Services & Technology Operations Engineering & Construction Equipment Strategic Development & Comm Finance :Iua $1,738.5 11,427.5 27,771.5 14,888.2 18,3 60.2 2,666.9 3,177.9 $181.6 478.9 69.1 25,914.8 7,068.6 47.9 368.6 $1,920.1 11,906.4 27,840.6 40,802.9 25,428.7 2,714.8 3,546.5 { -11 (kite $1,919.9 10,167J 29,621.9 18,088.2 24,390.5 3,7153 3,77L1 1,6 $189.5 938.6 0.0 104,614.6 33,628.3 47.1 5,334.9 $2,109.4 11,105.7 29,621.9 122,702.8 58,018.7 3,762.4 9,106.0 $2,109.1 13,092.7 32,436.6 18,026.1 24,737.9 3,903.8 4,329.3 ::$98;6353:::; $195.0 880.9 0.0 85,308.1 19,874.4 54.5 13,688.0 Rgc11:0r�j `• • 02: izd ei ''0;:Birdget 3% (6%) $2,304.1 9% 13,973.6 26% 32,436.6 10% 103,334.3 (16%) 44,612.3 (23%) 3,958.2 5% 18,0173 98% T{17'd_ )E �]k13C#1��5:':.•.::'.-::-:�'�'�'•'� �:-: � :�:�:-:�:-: :�:::• ...•������6�:�. :����{s;�'�'� � :. •:� • xe�yJ v y .: ....:t�"°.�o�:�'•:�:-' 4/4/2002124 PM 36 Dept Budgets by Exp Type-FY03.xls-Dept SCRRA FY 2002-03 BUDGET TABLE 2.5 SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY FY 2002-03 BUDGET COMPARISON OF POSITIONS BY DEP ARTMENT Executive Support Services an d Technology Operations Engineering & Construction Equipm ent Strategic Development an d Communications Finance 6 23 24 • 7 27 24 Y2IiOEi-0. 441444 -, 0 7 `:20024#'3:; 7 1 27 1 31 26 Subtotal 36 7 17 23 :37 37 7 18 24 144 0 0 0 7 37 0 7 18 2 24 1 151 31 8 28 57 37 7 20 25 182 Ambassadors - Full Time Ambassadors - Part Time 7 6 25 251 3 22 0 3 22 * In July 2001, the Passenger Services Division of the Operations Department underwent a reorganizatio n to more effectively interact with the agency's customers. The reorganization had the following. effects: Action Position Positions Impact Add Manager, Passenger Services I Add Customer Relations, Manager 1 A dd Passenger Services, Manager 1 A dd Station Coordinatior 3 Add Customer Service Representativ es 5 Delete Transportation Coordin ators -2 Delete Senior Tran sportation Coordinator -1 Delete Rail Operations Planner -1 Delete Ambassadors - Full Time -3 Delete Abassadors - Part Time -3 Total 1 '1.FIip4/8102; SCRRA FY 2002-03 Budget Executive - Administrative Assistant Finance - Administrative Assistant Operations - Manager, Dispatching Operations Dispatching Operations Supervisors (6) Train Dispatchers (18) Administrative Assistant In FY 2000-01, the SCRRA completed an exhaustive study of the administrative needs of the organization given the changes in both the administrative structure of the agency, as well as the physical location requirements. A number of internal changes were made in line with this study as part of the Fiscal Year's 2000-01 and 2001-02 budgets, including the addition of some recommended positions. In December of 2001, a follow up assessment was conducted to determine the adequacy and efficiency of previous changes. The Administrative Assistant positions requested above represent positions identified in the 2000-01 study, but never budgeted and are consistent with the recommendation of the follow up assessment. The position of Geographic Information Systems Analyst is proposed to provide necessary support to both Operational personnel and the provision of increased Market Research data. This position will have the capacity to integrate a variety of sources, both external and internal, including the agency's Universal Customer Care Database (UCCDB), into an extensive spatial representation model to provide far greater analytical capability to the agency's ability to target market, work jointly with regional transit operators, and identify future potential demand centers in the Southern California region. 4/8/02, 12:09 PM 22 '�R SCRRA FY 2002-03 Budget SECTION 3 SCOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY OPERATING BUDGET 4/8/02, 12:09 PM 23 39 SCRRA FY 2002-03 Budget 4/8/02, 12:09 PM 24 an SCRRA FY 2002-03 Budget 3.0 OPERATING BUDGET 3.1 Performance Data Figures 3.1 through 3.4 provide a summary of the FY 2002-03 performance data as projected in the Budget and compared with historical data since 1992. The budget illustrates the continuing growth and efficiency ofMetrolink operations. As shown in Figures 3.1 and 3.2, both operating expenses and train -miles have increased, but prior to FY 2002-03, operating expenses have increased at a significantly lower rate. Fare revenues have increased with ridership, and maintenance -of -way and dispatching revenues continue to remain strong. Several factors contribute to moderate the increase in member agency subsidy requirements for FY 2002-03 as compared with the Budget for FY 2001-02: Factors tending to increase member agency subsidies: • Train operating expenses are projected to increase 9% Total Revenue Miles operated is expected to climb 10% • Average Weekday Ridership is projected to increase 3% and Total Ridership by 4% • Significant increases in payments to Freight Railroads due to increased service on rights -of way owed by the Burlington Northern Santa Fe Railway. • Combined increases in the costs of Operating and Property Insurance premiums of 38% Factors tending to moderate member agency subsidies: • Farebox Revenues are projected to increase 10% • Maintenance -of -Way Revenues are projected to increase by 10% • Maintenance of Way expenses arc increased 2% • Fuel costs are expected to decline 14% Figures 3.3 and 3.4 provide various operating statistics. Revenue recovery is calculated as the ratio of total operating revenues over total expenses less rolling stock lease and maintenance -of - way extra -ordinary maintenance.2 Since FY 1996-97 the revenue recovery index has been over 50% and is projected at almost 54% for FY 2002-03. In past years, final actual revenue recovery ratios have generally been higher than the budget projection due to contingencies included in the annual budgets as well as interest received on fares and other funds received in advance for operations and capital projects. Farebox revenues are estimated to cover 46% of total operating expenses for FY 2002-03. Operating expense per train -mile is calculated net of extra -ordinary maintenance and is projected to be $47.24 in FY 2002-03 a decline from $48.48 in the Fiscal Year 2001-02 Budget. 2 Extra -ordinary maintenance covers damages due to vandalism, crossing gate accidents, derailments, fires, storm damage and other expenses as required. In years without unusual rainfall or train accidents, $500,000 has been a reasonable estimate, and this is the level proposed for FY 2002-03. In other years, such as has been experienced in FY 1997-98 with the El Nino storms, the total can easily exceed S3,500,000. 4/8/02, 12:09 PM 25 41 FIGURE 3.1 SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY ANNUAL OPERATING DATA - FY 92-93 TO FY 02-03 OPERATING EXPENSE ($Millions) $110 $90 $70 $50 $30 $10 FY 93-94 FY 94-95 FY 95-96 FY 92-93 FY 96-97 FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02 FY 02-03 $18.86 $45.31 $57.88 $64.4 $68A $73.7 $77.9 $75.1 $80.0 $91.7 $98.6 $60 - $50 $40 - $30 - $20 - $10 - $ REVENUES ($Millions) FY 92-93 o FY 93-94 FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02 FY 02-03 $3.5 $15.4 $23.3 $30.7 $37.7 $38.0 $39.1 $41.8 $44.9 $47.8 $52.7 $50 $40 - $30 - $20 - $10 OPERATING SUBSIDY ($Millions) FY 93-941 FY 94-95 FY 92-93 $15.7 $28.4 $34.1 FY 95-96 $33.6 FY 96-97 , $30.7 FY 97-98 $3-5.67 FY 98-99 FY 99-00 FY 00-01 FY 01-02 FY 02-03 $37.64 $33.26 $34.35 $43.90 $45.90 Actuals to FY 00-01, Budget for FY 01-02 and FY 02-03 4/4/2002 42 Charts03�ds C3.1 FIGURE 3.2 SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY ANNUAL OPERATING DATA - FY 92-93 TO FY 02-03 2,500 2,000 - 1,500 - 1,000 - 500 TRAIN MILES (Thousands) FY 93-94 FY 92-93 FY 94-95 FY 95-96 FY 96-97 211.8 708.0 978.5 FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02 1,155.8 1,295.8 1,405,9 1611.1 1,757.2 1,792.3 1,890,9 FY 02-03 2,088.1 $50 $40 $30 $20 $10 $- FARES ($Millions) FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 96-97 FY 97-98 $2.6 $11.7 $17.2 $21.8 , $24.5 $27.1 FY 98-99 $29.1 FY 99-00 I FY 00-01 [FY 01-02 FY 02-03 $31.9 $35.3 $37.8 $41.7 40,000 30,000 - 20,000 • 10,000 AVERAGE WEEKDAY RIDERSHIP FY 92-93 FY 3-94 Y FY Y 5,399.2 129856 F17,2695_� 21 2076. F21,7047 F 25,700FY 8 [FY 98-99 26,851 Actuals to FY 00-01, Budget for FY 01-02 and FY 02-03 FY 99-00 FY 00-01 FY 01-02 FY 02-03 27,049 _ 31,519 33,159 34,050 4/4/2002 43 Charts03.xls C3.2 FIGURE 3.3 SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY ANNUAL OPERATING DATA - FY 92-93 TO FY 02-03 REVENUE RECOVERY 70% 60% - 50% - • 40% - 30% 20% - 10% FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02 FY 02-03 16.8% 37.3% 41J% 48.0% 55.7% _ 54.1% 51.6% 56.2% 57.6% 52.7% , 53.7% OPERATING EXPENSE /TRAIN MILE $100 $75 - $50 - $25 FY 93-94 FY 94-95 FY 95-96 FY 92-93 FY 96-97 FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02 FY 02-03 $89.05 $64.00 $58.63 $55.27 $52.41 $50.01 $48.40 $42.45 $44.37 $48.22 $47.24 Actuals to FY 00-01, Budget for FY 01-02 and FY 02-03 Revenue Recovery = Operating Revenues/Operating Expenses Net of Rolling Stock Lease Payments & Extra -Ordinary Maintenance Farebox Recovery = Farebox Revenue/Operating Expenses Net of MOW Revenues, Rolling Stock Lease & Extra -Ordinary Maintenance 4/4/2002 44 Charts03.xls C3.3 FIGURE 3.4 SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY ANNUAL OPERATING DATA - FY 92-93 TO FY 02-03 $1.0 $0.8 - $0.6 - $0.4 - $0.2 $- OPERATING EXPENSE/PASSENGER-MILE FY 93-94 FY 94-95 FY 92-93 80.71 $20 $15 • $10 - $5 - $0.41 FY 95-96 FY 96-97 FY 97-98 FY 98-99 FY 99-00 $0.37 _ $0.33 $0.34 $0.32 $0.32 $0.29 FY 00-01 $0.26 FY 01-02 $0.29 FY 02-03 $0.29 _ OPERATING SUBSIDY/RIDER FY 92-93 FY 93-94 FY 94-95 FY 995 6 FY 96-97 FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02 FY 02-03 $16.70 $8.63 $%.m $6,18 $5.55 $5.66 $5.59 $4.75 $4.16 $S.QA $5.08 $1.0 $0.8 - $0.6 - $0.4 - $0.2 - $- OPERATING SUBSIDY/PASSENGER-MILE FY 92-93 $0.59 FY 93-94 _ $0.26 • FY 94-95 $0.22 FY 95-96 $0.17 FY 96-97 Actuals to FY 00-01, Budget for FY 01-02 and FY 02-03 $0.15 FY 97-98 $0.16 FY 98-99 $0.15 FY 99-00 $0.13 FY 00-01 $0.11 FY 01-02 $0.14 FY 02-03 $0.14 4/4/2002 45 Charts03.xls C3.4 SCRRA FY 2002-03 Budget Operating expense per passenger -mile has fluctuated between $0.30 and $0.34 since FY 1995-96 and is projected to be $0.29 in FY 2002-03. Operating subsidy per rider has decreased as the system matured, and the projection for FY 2002-03 is $5.08. As Metrolink trips are relatively lengthy, a better indication of the efficiency of the system is operating subsidy per passenger - mile. This index is projected to remain unchanged at $0.14, which is very competitive with other transit properties in the region. 3.2 Summary of FY 2000-01 Statistics by Line Table 3.1 provides the estimated operating statistics by line for FY 2002-03 and the calculation of various performance ratios. Revenues and expenses are allocated to lines using formulae described in detail in Sections 6.1 through 6.4. Average trip length for FY 2002-03 is projected at 36.2 miles, consistent with the method used for National Transit Database (formally Section 15) reporting. Dependent on ridership and revenues received for each line, operating statistics vary considerably. The Orange County, San Bernardino, and 1EOC Lines have the highest revenue recovery and most favorable cost- effectiveness and service efficiency indices as these lines have the highest ridership per train and train -mile. The Ventura County and Antelope Valley lines have the lowest revenue recovery and least favorable cost-effectiveness indices as these lines have lower ridership per train and the corresponding highest operating costs and subsidy per train -mile. 3.3 Components Of The Operating Budget The two components of the Operating Budget - Operations and Maintenance -of -Way, have multiple sub -components of both expenses and revenues, which are provided to permit allocation to line and to member agencies. • Operations — This portion of the Operating Budget includes expenses required to operate the Metrolink system including train operations, maintenance of equipment, fuel, security, utilities, transfer payments to other transit operators, revenue collection, payments to freight railroads for dispatching, station maintenance, passenger services, general and administrative expenses, professional services, and insurance. • Maintenance -of -Way — This portion of the Operating Budget represents ordinary maintenance of the rights -of -way owned by SCRRA member agencies, and includes routine inspection of track, signals, structures and repairs as needed. 3.4 Operaticg Budget Assumptions Service - The FY 2002-03 Budget assumes the operation of 138 daily trains on seven lines and 32 weekend trains on two lines. Total Revenue Train Miles are expected to increase approximately 10% over the FY 2001-02 Budget. Effective January 2002, the agency added additional off peak services on the Ventura County and 4/8/02, 12:09 PM 26 46 TABLE 3.1 OPERATING ST ATISTICS OPERA TING STATISTICS: Train Trips - FY 02-03 Budget Passenger Boardings - FY 02-03 Budget Change - FY 02 Estimated Actuals to FY 03 Proposed % Change - FY 02 Adopted Budget to FY 03 Proposed Train Miles - FY 02.03 Budget % Change - FY 02 Estimated Actuals to FY 03 Proposed % Change - FY 02 Adopted Budget to FY 03 Proposed Passenger Miles - FY 02-03 Budget Average Weekday Ridership Average Trip Length (Miles) 'FINANCIAL ($=000): Operating Cost (w/ MOW) FY 02-03 Budget (1) % Change - FY 02 Estimated Actuals to FY 03 Propo sed % Change - FY 02 Adopted Budget to FY 03 Proposed Operating Cost (w/o MOW Extra -Ordinary Maintenance) Operating Cast (w/o MOW) - FY 02.03 Subsidy (w/ MOW ) • FY 02-03 % Change - FY 02 Estimated Actuals to FY 03 Proposed % Change - FY 02 Adapted Budget to FY 03 Proposed Farebox Revenue - FY 02.03 %Change - FY 02 Estimated Actu als to FY 03 Proposed %Change- FY 02 Adopted Budget to FY 03 Proposed Other Revenues - FY 02-03 (2) Average Fare Per Passenger - FY 02-03 CO ST / SERVICE EFFICIENCY - FY 02-03 Op Cost / Passenger (w/o M OW Extra -Ordinary Maintenance) Op Cost / Passenger Mile (w/o MOW Extra -Ordinary Maint) Subsidy / Passenger Subsidy / Passenger M ile Op Cost / Train Mile Op Cost / Train Mile (w /o MOW) Subsidy / Train Mile Farebox Recovery (3) Revenue Recovery (4) 54 20 7,832,650 857,177 1.9% 0.5% 4.6 % (19.554,) 510,646 240,210 0 .8% 6 .3% 3.3 % 4.0% 102,266,357 24,858,133 10,150 3,361 36.9 29.0 32 1,595,750 4,8% 15.3% 439.560 18.9% 24.4 % 59,761,907 5,850 38.1 524,158.9 514,631.5 521,183,3 9.5% 14 .1% 13 .0% 2.9% 6.4 % 5.3% $24,034,4 514,538.2 $21,052.0 $18,511 .1 511,196.5 $15,970.0 58,128.! $8,988 .7 $12,309,7 16 .4 % 24.3 % 14,7% (10.2%1 13.9% (1.1%) 13,444.1 3,542.5 6,344.8 4.4% (6,9 %1 15.9 % 9. 8% (12.9%) 23,5 % 2,586.7 2,100.3 2,528.8 $4.75 $4.13 53.98 58.48 $16.96 $13.19 $0.24 50.58 50.35 $2.87 510. 49 $7 .71 $0. 08 50.36 50.21 $47.31 560.91 $48.19 $36. 25 546. 61 $36.33 $15. 92 537.42 528.00 62.1%i 27. 0°% 33.5% 66.7% 38.8% 42.2% 38,352.0 0.4% 0 .9% $0,0 50.0 50,0 50.00 12 19 12 9 1,173,000 1,565,397 816,000 204,000 (3.4%1 5.2 % 5.6% 351.2% 4.2 % 0.1% 0 .7% 351.2 % 179,622 334,637 203,975 141,143 (3.3%1 6.2% 11,2 % 129,0% 15 g,,;1. 3.5% (4 .2?'%) 198.8 % 48,519,631 60,353,400 34 ,435,200 7,140,000 4,600 6,139 3,200 800 40.2 38.8 42.2 35,0 170 9,043,974 4,2% 3.8 % 2,088,143 10.7 % 10.4% 337 ,334.628 34,100 36.2 510,836.9 517,965,7 57,962.9 $1,896.2 598,635.5 10 .7% 18.3% 15.8% 144,6% 14,2 % 3.8 % 11.8% 8,5 % 308.1% 7.6% $10,818 .4 $17,862.4 $7,936.7 $1,893 .3 598,135.5 510,410.4 513,533.6 $7,210.9 51,781,2 578,613 .8 54,743.5 57,100,4 53,593,1 $939 .7 $45,903.2 26,0% 31.9 % 23.1% 35.7% 21.2% 1 .1% 16 .7% 9.7% 151 .9 % 4.6 % 5,852.7 7,652.7 3,948.0 925.3 41,710.1 1,2 % 9.6 % 11.7% 1,750,6 % 8,3% 6,3% 6,9% 8,3 % 1,481.7 % 10,3% 240.6 3,212 .7 321.8 31.3 I1,022.2 54.99 $4 .89 54.84 $4.54 $4,61 59.22 $11.41 59.73 59,28 $10.85 $0.22 50.30 50.23 50.27 $0.29 $4.04 54.54 $4.53 $4 .61 55.08 50.10 50.12 $0.11 50.13 50.14 560.33 553 .69 $39.04 513.43 547.24 $57 .96 540.44 $35.35 512.62 $37.65 526 .41 521.22 518,11 56.66 $21.98 54.8% 48.0% 51.4% 49.7% 46.4% 56.3% 60 .8% 53.8 % 50.5% 53,7% Notes: (1) Casts include all expenses for Metrolink and MOW on operating and non• operating lines. (2) Other rev enues include dispatching fees and M OW revenues from Freight and Amtrak due to individual member agencies. (3) Farebax recov ery is the ratio of Farebox revenue to halal expen ses net ofmaintenance-of-wayrevenues. rolling stock lease payments and extra -ordinary maintenance, (4) Revenue recovery is the ratio 0/operating revenues to operating expenses net at -rolling stack lease payments and extra -ordinary maintenance. Annual Sta1503. x'. •mmary 4/82 002 8:55 AM SCRRA FY 2002-03 Budget Antelope Valley Lines. In May of 2002, new peak and off peak round trip service was added to the new 91 Line. Further, extensions on the Antelope Valley, Orange County and Inland Empire/Orange County Lines provide additional`options to Metrolink riders to extend their trips to the terminal point of each line. Saturday service on the Riverside Line was terminated in response to poor ridership. This operating scenario fully utilizes the existing equipment, and any additional changes to services will primarily involve capacity improvements to individual train sets as newly arrived cars are cycled into scheduled rotations and existing consists. A new program to be implemented in FY 2002-03 is the "Take the Next Train" program in which the SCRRA and Amtrak will work together to allow passengers, on those lines where complementary service exists, holding valid Metrolink or Amtrak tickets, to choose the service provider most convenient to their travel needs. A graduated reimbursement scale has been negotiated based on Passenger Counts. The FY 2002-03 Budget assumes continuation of the service improvements implemented in FY 2001-02 and fully annualizes the resulting operating costs. Tables 3.2 and 3.3 reflect service assumptions and revenue miles projected for FY 2002-03. TABLE 3.2 SERVICE ASSUMPTIONS FOR FY 2002-03 Line Weekday Trains Saturday Trains Sunday Trains San Bernardino 30 San Bern -LA 7 San Bern -LA 9 Riverside -LA 2 San Bern LA 6 Riverside -LA Ventura County 4 Chatsworth -LA 12 Moorpark -LA 4 Oxnard -LA Antelope Valley 2 Santa Clarita-LA 4 Via Princessa-LA 18 Lancaster -LA 8 Lancaster -LA Riverside 12 Riverside -LA (UP) 91 9 Riverside -LA (Fullerton) Orange County 6 Irvine -LA 2 Laguna Nigel — LA 1 San Juan Cap -LA 10 Oceanside -LA Inland Empire to Orange County. 4 San Bern -Irvine 1 San Bern -Laguna Nigel 2 San Bern -San Juan Cap 2 San Bern -Oceanside 2 Riverside -Irvine 1 Riverside -San Juan Cap Burbank Turns 8 Burbank Airport -LA 4 Burbank -LA Maintenance of Equipment (MOE) — The current fleet of rolling stock consists of 37 Locomotives and 146 Passenger Vehicles. In FY 2001-02 the agency took delivery of 27 new passenger cars and 4 locomotives, greatly expanding the capacity of the agency to perform ongoing ordinary maintenance as well as the more extensive rehabilitation and renovation 4/8/02, 12:09 PM 28 4R SCRRA FY 2002-03 Budget program. Table 33 REVENUE TRAIN MILES FOR FY 2002-03 Line San Bernardino Line Ventura County Line Antelope Valley Line Riverside Line (via LTP 91 Line FY 2001-02 Budget 494,336.0 230,889.6 353,304.6 190,801.6 FY 2002-03 Budget 510,646.2 240,210.0 439,559.6 179,622.0 141.142.5 Increase/ (0ecreaseL Orange County Line Inland Empire/Orange County Line Burbank Turns 47,244.0 16,310.2 9,320.4 86,225.0 (11,179.6 323,425.8 212,913.8 37,998.4 334,636.5 203,974,5 38,352.0 93, 898.5 11.210.7 Total Revenue Miles 1,890,913.8 2,088,1433 197,229.5 10.4% Note: Mileage declines on the Riverside are as result of the elimination of Saturday Service effective January 2001. Declines on the IEOC line is the result of the FY 2001-02 Budget assuming a greater number of trains extending to Oceanside from that implemented. Chang 3.3% 4.0% 24.4% (5.9%L 198.8% 3.5% (8,939.3) 4.2°/'0) 353.6 0.9% Maintenance of Way (MOW) — The SCRRA is primarily responsible for the maintenance and integrity of approximately 326 track miles within the five county region. For further detail regarding the assumptions of the MOW program, please see Section 3.8. Revenues - Farebox revenues are projected from estimates of ridership developed in coordination with member agency staff and includes both the assumed third of three 4% adjustments to the base fare as well as a 1% incremental increase to cover the costs of increased operational and infrastructure security. The projected total annual ridership increase is estimated 4%. Average Weekday ridership is estimated to increase 3%. Revenue per rider is based on average trip length and mix of fare type. The revenue per rider experienced on each line is used to estimate farebox revenues for each line and is based on specific projections of ridership. Dispatching revenues are estimated based on agreements between the SCRRA and the freight railroads and Amtrak Intercity. service. Dispatching revenues from the Burlington Northern Santa Fe Railroad are increased by the railroad index and Amtrak Intercity revenues are increased by the CPI. Both of these indices are estimated to grow 4%. Revenues from Union Pacific Railroad are based on an agreed upon flat rate fee. Other miscellaneous revenues include potential sponsorship reimbursements of the annual special Holiday Trains, participation by CALTRANS on the agency's new Take the Next Train" program, and other minor reimbursements to the agency. Expenses - In projecting expenses, cost of living or labor agreement -related increases built into existing contracts are assumed. These increases range from a low of 1% to a high of 4%. In addition, consistent with recent experience, the average cost of diesel fuel is estimated to be $1.00 per gallon in FY 2002-03 Budget, a decline from $1.25 per gallon for FY 2001-02. 4/8/02, 12:09 PM 29 49 SCRRA FY 2002-03 Budget A significant increase is also estimated in the cost of Operating and Liability premiums as a result of the price shock to the insurance markets in the aftermath of the September 11, 2001 attack on the United States. An increase of 37.5% is included in the FY 2002-03 Budget. For a detailed discussion of individual Operating Cost components, sec Section 3.6 below. 3.5 Summary of Revenues and Expenses by Operating Cost Component Table 3.4 shows revenues and expenses by operating cost component of the Operating Budget for FY 2002-03 with comparisons to FY 2000-01 Actual Expenses, and the FY 2001-02 Budget and Current Forecast. Operating revenues include farebox revenues, dispatching and other revenues as well as maintenance -of -way revenues. Operations expenses include expenses required to operate the Metrolink system including train operations, maintenance of equipment, fuel, security, utilities, transfer payments to other transit operators, revenue collection, payments to freight railroads for dispatching, station maintenance, passenger services, general and administrative expenses, professional services, and insurance. Operations expenses are distributed to the lines (and subsequently to member agencies) based on several formulae. Items such as direct Train Operations expenses and fuel are distributed based on train -miles. Payments to freight railroads are charged directly to lines. Additionally, a set of Base costs consisting of those costs that do not vary with the number of trains operated is included in the Operations Budget. These allocation formulae are described in Sections 6.1 and 6.2. Maintenance -of -way expenses are developed by SCRRA to ensure the level of ordinary maintenance is sufficient to prevent any loss of service quality. Levels of maintenance required on individual lines depend upon several factors including the condition of the infrastructure; levels of train traffic; levels of freight traffic; the number of road crossings; the number of curves; and exposure to storm damage. 3.6 Detail of Operating Budget The FY 2002-03 Operating Budget is $6.9 million or 8% greater than the FY 2001-02 Budget. Major factors contributing to this increase are: ▪ Increase of $1.3 million, 9%, in Train Operating expenses under the Amtrak contract, of which approximately $1.0 million is related to the annualization of new service expansion implemented in FY 2001-02. • Annual increases in labor rates and non -labor costs included in the Bombardier contract, combined with additional rolling stock, result in an increase of $1.1 million, 7%, in the costs of Equipment Maintenance. 4/8/02, 12:09 PM 30 'n SCRRA FY 2002-03 Budget TABLE 3.4 ANNUAL DISTRIBUTION BY COST COMPONENTS EXPENSES REVENUES GRANTS 33. Revenues Farebox Revenue Dispatching/Other Revenues MOW Revenues Member Agency Revenues Operations & Services Train Operations Equipment Maintenance Contingency (Train Ops) Fuel Non -Scheduled Rolling Stock Repairs Operating Facilities Maintenance Other Operating Train Services Security - Sheriff Security - Guards Supplemental Additional Security - Public Safety Program _ Passenger Relations Holiday Trains TVM Maintenance/Revenue Collection Marketing Media & External Communications Utilities/Leases Transfers to Other Operators Amtrak Transfers Station Maintenance Rail Agreements Subtotal Operations & Services Maintenance -of -Way MoW -Line Segments MoW - Extra -Ordinary Maintenance Subtotal Maintenance -of -Way General & Administrative Staff Salaries & Fringe Benefits Ambassadors Non -Labor Costs Allocated Overhead Subtotal Staff Services Professional Services Subtotal Services Subtotal General & Administrative Contingency (Non -Train Ops) Insurance Liability/Property/Auto Claims Claims Administration Subtotal lnsurance • _`lnfal Fxpense3-jn ludireg. . $35,770.4 2,440.7 7,474.1 34,3455 $37,816.6 $38,524.5 $41,710.1 2,438.0 2,412.9 2,760.0 7,523.4 7,523.4 8,262.3 43,896.1 37 885.4 45,903.2 17,434.8 18,100.0 11,609.8 15,400.0 (2.9) 200.0 4,7173 5,893.5 287.9 400.0 80L2 1,116.8 281.8 300.4 2,368.4 2,692.9 671.2 766.2 429.1 500.0 1,125.0 1,272.1 102.8 114.5 1,639.4 1,823.0 834.1 1,181.5 427.8 542.2 1,581.3 2,095.3 2,893.3 3,170.3 490.7 1,589.5 49,282.7 14,704.5 690.1 15,394.6 3,807.9 612.8 427.1 3,549.5 8,3973 1,281.6 1,281.6 9,678.9 1,237.1 698.5 1,589.1 57,856.2 19,189.7 500.0 19,689.7 4,373.9 688.7 819.1 3,482.2 9,364.0 1,121.6 1,121.6 10,485.6 18,000.0 13,700.0 4,500.0 130.0 1,210.0 235.0 2,730.0 735.0 400.0 1,073.0 165.4 1,993.0 1,150.0 450.0 1,888.3 3,170.3 636.3 2,268.540 54,434.8 17,738.7 475.1 18,213.8 4,092.000 583.000 650.000 4,040.000 9,365.0 1,060.0 1,060.0 10,425.0 500.0 180.0 19,457.4 16,539.8 200.0 5,100.0 400.0 1,015.2 202.6 3,017.1 842.8 330.0 A97.5 1,377.0 157.2 2,210.0 1,048.6 618.2 1,674.I 3,225.0 450.0 712.1 2,544.6 61,6191 19,521.7 500.0 20,021.7 5,075.8 496.0 671.3 4,622.2 10,8653 1,359.4 1,359.4 12,224.7 500.0 11.6% 75% 42.5% 7.4% 8.1% (13.5%) 38.9% _ 26.7% (9.1 %) (28.1%) (32.6%) 27.4% 12.0% 25.6% 10.0% 15.9% 22.4% 52.9% 34.8% 25.7% 44.5% 5.9% 11.5% 45.1% 60.1% 25.0% 32.8% (27.6%) 30.1% 33.3% (19.1%) 57.2% 30.2% 29.4% 6.1% 6.1% 263% (59.6%) (05%) 8.2% 37.3% 21.2% (11.2%) 14.0% (20.1%) 1.7% 1.9% 60.1% 6.5% 1.7% (0.0%) 1.7% 16.0% (28.0%) (18.1 %) 32.7% 16.0% 21.2% 21.2% 16.6% 2,041.3 2,142.5 2,142.5 2,945.0 44.3% 37.5% 2,000.0 500_0 500.0 750.0 (62.5%) 50.0% 396.2 500.0 450.0 575.0 45.1% 15.0% 4,437.4 3,142.5 3,0925 4,270.0 (3.8%) 35.9% .-:•::5$1?,0-3fl 1 ::$' 1,674 1 ::, 86:x..6 i .498,635 .::::::t(2*:::::.::: 7:6, 8.I% 20.7% 13.3% 207.7% (16.1%) (13.8%) 10.5% 14.7% 24.4% 283% (5.0%) 10.9% (8.8%) 37.4% (11.3%) 1.7% 11.9% 12.2% 13.2% 10.1% 5.2% 9.9% 24.0% (14.9%) 3.3% 14.4% I6.0% 28.2% 28.2% 17.3% 177.8% 37.5% 50.0% 27.8% 38.1% M52002 4:05 PM 51 Buc eKi3xlsSummam SCRRA FY 2002-03 Budget • Increases in the number of stations, as well as increasing banking fees result in an increase to TVM Maintenance/Revenue Collection of $730 thousand, 21%. • Increases in the costs of Operating and Property Insurance premiums, $803 thousand, 37.5%. • Increases in staff and indirect costs resulting from an increase in Information Technology requirements, a shift in labor from direct costs to indirect costs, and increased consultant expenses in various overhead departments, and increased lease costs of agency facilities, $1.5 million, 16%. • Increases for costs paid to the Burlington Northern Santa Fe Railroad for increased operations on non-member owned rights -of -way, $956 thousand, 60.1%. • Increased costs of operational and infrastructure security resulting from contractual increases and increased demand for such services, $400 thousand, 12%. The following section describes each element of the Operating Budget. Revenues. Metrolink fares are assumed to increase by 4% on July 1, 2002, the third of three Board approved adjustments to the agency's base fare structure. Also included in total fare revenues is the additional 1% Supplemental Security increase. Table 3.5 shows the projection of ridership and farebox revenue for FY 2002-03. Average weekday ridership is projected to.be 34,100. Revenue per rider was estimated based on prior and current years and is estimated systemwide at $4.61, an increase of 6% from FY 2001-02. Revenue per rider depends on average trip length as well as mix of ticket types. The resulting total Farebox Revenue is 10% over the FY 2001-02 Budget. Miscellaneous revenues include fees for dispatching freight and Amtrak Intercity trains and marketing revenues principally from sponsorship activities. Table 3.6 shows the Dispatching Revenues from FY 2000-01 through FY 2002-03. While not included in the budget amount, each year, actual Miscellaneous Revenues also include interest on fares and other funds received in advance for operations and capital projects. Maintenance -of -way revenues are described in Section 3.8. The following section details expenses shown in Table 3.4. Train Operations. Amtrak provides train operations and, through September 30, 2002, dispatching services and is budgeted at $19.5 million for FY 2002-03, which represents an 8% increase from the FY 2001-02 Budget For comparative purposes, this figure also includes the cost to the SCRRA of bringing dispatching services in house beginning October 1, 2002. This estimate includes an increase to accommodate the annualization of new services as referenced above. Of the total Operations expense, $1 million is attributable to the full year costs FY 2001- 02 increases in service. The contingency for Train Operations is set at $100,000. Equipment Maintenance. The budget for FY 2001-02 was $15.4 million, and the request for FY 2002-03 is $16.5 million, an increase of 7%. Costs for FY 2002-03 are expected to increase due to labor increases per the contract; an increase in number of employees under the 4/8/02, 12:09 PM 32 52 TABLE 3.5 RIDERSHIP/FARE REVENUE F ORECAST San Bernardino Weekday Saturday Sunday V entura County Antelope Valley Weekday Saturday Riv erside Riv (UP) Saturday 91 Orange County IEOC Totals Weekday Saturday Sunda �::: tivrrag uv'0 `y;$istets6lp `otvtl 9,941 9,716 9,985 2,440 2,790 2,990 1,083 1,529 1,647 4,192 3,376 3,358 5,148 5,294 5,590 1,477 1,762 1,970 4,433 4,570 4,781 653 253 250 100 i I I 178 6,155 5,294 5,860 3,190 2,902 3,042 33,159 31,516 33,044 4,570 4,805 5,210 1,083 1,529 1,647 1 .65% 0.33% 3.22% 0.10 % 4.65% 1.52 % -3.79 % 0.00% 349.44% 4,76% 5. 19% 3.20% -4.03% 3. 22% .:38111-21.,•:• .1. 137 850 Ridershlp-Farms " xis Summary 4/8/2002 8:57 AM .1. 9Or ru 93 • : ov:0i ::�'TP'ose4 10,150 4.59 4.80 4.80 3,000 3.55 3.52 3.65 1,700 3.53 3.88 3 .90 3,361 3.82 4.47 4.10 5,850 3.74 3.79 4.00 2,000 3.20 3.04 3 .15 4,600 800 6,139 3,200 34,100 5,000 1,700 40;800• 4.77 3.80 2 .31 4 .91 4,40 1.68 4,95 0 .00 4.50 4.58 5.14 4.85 4.50 4 .73 4 .80 . . . ...... .. . . .. 011-01 ar1:Re'venues Y47 -0i ;. Budge;: 11,155,625 11,590,281 12,024, 822 12,423,600 478,942 450,394 547,540 569,400 234,917 202,663 334,592 344,760 3,604,640 4,067,858 3,458,289 3,514,425 4,869,446 4,890,394 5,348,632 5,967,000 267,137 245,766 308,645 327,600 5,171,949 5,375,816 5,883,521 5,806,350 49,397 129,033 30,111 - 58,052 58,527 136,557 918,000 6,815,053 7,160,142 6,981,347 7,592,175 3,235,874 3,645,713 3,642,859 3,916,800 34,960,036 36,917,763 37,506,138 40,138,350 795,476 825,193 886,296 897,000 234,917 202,663 334,592 344,760 :::35;990,429 _:37;945,620: 3g••727,026:::::::•:41,380;;;0• . tldItitiri:l• . scum 99,076 4,541 2,749 28,027 47,586 2,613 46,305 7,321 60,546 31,236 320,097 7,153 2,749 ;:•:<330;p00: Tkeyenues::: 12,522,676 573,941 347,509 3,542,452 6,014,586 330,213 5,852,655 925,321 7,652,721 3,948,036 40,458,447 904,153 347,509 .:41471:0;1:1LI SCRRA FY 2002-03 BUDGET TABLE 3.6 MISCELLANEOUS OPERATING REVENUES ii oriel T rri� i - :, ilU- 1 01 :.. ..:.I 111 4t2 ` 62 = 131i2r +� Ironu id #- P o � osed = il` iatAitifot a i- IT): A iBl 'rt Amtrak Intercity $1,518,747 $1,471,224 $1,642,678 8.16% 11.65% Coast & Saugus Shared Use (UPRR/SPTC) 256,920 256,920 256,920 0.00% 0.00% East Bank Joint Facility (UPRR/SPTC) 86,312 81,257 86,973 0.77% 7.03% I Mission Tower (UPRR/SPTC) 179,107 178,708 193,722 8.16% 8.40% San Diego & Olive Subdivision Shared Use (BNSF) 53,5I5 51,950 57,882 8.16% 11.42% Pasadena Subdivision Shared Use (BNSF) 40,044 31,586 43,312 8.16% 37.13% North County Transit District (NCTD) 306,007 301,310 330,977 8.16% 9.85% Marketing Reveunues 0 65,000 147,500 - 126.92% Tof ... . . : 4�6 2 13, 54 SCRRA FY 2002-03 Budget maintenance contract due to significant increases in new equipment; and an assumed increase on non -labor expenses to accommodate an increasing need for parts and equipment commensurate with additional vehicles. The contingency for Equipment Maintenance in FY 2002-03 is set at $100,000. Fuel. Fuel usage of approximately 5.1 million gallons per year is based on the projected consumption levels assumed in the proposed schedule. In FY 2001-02, fuel prices were assumed to average $1.25 per gallon, substantially above our currently projected rate of expenditure. An average of $1.00 per gallon is assumed for FY 2002-03 and the resulting projection of $5.1 million for the year is a 14% decrease from the Budget for FY 2001-02_ Non -Scheduled Rolling Stock Repairs. This item is a contingency line item for repairs to accommodate medium scaled unforeseen damage to rolling stock. The amount requested for FY 2002-03 is $400,000. Operating Facilities Maintenance. This function is responsible for cleaning, maintenance, and hazardous materials compliance at the Central Maintenance Facility and other outlying SCRRA facilities. The budget fully incorporates the utilization of the Metrolink Operations Center (MOC), and increasing demand for services at other outlying points. For FY 2002-03, the budget of $1.0 million represents a 9% decline from the FY 2001-02 budget. The decline is the result of FY 2001-02 incorporating onetime set up costs at new agency facilities. Other Operating Train Services. This budget includes a number of miscellaneous items directly related to operating the rail system. Weather data forecast and earthquake reporting services, publications, uniforms, emergency bus services, and FRA required training are all itetns considered in this category. Total expenditures are $202 thousand, a decrease of 33% from the FY 2001-02 Budget as a result of terminating the use of Amtrak staff to sell Metrolink tickets at Union Station, a savings of $120 thousand. Security - Sheriff. This line item shows an increase of 12% over the FY 2001-02 as a result of two factors. The first is the adoption of the FY 2001-02 Budget prior to the finalization of contract negotiations between the SCRRA and the Los Angeles County Sheriff. As a result, the FY 2001-02 Budget ultimately underestimated the final cost per deputy. Rates are higher than those presumed as applicable in the current year and the FY 2002-03 Budget assumes rates of • growth consistent with the new contract. The second factor leading to the increase is the addition of two additional Law Enforcement Technicians (LETS). The primary responsibility of the LETS is fare enforcement, including the assumption that on a quarterly cycle, every individually scheduled train in the Metrolink system will be subject to fare enforcement and verification activities. This contract also includes an additional 9.5 direct -charge service units for which LACMTA pays outside the SCRRA Operating Budget to provide additional security in Los Angeles County. Security. - Guards. The amount proposed for FY 2002-03 is a 10% increase over the FY 2001- 4/8/02, 12:09 PM 35 55 SCRRA FY 2002-03 Budget 02 level. The Budget assumes, based on recent experience, the costs of security services will raise significantly in the wake of the attack on the United States on September 11, 2001, as a result of significantly increased demand for guard services. Public Safety Program. The program declines by 1% from FY 2001-02 and includes American Public Transportation Association (APTA) and Federal Railroad Administration (FRA) requirements, continuation of the successful police and fire officer education train series, continuation of the "Don't Pick a Fight With a Heavyweight" campaign (including a community outreach event in each county), public information and school education campaigns, and safety and incident response training for staff and contractors. Passenger Relations. An 8% increase is projected over the FY 2001-02 Budget for passenger relations and telephone information services. Funds are allocated to provide for the continuation of the Station Call Box project, the continuation of contracted Telephone Information Services, the implementation of the Customer Promise program in which the SCRRA will guarantee to passengers the ability to reach their final destination, and other minor customer service related expenses. Holiday Trains. The amount projected for the holiday trains in FY 2002-03 is an increase of 37% from the FY 2001-02 Budget. An increase is requested to decorate the rolling stock and lease technical lighting and sound equipment; increase the marketing outreach of this successful program; an increase of labor costs for program performers, and an increase in the direct operating expenses of the trains. In addition, the budget anticipates labor charges by Bombardier in FY 2002-03 for support at the CMF to decorate the train. There is also the expectation that opportunities will be sought to provide sponsored offsetting revenue, including a return of previous program sponsors and the addition of more through extensive community outreach. Ticket Vending Machine (TVM) Maintenance/Revenue Collection. This item includes TVM and validator maintenance, revenue collection, ticket stock, replacement of destination and ticket type strips in the TVMs, fare/zone change programming, and merchant fees for credit and debit card usage. This line item increases $387 thousand, 21.2% from the FY 2001-02 Budget primarily due to the addition of new stations and the associated increase in the numbers of machines requiring maintenance and increased Revenue Collection, an increase in the underlying contracted rate of the primary maintenance vendor, and an increase in the fees charged by the agency's bank. A transaction fee on VISA credit purchases, previously absorbed by the bank will now be passed back to the SCRRA. A total of 51 stations are assumed to be in operation on or before July 1, 2002, an increase of 5 over the beginning of FY 2001-02. Marketing. There is a decrease of 11% compared with the FY 2001-02 Budget. This line item' includes market research & analysis, advertising, promotions, special events, sales, merchandising, and channel marketing. For the FY 2002-03 Budget, programs highlighting the 4/8/02, 12:09 PM 36 5f SCRRA FY 2002-03 Budget agency's tenth anniversary will begin May 6, 2002, and continue throughout the Summer months leading up to the tenth anniversary event in October 2002. Media/External Relations. There is an increase of 14% compared with the FY 2001-02 Budget. This line item includes media and public relations, community relations, and web site maintenance and programming, and the production of the agency's printed schedules and Ride Guides. Also included arc extensive outreach activities with Station Cities including special events and the increased development of partnerships with Strategic Stakeholders. Utilities/Leases. Utility and lease costs are estimated at current monthly average costs and are 20% less than the FY 2001-02 Budget, principally as a result of the decline in electricity costs outside of the DWP service area, and the costs of telephone expenses. Costs assumed in the FY 2001-02 Budget have been greatly moderated in the last year from the point of budget development during the energy crisis on Winter 2001. The agency expects current trends to continue with minor moderation. Additional lease costs for transmitter and other locations are assumed in outlying areas. Transfers to Other Operators. These transfers represent agreements between the SCRRA and other transit operators to allow Metrolink passengers a convenience of transfer to connecting transit. Revenue transfers to other transit operators show a 2% increase over the budget for FY 2001-02 due to the projected ridership and new agreements with additional operators. SCRRA expects to pay approximately 8% of fare revenues collected to connecting operators. Amtrak Transfers. These funds represent the gross costs to the agency of the "Take the Next Train" program. The SCRRA and Amtrak have agreed to work together to allow passengers, on those lines where complementary service exists, holding valid Metrol-ink or Amtrak tickets, to choose the service provider most convenient to their travel needs. Reimbursements have been negotiated based on a sliding scale determined by passenger counts and have been capped at the fully budgeted amount. It is also assumed that CALTRANS will provide $100,000 towards the total cost of the program in FY 2002-03. Station Maintenance. This item is increased by 2% over the FY 2000-01 Budget. This item includes maintenance of station equipment, signs, display cases, and public address/changeable message signs (PA/CMS) and further includes SCRRA's share of maintenance at Los Angeles Union Station (LAUS) and LAUS platform maintenance previously performed by Amtrak. Rail Agreements. This line item represents payments to freight railroads, the Union Pacific and the Burlington Northern, Santa Fe, for dispatching and other operating related services over property owned by these railroads. The amount budgeted represents a 60% increase from FY 2001-02 due to primarily to increases in payments to the Burlington Northern Santa Fe Railroad for increased services on BNSF rights -of -way. Maintenance of Way -Line Segments. This line item is discussed in Section 3.8. 4/8/02, 12:09 PM 37 57 SCRRA FY 2002-03 Budget Maintenance of Way - Extra -ordinary Maintenance. This item is discussed in Section 3.8. Salaries and Fringe Benefits. Salaries and fringe benefits are forecast based on the actual salary rate of each position charging directly to the Operations Budget, and assumes a fringe benefit additive of 48% (SCRRA's actual experience with SCRRA employees). A 4% pool is assumed and included for merit increases. A shift in staff costs from Ambassadors to other Passenger Services positions results in additional increases. Certain cost increases are additionally offset by a reduction in payments to Amtrak as referenced above in the category Other Train Services. Ambassadors. Ambassador staff represent the principal point of contact for Metrolink customers with the SCRRA. Assigned to stations throughout the agency's service area, costs are declining as a result of a shift from vacant Ambassador positions to customer service functions as referenced above. Direct Non -Labor Costs. Costs included in this line include Direct Non -allocated MIS expenses including programming and maintenance of the agency's Train Management and Inventory System software, Board of Directors' per diem, Travel and Lodging expenses of operating departments, and additional minor miscellaneous expenses. Allocated Overhead. Staff charging practices changed in FY 2000-01 to accommodate a new standardized methodology of allocating overhead costs. A number of staff positions that previously charged directly to Operations are now included as overhead to the entire agency. (See Appendix 6.5 for an additional discussion of the agency's overhead allocation.). Also included as part of the increase is an increase in the agency's Information Technology requirements, increased costs of contract labor compliance, shifts in labor, lease costs of the agency headquarters, and a shift in certain utility expenses from the Operating Budget to overhead. Professional Services. Professional Services includes contracted services for legal and legislative advocate representatives; development of the Strategic Plan; System Safety Plan and related operating plans; performance audit of operators; feeder bus coordination; equipment engineering assistance; signage design; and other minor items. Overall, Professional Services are projected to increase 21% over the FY 2000-01 Budget, due to minor increases in the above referenced programs and the addition of the biannual review of the agency's National Transit Database reporting methodology and modeling, the inclusion of funds to support the annual Board retreat and development program, and an increase associated with the agency's TVM oversight consultant. Contingency. This line item is traditionally budgeted at $500,000 and is included to be utilized under authority of the Chief Executive Officer to deflect any unanticipated increase in expenses so as to avoid unnecessary increases to member agency subsidies in the event short term negative expense impacts are realized. Insurance. Overall, this item is projected to increase 36% compared with the FY 2001-02 4/8/02, 12:09 PM 38 5 SCRRA FY 2002-03 Budget Budget. Premiums are projected to increase by 38% and Claims Administration is assumed to increase 15%. Claims costs arc budgeted at the payout estimates and are projected to increase - from the FY 2001-02 Budget. The significant increase is due primarily to the currently unstable conditions of the insurance marketplace following the attack on the United State of September 11, 2001. 3.7 Summary of Revenue and Expenses by Member Agency Table 3.7 provides the FY 2002-03 Metrolink Operating Budget by member agency shares. Total local subsidies increase 4.6% over the FY 2001-02 Budget. LACMTA increases by 2%, VCTC shows an increase of 14%, SANBAG is 7% less due to increased operating and Maintenance of Way revenues associated directly on the San Bernardino Line. RCTC's subsidy is 12% more than in FY 2001-02 due to new service operating on the 91 Line. OCTA's operating subsidy for FY 2001-02 is projected to be 16% more than the FY 2001-02 Budget. The rate of increase is primarily due to an increase in Orange County services and its participation on the 91 Line. 4/8/02, 12.09 PM 39 59 SCRRA FY 2002-03 Budget TABLE 3.7 OPERATING SUBSIDY ALLOCATION BY COUNTY ($000s) Expenses Train Mile Allocation Base Allocation Direct Charge Maintenance -of -Way Tofal Revenues eiises;InCL M� Gross Farebox Other Operating Maintenance -of -Way Mist Revenu T`otfl: Vl?t3t:AXlofiatilo $21,676.7 46,868.5 10,068.6 20,021.7 41,710.1 2,760.0 8,262.3 22,880.8 1,393.4 5,072.2 52,7323 ar $12,412.7 26,451.1 5,626.3 11,646.6 $4,149.3 7,765.1 2,044.7 4,676.1 7,906.6 899.2 1,85.7.9 $1,656.0 3,551.7 743.1 2133 3,105.9 28.7 $2,622.2 6,105.6 1,119.4 2,335.7 6,628.5 80.8 896.2 $836.5 2,995.1 535.2 1,149.8 $5,516.5' 1,188.3 357.9 435.9 :$37.440 FY 2001-02 Budget Increase/(Decrease) Percentage Change 43,896.1 2,007.1 4.6% 26,334.0 456.2 1.7% 6,878.0 1,093.4 15.9% 2,695.1 334.7 12.4% 4,895.5 (318.1) (6.5%) 3,093.5 440.9 14.3% TRAIN MILE EXPENSES Train Operations (Non -Dispatching) BASE ALLOCATION EXPENSES Equipment Maintenance Non -Scheduled Rolling Stock Repairs Operating Facilities Maintenance Other Operating Train Services Security - Sheriffs & Guards Public Safety Program Holiday Train TVM Maintenance/Revenue Collection Stations & Information Services DIRECT CHARGE EXPENSES Dispatching Rail Agreements Fuel Passenger Relations Marketing Media & External Communications Utilities/Leases Station Maintenance Staff Costs (Excluding Ambassador Labor) Professional Services Insurance Transfers to Other Operators Ambassador Labor (Included under Staff Salaries) nn Budget03.xls-Allocate SCRRA FY 2002-03 Budget 3.8 Maintenance -of Way Budget Assumptions This section provides the assumptions used to project revenues and expenses for the Maintenance -of -Way (MOW) portion of the Operating Budget. Over long peiiuds, the expenses under a capital renovation program and ordinary maintenance budgets are somewhat interchangeable_ Because the most economical methods of replacement of railroad elements (rail, ties, crossings, etc) are through large specialized operations, railroad owners usually arrange for periodic replacement of elements using capital budgets. Under one extreme maintenance philosophy, a railroad owner may elect to continually replace worn elements using ordinary maintenance forces. In this scenario, the property is kept in excellent condition and there is no need for a Rehabilitation/Renovation capital program_ However, total expenses are very high. The other extreme is to limit ordinary maintenance to little more than legally required inspections and to repair what breaks, counting on future a Rehabilitation/Renovation program to refresh the condition of the property. This scenario results in reduction of speed and quality of operations as the maintenance level declines; however, ordinary maintenance expenditures are minimized. The recommended MOW philosophy of SCRRA is to perform ordinary maintenance sufficient to prevent any loss of service quality and to budget for Rehabilitation/Renovation at sufficient intervals to prevent the needed repairs/replacements from overwhelming the ordinary MOW budget. This philosophy is practiced by all of the successful freight railroads on their main routes. Conditions and Trends in the MOW Budget Current MOW programs are developed annually to maintain the tracks in their original condition. The factors listed below increase the MOW budget as compared to the budgets of the prior owners: + Higher standards for maintenance • Signal problem response time • Right-of-way and crossing response to community • No tolerance for speed reductions • No interference with train movements + More frequent trains/less work time/overtime for many tasks + Unforeseen expenses related to signals and storm damage + Some capital work not completed • Tunnel rehabilitation • Some old rail • Some old interlockings (Allen, First St., Ninth St.) + Right-of-way security issues • Graffiti • Trash dumping 4/8/02, 12:09 PM 41 61 SCRRA FY 2002-03 Budget • Vandalism to track and signals Actions that may eventually reduce the MOW expenses include: Completion of Rehabilitation/Renovation projects - Improvements to right-of-way security • Fencing • Law enforcement (SCRRA and community) • Signage - Acquisition of maintenance site(s) to avoid rents and reduce travel time MOW Revenues and Expenses Table 3.8 provides maintenance -of -way revenues received from the freight railroads and Amtrak Intercity and includes revenues for operating and non -operating lines. Maintenance -of -way revenues were $7.4 million in FY 2000-01; $7.5 million in the FY 2001-02 Budget and the projection for FY 2002-03 is $8.3 million, an increase of 9.8%. Maintenance -of -way revenues are estimated from prior agreements and revenues from the freight railroads are increased by the railroad index (3%) an charged based on traffic on the lines. Amtrak Intercity revenues, per agreement, are increased by the CPI (4%). Revenues on the East Bank Joint Facility (East Bank of the Los Angeles River) are related to SCRRA's expenditures in this segment and vary from year to year depending upon both maintenance and capital work. Since FY 1997-98, the SCRRA has had an arrangement to exchange MOW revenues for an equal amount of Orange County Gas Tax Funds. These funds are budgeted outside the ordinary MOW budget. Table 3.9 provides the projection of Maintenance -of -Way Revenues, Subsidy and Expenditure by line and by county for FY 2002-03. Table 3.10 provides a summary of the projection of Maintenance -of -Way Expense Detail for FY 2000-01 by Line Segment/Territory and compares these projections to FY 2000-01 Budget and Forecast. The maintenance category detail provided in Table 3.10 includes the following line items: • Track - payments to the maintenance -of -way contractor for projection of labor on inspections/repair of track. • Signal & Communications - payments to the signal and communications contractor for projection of labor on inspections/repair of signal and communication systems. • Structures- payments to the maintenance -of -way contractor for projection of labor on inspections/repair of bridges, tunnels and other structures. • Procurement — payments for items needed in repair of track, signals, communications, or structures which are allocated to segments and counties on the basis of track -miles. 4/8/02, 12:09 PM 42 SCRRA FY 2002-03 BUDGET TABLE 3.8 MAINTENANCE -OF -WAY REVENUE Amtrak lntocity LA US Rail Yard Operations & Maintenance (Amtrak) Azusa Branch Shared Use (UPRR/SPTC) Baldwin Park Branch Shared Use (UPRR/SPTC) Coast & Saugus Shared Use (UPRR/SPTC) East Bank Joint Facility (UPRR/SPTC) Mission Tower (UPRR/SPTC) San Diego & Olive Subdivision Shared Use (BNSF) Pasadena Subdivision Shared Use (BNSF) State Grade Crossing (CPUC) ���,�=�_ t•_; ;::��u�e� •:: �:roposeR'>- - [w YIIL•_23etttxl:= � 4i# ttEEe $979,776 $872;910 51,177,547 20.19% 34.90% 156,059 113,133 123,205 -2.105% 8.90% 76,519 82,I72 76,519 0.00% -6.88% 160,849 160,349 175,647 9.20% 9.54% 2,625,228 2,607,148 2,740,562 4.39% 5.12% 568,066 677,831 806,575 41.99% 18.99% 74;230 97,823 122,821 65.46% 25.55% 1,019,139 1,053,745 1,102,301 8.16% 4.61% 1,504,872 1,551,487 1,627,670 8.16% 4.91% 309,404 306,832 309,405 0.00% 0.84% 4/32002 63 SCRRA FY 2002-03 Budget TABLE 3.9 PROPOSED FY 2002-03 MAINTENANCE -OF -WAY EXPENDITURES Revenue Forecast Allocation --' rrator 1n. St �en11Te'•-�••': :! Y.1.1 •03 • �'�'`;"-n recas€•:1. 1.AG1Vi-I•t� •_ �:- . -0 1',4;:•::•::•:•:�:•RCTC :. . :�5'• �C+G.-:.. ....�C3'C Operating Lines 7,317,287 4,168,831 1,857,919 - 854,614 435,923 LA - San Bernardino 1,193,542 338.928 - - 854,614 LA - Ventura (Burbank Jct to Moorpark) 1,280,620 844.697 - - 435,923 LA - Lancaster 1,921,762 1,9_21,762 - - - - Fullerton - San Diego County Line 1,744,426 - 1,74-1,426 - - - Olive Subdivision 113,493 - 113,493 - - - Riverside Layover Facility - - - - _ _ River Corridor 1,063,444 L063,444 - - - - Extra -Ordinary Maintenance - . (Derailments, Storm Damage) Non -Operating Lines 944,964 903,355 - - 41,609 - Sierra Madre - Claremont (Pasadena Sub) 903,355 903.355 - - - - Baldwin Park Branch (San Bernardino Co.) 41,609 - - - 41,609 :-::•:•:•:•:•::•:-:-:•:-_ :-: Total.•:•:-:•:•:•:.:•:•.:•:•:•:•:•:•-.: ••:•:8.262 --::•5;07.2,•186:.•:•:•}. •857 9 : .. :: ; :: :-:•:•: :•:896.223: ' • - - . 435,923. et Subsidy Allocation Operating Lines 11,483,177 6,386,603 2,818,143 213,652 1,350,945 713,834 LA - SanBemardino (1) 2,512,659 1.467.393 - - 1,045,266 - LA - Ventura (Burbank Jet to Moorpark) (2) 1,650,996 1.088.997 - - - 561,999 LA - Lancaster 2,728,418 2,728,418 Fullerton - San Diego County Line 2,126,636 2,126.636 - - Olive Subdivision 247,434 - 247,434 - - - Riverside Layover Facility (3) 64,565 39,159 - 14.850 10.556 River Corridor (4) 1,652,470 784,92= 327,189 183.424 237,956 118,978 Extra -Ordinary Maintenance (5) 500,000 277,714 116,884 15,378 57,167 32,857 (Derailments, Storm Damage) Non -Operating Lines 276,305 187,812 - - 88,493 - Sierra Madre - Claremont (Pasadena Sub) 187,812 187.812 - - - - Baldwin Park Branch (San Bernardino Co_) 88,493 - - - 88,493 - _: ::•:• ;& g 14: Total Expenditure Forecast Segtri tItfTekritb 'Operating Lines LA - San Bernardino LA - Ventura (Burbank Jct to Moorpark) LA - Lancaster Fullerton - San Diego County Line Olive Subdivision Riverside Layover Facility River Corridor Extra -Ordinary Maintenance (Derailments, Storm Damage) Non -Operating Lines Sierra Madre - Claremont (Pasadena Sub) Baldwin Park Branch (San Bemardino Co.) 18,800,464 3,706,201 2,931,616 4,650,180 3,871,062 360,927 64,565 2,715,914 500,000 1,221,269 1,091,167 130,102 10,555,434 4,676,062 1,806,321 - 1,933,694 4,650,180 3,871,062 360,927 39,159 1,848,367 327,189 277,714 116,884 1,091,167 1,091,167 213,652 14,850 183,424 15,378 2,205,559 1,899,880 10,556 237,956 57,167 130,102 130,102 1,149,757 997,922 118,978 32,857 -..::::::7:::-----.:_ TA- ::-:-:-:.: :•:-:_:•: :':L-':: _::: 20;021;7.33-1:::-:11,646;60 • _•: -:4;676,062 213;&5 • E, • 21335;661•t ::-:.1;349.2757: (1) Split of MoW net subsidy is by track miles (58.4% LACMTA and 41.6% SANBAG). Split MoW revenue forecast is by county specific revenues. (2) Split of MoW net subsidy and MoW revenue forecast is by track miles (65.96% LACMTA and 34.04% VCTC). (3) Split is by route miles (60.65% LACMTA, 23.00% RCTC, and 16.35% SANBAG)_ (4) Split is assumed All Share (47.5% LACMTA, 19_8% OCTA, 14.4% SANBAG, 7.2% VCTC, and 11.1% RCTC) of cost in excess of revenues. (5) Split is assumed All Share for derailments (5100,000) and percent of route miles owned (57.5535% LACMTA, 24.2709% OCTA, 10.6918% SANBAG, 6.4144% VCTC, L0694% RCTC) for storm damage, gate knockdowns, and vandalism. 4/3/2002 11:09 AM Rd In,..,H1* ..L •anln1 TABLE 3.10 - l Southern California Regional Rail Authority 12y 07403 Proposed Maintenance -of -Way Budget Variance to FY 01/02 Budget & Forecast Line es rti3rg Lot es.'• e :nen /Territory ?San Bei;niiridaju- Track FY 03/02 Approved Budget FY 01/02 Expenditure Forecast -354;8;1:0: Signal & Communications Structures Procurement Other Aveney Costs :•:•: :- gtura:{13.0;banl;ict io iY$ararpaFki Track Signal & Communications Structures Procurement Other -:-. 54,281;6¢4: 5910,541 51,497,390 5175,549 _ _ Agency Casts •`-ICaapt:luc _•:• Track Signal & Communications 5727,644 51,338,715 5197.002 5197.530 5652,880 5847.777 5649,522 5761,520 5132,460 5146,428 5485,077 $628,458 ::$4;0.77;774: 51,265,768 51301.880 structures 524€.956 5179,106 5589,522 5676,633 5776.422 5703,407 580.897 5179,198 5495,513 5537,288 51.170,886 51,197,417 Procurement -Other Agency Costs :_Fii$erttns Sar1.D1epaCountji Track Signal & Conamunicaticns Slnwtrues Procurement Other 5247 733 5857,189 51,063,248 5726.445 5646,950 5237,080 5215,159 5623,227 Agency Costs 1ive ut7[lialsto Track Signal & Communications 5923,448 583,405 581,510 Structures Procurement 52,483 516,436 Other _ 548.271 Agency Costs Track Signal & Communications 570,541 00.4n: $18.150 So Structures Procurement Other Agency Cots *et:: OY3aBUC•:•:•:-:- Track SO 54.483 518,551 519,239 Signai & Communications Structures Procurement Other Agcncr Costs 1562,650 51.190,730 160378 579,788 5239,393 $253,08$ 5219,415 FY 02/03 Proposed Budge! vanance FY 02/03 Proposed vs FY 01/02 Budget (over)/under Variance FY 02/03 Proposed vs FY 01/02 Forecast (overpunder -$ g 3 )j,4fr : :: . _ - 26, .8) - ::( 0 j,4 3) F 5723,947 5186,194 (51,303) 51,194,009 5303,381 _ ' 5144.706 5175357 - (5108) $21,045 3165,909 531.621 5594,092 558,789 - 513,198 ($4,570) 5852,287 ($4,510) (5175,654) :_: i2,iii;.S.iS '''''''iii '1 --.. ] L#3rSa9a 5765,512 5810,082 (5115,990) (548,562. 510,910 (5106.675) 5144.882 .$12,422) (563,985) 5132,378 514,050 546,$21 5437,257 $47,820 558,256.. 5641,505 (513,047) ($109,217) ; i :. ::::: =.." .:.: fir s9 :: - - .. .: c 1 7,8 s) 51,119,143 5146,625 551,743 5€,182,383 5236.510 5119,497 55.445 515,034 tI4 ,-- 5218,772 528960 5882,402 ,. ....,,.,..,, o 51,085,324 . ,l4u 522,076[ ($5'4,,,,,,1 (5202,922) P+1 1?T :. -. '8:7A1?62 . } _. . • $4'9S,,rS3) - AS 8;465) 5700,581. 5919,375 (5192,930) (5218,794) 5827,500 5983,264 (5155,764) (5336,114) 579,510 5194,607 $4:7.,473 (5115,097) 5165.108 5183,494 5571,089 - 5647.701 331,666 (518,386) 5758,809 5942.' 6_1 (524,474) (519,173) ($76,613) (5183,812) 8.91::::"_ ?: _ . ( • $185,052 .9.25 589,002 . . . . gly :_:::_:::_:::::: 5 9884: 1135,768 5121,971 (55,597) 596,050 57,608 514,866 (540461) 513,797 512,767 514,017 (512,383) (57,2.58) 546,597 549,065 52,419 (51,250) _ 563,014 572,006 (5794). (52,468) :::*1.41281)::: ;:::-::::;x;545 (51,465) AS.4- 441 .:...::::#$21,`1$:5) 111,770 _ 516,701 .. 51,446 (14934.) 54,376 58,018 . 50 {$8,018} [13,642) _ _ 52,547 54.054 53,823 (54,054) (14,054) 89.242 512,329 8660 (51 76) 56223 519;638 (53,086) .515,345 _ (5399) - (54.793) 5582,072 51,134,235 510,037 553,906 5255,002 awrria.r4. ... . _ _•.•(3x 14) •, :•:::::= #33 7Y 5572,91 0 51.420,594 572,167 568,046 7 5332.641 JS 10,250) (5229,864) (511,789/ 510,742 , $6,758 (5286.359). (562.13111 (514,140) 57.2361 1392,446 65 5303,016 5349,556 , (51,110), (546,540) TABLE 3.10 - 2 Southern California Regional Rail Authority FY 02/03 Proposed Maintenance -of -Way Budget Variance to FY 01/02 Budget & Forecast Line Segment/Territory FY 01/02 Approved Budget FY 01/02 Expenditure Forecast FY 02/03 Proposed Budget Variance FY 02/03 Proposed vs FY 01/02 Budget (over)/under Variance FY 02/03 Proposed vs FY 01/02 Forecast (Dv eryttnder :x,xiatau:rdig 's ' •, . ,•.••.••:.•ZGO,4&: `.-:= :=:-$415;id3:- .• •.ssna ObIY- -:= -: • : -- :::•So:• ":':':-:=: `:; ><5t4,8 dry (Derailments, Storm Damage, Crate Knockdowns, Vandalism) N*1. 1i :X4 4::::::-. . x•:::::.::.:.:::•:::: ::: _-:::::.•.•. . • ..:M6,Ok5.• ..••:::1$60;�?0 • :.-:$1;8.:1;;369:.-.-.-.; :-.:.305,255 ::::;`-::::::=E$361.5 . -::S is IAM #-Ai 1'KON`fiPASr4;.. *::::::.::.::'::-::-:-:-:-::-:::$82.6_,,.05:::::-:-:-:.:::s.7'd97 . Track - $ fl 593,777 5189,810 5107.461 52"2,352 (5128,575), (5114,891) Signal & Communications 5159,828 , 5312 5064 (5122.254) (515236) Structures 536.706 $59,767 52,501 537,387 554,058 550,970 (517352) 58,796 (551,557) (513,583) Procurement _ Other 5189,923 5256,514 5231,202 5210,056 5189,884 5261,839 S39 (55,325) $41.318 (550.983) Agency Costs ":::Iti1.1X) - - - h�f•1k:Ii�AI��,`•kTi`u•A �- � 'li]��f•Fi) -+�1'.:.'`::::::: .-: ,� }� $:E 11� .+��h)...•.•...• '_ :-::•::•:'- • ; . . . . .•.. $89,AjA• :-:=::•51-1V,"]:],d:- -:-::=: 3U)2> -::-:-:-:-:-.-:->(14:081) -:-:•:-?:-:-:-:-i§t.M2f4 516,979 Track 511,236 537,858 $20,879 (59,643) Sigra1&Communications 530,210 $35,589 $56,867 ($26,657) (521,278) Structures 50 _ 50 55,135 _ (55,135) (55,135) Procurement 55,677 518,027 53,226 514,991 54,842 517,505 5835 5522 ($9,6151} (52,513) Other Agency Costs _ 524,369 519,109 524,874 (5505) (55,765) _ "• 1`ot ....a)Il . . . . .1. .-..... :--.:-:•:-:-.-„.:.. , . . . . : ... . . .. -=:$19, 89;.696:::::.$1 Ui82..::-::-:S0:i0 :J 1 .- t::_-.`:.-::.($332;0371::::-:-::, a$47 99.L3 Track _ $4,321,503 54294,747 54,449,824 (5155,077), Signal. & Communications _ • 55,700,000 55,536,836 56,089,252 .($128,321) ($389252) (5552,416) Structures $886,611 5630.641 5902,236 25 (515,6 ) ($271,195) Procurement 5973,000 5852,861 5842.251 5130,750 510,611 Other (1) _ $3,132,544 52,962,119 52,988.521 5144,023 (526,402) Extra -Ordinary Maintenance 5500,000 5475,143 5500,0001 50 (524,857) Agency Costs 54,176,038 $3,461,473 54 249,650 (573,612) (5788,177) NOTES: (1) "Other" includes vegetation control, vehicle repair, vehicle lease/remtal, reel, ultrasonic rail inspection, and engineering. 66 SCRRA FY 2002-03 Budget Other - payments for vegetation control, vehicle /equipment expense, rail flaw detection, and engineering which are allocated to segments and counties on the basis of track -miles. • Agency Costs - SCRRA labor, overhead and non -labor costs allocated to the Maintenance -of - Way Budget that are allocated to segments and counties on the basis of track -miles. Included in the agency's pool of general engineering arc funds for the purpose of conceptual engineering and capital planning to better identify scope and construction concerns prior to the submission of grant applications. MOW Projections by Line The FY 2002-03 MOW Budget is $20.0 million. This is 2% higher than the FY 2001-02 Budget. The moderated increase is primarily due to a stable maintenance environment, and a concerted effort by agency staff to maintain current expenditure levels without degrading the quality of operations. However, certain line segments vary from previous years due to a number of factors including: additions to contractor staffing to provide greater coverage of inspections and maintenance, and an adjustment to reflect shifting actual expenses. Also included are minor impacts of new positions direct charging the MOW program, and the inclusion of funds to provide for the leasing of additional MOW vehicles. The average MOW cost per track -mile is calculated excluding Extra -Ordinary Maintenance and Agency Costs. For FY 2002-03, the average MOW cost is projected to be $47,223 per track -mile compared with $46,424 per track - mile budgeted in FY 2001-02. Some inflationary cost increases have been absorbed by economies associated with the improved maintenance condition of the property as a result of the agency's Renovation and Rehabilitation program. The features that make some lines higher or lower in cost than the SCRRA averages, or are changes from last year are summarized in the following list. The figures (+) and (-) show factors that drive the maintenance budget higher or lower. An additional factor in the estimation of FY 2002-03 MOW expenses has been the implementation of an alternative model for the submission of contractor estimated expenses. In an effort to standardize the contractual obligations under the agency's largest service contracts, MOW contractors are now required to provide, by territory,, estimates of the maintenance of effort required to maintain member agency owned rights of way based on service assumptions provided by the agency. It is expected that this process will provide a more comprehensive analysis by staff physically performing work on the ground. While this process has served to moderate total costs in general, individual line segment costs are varied from years past. Los Angeles - San Bernardino Line. (13% decrease from the FY 2001-02 Budget due to a decrease in both Track and Signal Maintenance requirements.) The budget represents the basic maintenance force plus a surfacing cycle. Factors that affect MOW costs are: + Very high density of train traffic + High density of road crossings + Some unresolved drainage issues + Assumption of Redlands First Mile 4/8/02, 12:09 PM 47 67 SCRRA FY 2002-03 Budget - Capital rehabilitation is complete - Light freight traffic Los Angeles - Ventura County Line. (5% increase from the FY 2001-02 Budget.) The signal system on this line was renewed between 1991 and 1995, and the crossing, rail, and tie deficiencies of earlier years have been largely corrected by recent Rehabilitation/ Renovation work. Factors that affect MOW costs are: + High density of train traffic (including weekends) + Deteriorated track/ties at selected locations + High density of road crossings + Moderately heavy freight traffic (affects curve rail) + Tunnels and embankments + Poor ballast condition, embankment retains moisture - Signal system is new - Light to moderate curves and grades Los Angeles — Antelope Valley Line. (7% decrease from the FY 2001-02 Budget.) A considerable portion of this line has been recently improved. The major remaining capital improvement issue is the deteriorated subgrade in the Newhall Tunnel (Tunnel 25), old rail from Sylmar to Saugus, and old ties from Sylmar to Tunnel 25. In addition, the areas rehabilitated in 1994 for "earthquake" service are nearing tie replacement cycle time. It is a mountain freight railroad, which means that great care is required to inspect and control track geometry, curve rail wear, embankment stability (landslides and washouts), and safety detectors. The capital budgets for 97/98 and 98/99 included replacement of the worst of the old rail and ties, and the old signal system. This has reduced the signal costs on this line. Factors affecting MOW costs are: + High curve and grade territory + Tunnel 25 subgrade is very poor + Frequent trains (below Via Princessa) + Some heavy freight traffic (affects curve rail) + Exposed to flood damage (requires extra inspections) + Poor ballast condition, embankment retains moisture - Most of line has good rail, ties, and crossings Fullerton - San Diego County Line. (15% increase from the FY 2001-02 Budget due principally to au increase in Signal costs with the addition of a shared signal supervisor. Costs are also increased by the need to add more evening work on the line as construction and increased schedules decrease available maintenance windows.) This line is in good to excellent condition. The budget has historically been the lowest per mile. Factors that affect MOW costs are: + Frequent trains + Exposed to flood and ocean damage - Very little significant curvature - New track and signal system 4/8/02, 12:09 PM 48 RR SCRRA FY 2002-03 Budget Olive Subdivision. (19% increase from the FY 2001-02 Budget. The primary reason for the increase is the level of bridge and structures maintenance planned for the year.) This line has received a significant cycle replacement of ties and surfacing, along with renewed road crossings and a modernized signal system. However, most of the rail is old and requires spot repairs to control defects,. Factors that affect MOW costs are: + Narrow embankment + Old rail - No significant curvature or grade Riverside Layover Facility. (7% increase from the FY 2001-02 Budget) This segment has good track. However, this facility is requiring a four man track gang to inspect the facility once per month. Additionally, the Operations Department has requested increased minor repairs at the facility associated with bumper repair, derail installation and additional signage. Factors that affect MOW costs are: + Small segment requires specific maintenance assignments - Good Condition River Comdor. (10% increase from the FY 2001-02 Budget.) This segment includes all of the tracks on both sides of the Los Angeles River from Redondo Junction on the south to Taylor on the north. It carries heavy freight and passenger traffic. Past capital programs have upgraded most of the track and signals. Even with these improvements, the track and bridges need continual maintenance. Factors that affect MOW costs are: + Heavy freight tonnage + Frequent trains + Many turnouts + Some locations of severe curvature - Few road crossings Sierra Madre - Claremont (Pasadena Subdivision) (32% increase from the FY 2001-02 Budget. All components of MOW activity are increasing onthis line including Track, Structures and Signal Maintenance as a result of the deteriorating condition of the ROW ) SCRRA is maintaining this property for the Pasadena Blue Line Construction Authority under their agreement with the LACMTA. The line has jointed rail and wooden crossties in an adequate condition to carry the small amount of freight traffic now on the line. This condition is gradually deteriorating. The 1940s -style open wire signal system is approaching the end of its useful life. Application is being made to FRA to retire the Automatic Block Signal system, which will permit retirement of the pole line and conversion of the old style crossing warning devices to solid state controls, as noted in the RehabilitationfRenovation Budget. Some road crossings are being improved within the maintenance budget with the cooperation of community street departments. Some of the crossing warning systems are also being upgraded to reduce trouble calls while in freight 4/8/02, 12:09 PM 49 69 SCRRA FY 2002-03 Budget operation, and they will be compatible with passenger service. Factors that affect MOW costs are: + Jointed Rail + Poor tie and ballast conditions + Some poor road crossings + Many road crossings + Obsolete open -wire signal system - Low traffic levels - Light curvature and grade Rialto to Bench (Baldwin Park Branch) (45% increase from the FY 2000-01 Budget_ This increase is the result of the addition of an Inspectors Helper and the allocation of increased contract wide costs.) This line is a very lightly used freight line with small rail and old wooden ties. The forecast is an estimate of the time to inspect and make nominal repairs only. Factors that affect MOW costs are: + Poor track and crossing conditions + Small segment requires specific maintenance assignments - Very few trains Extra -ordinary Maintenance This category covers damages due to vandalism, crossing gate knockdowns, accidents, derailments, fires, storm damage and other expenses as required. In years without unusual rainfall or train accidents, $500,000 has remained a reasonable estimate and is continued in FY 2001-02. In other years, such as has been experienced in FY 1999-00 with the El Nino storms, the total can easily exceed $3,500,000. These types of extreme conditions maybe covered by insurance or FEMA reimbursement. However, insurance covers only SCRRA-owned bridges and facilities and LACMTA-owned bridges, tunnels and facilities and has a $100,000 deductible per stone. FEMA reimbursement has never been timely. It should be noted, neither Extra- ordinary Maintenance nor Agency Costs are included in the calculation of MOW expense per track mile. 4/8/02, 12:09 PM 50 70 SCRRA FY 2002-03 Budget SECTION 4 SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY CAPITAL BUDGET 4/8/02, 12:09 PM 51 71 SCRRA FY 2002-03 Budget 4/8/02, 12:09 PM 52 72 SCRRA FY 2002-03 Budget 4.0 CAPITAL BUDGET The Capital Budget consists of two major components. These are Rehabilitation/Renovation and New Capital. These budgets amount to $32.9 million and $$7.1 million, respectively, for a total of $120.0 million. Details of the Capital Budget are described in the following sections. It should also be noted that each year additional finds continue to be sought for the Agency's capital program from Federal, State and Local authorities. Ifand when funds are secured, these projects will be brought to the SCRRA Board for amendment into the budget. 4.1 RehabiiitationfRenovation Rehabilitation/Renovation projects are those projects that replace worn out assets with like or improved assets and thus extend the useful life of these capital assets. Rehabilitation/Renovation recommendations are based upon tolerating only the most minimal and manageable risk of failure. The proposed Rehabilitation/Renovation Expenditures have been selected to meet projected funding available and are chosen from a larger field that SCRRA staff believes can be deferred until future yews, but will have to be addressed eventually. Rehabilitation/Renovation projects of $ 32.3 million are summarized in Table 4.1. However, 20 of the projects are ongoing projects that will not be completed in FY 2001-02 for various reasons as explained below. They amount to $10 million. The new projects amount to $22.9 million and are also discussed below. Ongoing Rehabilitation/Renovation Projects The following projects are ongoing projects budgeted in FY 2000-01 and FY 2001-02 and are not expected to be completed prior to June 30, 2002. The first four (4) items are grouped for clarity in their relationship to ongoing New Capital programs 1. RAIL REPLACEMENT IN CONNECTION WITH KAISER SECOND MAIN TRACK CONSTRUCTION. San Bernardino Line $711,140 The rail replacement is due to the fatigue of old rail installed by the freight railroads many years ago. The decision to replace rail is driven by observing the wear patterns and by monitoring the rate of rail defect detection. This work is funded 60% by LACMTA and 40% by SANBAG. This project is to complete the replacement of 1963 main track rail at Kaiser (MP 45.40 to 47.11) near Rancho Cucamonga and place it in the siding at this location. This work will be done in conjunction with the New Capital construction of Second Main track. 2. RAIL, TURNOUT AND ROAD CROSSING PROGRAMS IN CONNECTION WITH THE UPGRADE OF THE MOORPAR.K / STRATHERN SIDINGS. Ventura Line $3,061,591 a. Moorpark/Strathem Siding Rail Program $2,074,404 4/8/02, 12:09 PM 53 73 TABLE 4.1 -t SOUTHERN CALIFORNIA RE GIONAL RAIL AUTHORITY FY 2002-03 BUDGET REHABILITATION/REN OVATION EXPENDITURES: ON GOING PROJECTS Nm. . Pra et .1 i ib_s1 ' •' R IsSiiltltaflti'` :-:V¢ 'tuwr` li In C n e ns a Cn }� L c . etiC .. _ .. .... _ . G.iroe . V�ntur at•. . -0 : 1' 02 3 . .•iBuil�•et�}} to F 1 u n':'.;::::::::.:',. .:.‹.<:.to' '''P.M.: ray } '- ' Yti ii' i'• `$e .. . 2•: ; :.Reier€ues: -; ' Til�'•'�'•'�' •'� •hi c}dTil''.1 ' .. :::±%CTC -. .•S�iCe. l . r '• VL�G:�3 • .: .F.untfs. •:• . Rail Re lacement: San Bernardino Line San Bernardino 711,140, 426.684 284,456 2a Moorperk/Strathem Siding - _ - Ventura 2 .074 .404 2.074,404 2b Rail improvements - Ventura County Line Ventura 115,548 115.548 2c Turnout Upgrades and Replacements - Ventura County Li ne (VEN CO) Ventura 543 ,539 543.539 2d Crossing Rehabilitations - Ventura County Line (Ven CO) Ventura 328.101 328,101 3a Signal Improvements: Ventura County Line (Ven Co) Ventura 100 ,641 100,_641 3b Signal Improvements on the Antelope Valley Line _ Ant elope V 32,461 I 32.481 4 Maintenance Facili U. wade - - System _ 100.000 47,500 19.800 11 .100 14 ,400 7 .200 5 Tunnel 26 Sn fe hn.rovements Ventura 1.053 .524 1,053 .524 6 Drainage Study and M itigation - _ Orange 424,825 424 .825 7 Grade Crossing Monitor System - Syste m 497 .000 236.227 98 .309 _ 55 .222 71513 35.729 8 Switch M achine & Rod RepVRepair: River Corridor River 134,239 _ 63,805 26 .553 14 .915 19.316 9,650 9 Signal Improvements - River Corridor 64.356 30.589 12,730 7.151 9.260 4,626 10 Station and Right of Way Upgrades (San Ber Co) rRiver San Bernardino 1,276 ,160 1,276,160 1 la Turnout Upgrades and Replacements - Antelope Valley Line - Antelope V 464,244 464.244 I lb Turnout Upgrades an d Replacements - Sa» Bernardino Line San Bernardino 23,464 14.078 9,386 _ 1 lc Turn out Upgrades and Replacements - Orange County Line Orange 372,219 372,219 _ I Id Turnout Upgrades and Replacements - River Corrido r R iver 651.153 202,818 84,403 47.401 61 ,392 30 .674 224,465 12 Special Track Work - Frog Replacement Rive r Corrido r River 375,000 8.556 3,561 2,000, 2,590 1 ,294 357.000 13 Rolling Stock Rehabilitation System 650:000 129,555 273.929 28,700 199,250 18,567 _ .. .. .. .... 'x'. - o C r1-vT' an anti Pi-bc"cts°�:�'• .. .... - ... ......:• '99_ , ' i'' 0. . 6 53 ' •1:31d:329:: : •1 .66.469" :::-:•1;94.7 .,721:: . . �'4;T95Sb9 -' :•:•::12 .7:92.6• • ' : •:•:381:;d65 • .. .. , . , .... . (1) OCTA and SANBAG "local" funds are 80% federa l funds and 20% local match. (2) Per agreement with Union Pacific Railroad, work is associated with the River Corridor: (3) VCTC Funds are 100% Federal rehab_03.xls, 4/5/02, SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY FY 2002-03 BUDGET REHABILITATION/RENOV ATION EXPEN DITURES: NEW PR OJECTS FO R FY 2002-03 roloo la Rail Prolgrant - Ventura County Line Pb Rni1 Progrant_Antelope Valley Line I c Rail Program -San Bernardino Line d Rail Progrant - Oran ge Countne le If Rail Program- Inland EmpireOranie County Lin Olive Sub ail Proirrrrant - River Corrid 2a Wood and ConcreleTie Protaanr- Ventura Cou nty Line (Van Co) 213 Wood and Concrete Tie Pro am 2c 2d 1,4 Ventura County Line (LA Co Woad and Concrete Tie Program - An telope ValletLine Wand and Concrete Tie Program - San Bernardino Line Ventura 579,660 r5 (1} -Lacai:l?gridi BAO 3 vC�7' •G Antel ope V San Bernardino Orange Olive River Ventura Ventura Antel ope V San Bernardino cod and Concrete Tie Prolamin: River Corrido r River cod and Concrete Tie Program - Orunue County Line Wood and Concrete Tie Pml,ram - IEOC (O live Sub) 3a Turnou t Program - V entura County Line b Turnout Program - Antelope Valley Line 2,073,386 105,491 294,174 2,073,386 63.295 294,174 42.196 579 .660 • Fit rids: as ecodddd;. 40,899 247,040 553,420 268,614 391,664 3,286 ,214 1 17,426 268 .614 391.664 1,971 .728 40,899 48,867 27,444 35,544 1.314.486 17,760 553,420 197,655 Orate 1,428506 Olive 94 ,892 Ventura Antelope V 93,951 39,098 1 ,428.506 94,892 21 ,957 1 28.439 14,209 e Turnout Prolaam-LS art Bern ardn Line San Bernardino 3d 3e Turnout Program - Orange County Lino Turnout Projtrant - InlandEmpire/Orange Ceunly Line (Olive Sub) Orange Olive 3f Tu rnout Program - River Corridor River 4n Road C rossin g Progra m - Ventura County Lune 4b Ro ad Crossing; Program- an Bernardin o Line 4c n Read Cmsnitttt Program - 0 g County Line Bridge Replacement Pro gram - Ventura County Line (Vert Co) Ven tu ra San Bernardino Orange Ventura 513 Bridge Replacement Program - Ventura County Line (LA Co ) Ventura 5c Bridge Replac ement Program - Antelope Valley Line Antelope V Sd Bridge Rook/cemen t Program -San Bemnrdino Lin e San Bernardino 5e Bridge Replacement Program - Ora nge County Line Orange Rack Grinding System 7 Replace Rail Crossings Frogs 8 Union Statio n Platform Lighting Upgrade s System 9a Signal and Cottunu nications Prol, ,'rant - Ven tura County Lin 9b Sibmal and Conu nunicatio ns Pronrrani - Antelope V alley Lin 9c Signal and Communications Program - San Bemerdino Line River d Signal and Communications Program - Pasadena Subdiv ision 9e Signal and Conn nunications Pra ygatn - Orange County Line Signal and Communications Program - River Corridor 9g Signal and Conununicatioas Pro gram -Systemwide 10 Rolling Stock Rehabilitation Prop -ant mew Facility et San Bernardino Station F2 Snorm Vehicles Totnt:New:r ju sal:Ixeria itfatltin nd•Reaoypli Ventu ra Antelope V San Bernardino San Bernardino Orange River System System 173.073 635,313 169.328 164.691 329,382 327,955 85,798 341 .381 337,558 214 .000 173,073 635,313 101,597 182.684 85,798 204 .829 92,020 92.020 331,379 331379 574.376 344 .626 839.950 164.691 329 .382 7.782 4,372 67.731 5.662 136.552 2.829 124.623 337,558 839 .950 214,000 412,906 196.266 400.000 8,556 160,500 76,290 128,649 128,649 189,256 189,256 749. 670 449. 802 197,950 197. 950 348.872 200.625 95,363 1.649.405 784.012 3.500,000 1,188.325 229.750 81 .677 45 .870 3,561 2,000 31,749 17 .830 348,872 39. 686 22.287 326,269 183.232 494,525 277.725 59 .409 2.590 23,093 299 .868 28.866 237 .316 359,700 29.684 1,294 11.538 14,423 118,576 179,725 382,000 San Berardin o System 250,000 118. 833 00,000 237,665 49,453 8,905 27,773 55,545 t&65565?• .•.. ;•, ' ; 10;802k •:•5:{110:496:•' :586:035 35 .970 17.973 1,000.000 71,940 35,945 # I3; ; ; '{1'79:1;03!6:-::: : ' 506;673:• :•:•:- . .00l'o,ofoo:. :12357.d9p;::.:: . `C2;?d$ BF•. :: SA1:d'4 25aa::. :43 6,83:3_•:-:- 3. $6,dbs::;::3;1 ,7,92$ .: 1-,57#€iitia I.CRP .)D: rehab 03,xls, SCRRA FY 2002-03 Budget The funding is State Interregional Transportation Improvement Program (RTIP) funds and was amended into the FY 2000-01 Budget in March 2001. The work (all in Ventura County) includes: Upgrading the Moorpark Siding for higher speeds by: Relaying the main track Continuously Welded Rail (CWR) in the siding area and moving the recovered CWR to the siding replacing the Jointed smaller Rail; and, Upgrade the Strathem Siding for higher speeds by relaying the Main Track in the siding area and moving the recovered CWR to the siding replacing the worn rail. b. Ventura County Line Rail Program $115,548 The funding is 100% VCTC. The funds will be used for additional track work associated with the Moorpark/Strathem Siding upgrades. c. Ventura County Line Turnout Program $ 543,539 This funding is 100% VCTC. The work (in Ventura County) includes rehabilitation and upgrading the Moorpark Turnouts in connection with the rail work mentioned above in b. d. Ventura County Line Road Crossing Program $ 328,101 The funding is 100% VCTC. The work (all in Ventura County) includes rehabilitation of both the Main Track and siding road crossing surfaces at Moorpark Ave. and Spring Rd_ 3. SIGNAL IMPROVEMENTS IN CONNECTION WITH THE HASSON AND NEWHALL SIDING EXTENSIONS. $ 133,122 The FY 2000-2001 work was delayed to capture as many as economies of production as are available by consolidation of contiguous work on the Ventura County Line and Antelope Valley Line with the above -mentioned Capital programs. a. Ventura County Line (Ventura County — 100% VCTC) b. Antelope Valley Line (100% LACMTA) $100,641 $ 32,481 4. MAINTENANCE FACILITY UPGRADE IN CONNECTION WITH THE INLAND EMPIRE MAINTENANCE FACILITY. $ 100,000 This project will upgrade the electrical capacity at the San Bernardino layover tracks. The FY 2000-2001 work was delayed to capture as many as economies of production as are available by consolidation the contiguous work associated with the New Capital program to construct the Inland Empire Maintenance Facility. 5. TUNNEL 26 SAFETY IMPROVEMENTS (Phase II) $1,053,524 VENTURA COUNTY LINE This project the second phase of an ongoing project from FY 1998-99. Tunnel 26 is located on the Ventura County Line. The tunnel is 7,369 feet long. This phase will address the emergency egress of passengers from trains during unplanned stoppage and seismic anchor bolting. The improvements under design will include lighting, walkways and further drainage. The project is 4/8/02, 12:09 PM 56 7F SCRRA FY 2002-03 Budget essential for the continued safe operation of Metrolink and Amtrak passenger trains as well as of fieight trains operating in the corridor. 6. DRAINAGE STUDY AND MITIGATION $424,825 This FY 2001-2002 project is to mitigate the effects of heavy rainfall at various locations in Orange County including 4th Street in Santa Ana, and at Milepost 192 in Mission Viejo. In prior years, these areas have been identified as problem areas and conceptual engineering has been performed for remedial action. This current project is to take the design to completion, secure all necessary permits, and to contract for the construction of the mitigation measures. The mitigation measures for 4`h St. are to install catch basins and short sections of storm drain to carry rainfall into nearby stone drains. The work at Mission Viejo is to stabilize an earth embankment with improved local drainage and removing soil from the cut area. 7. GRADE CROSSING MONITOR - SYSTEM $497,000 This program is to continue with the gradual installation of these devices on a priority basis on important grade crossing controls. This system uses sensors to determine the "health" of the classing system and will communicate to the Metrolink Operations Center any exceptions. Many of these exceptions are situations that can be repaired before the crossing actually fails, thereby avoiding delays to train or highway traffic. In all cases the monitors provide diagnostic information to signal personnel, reducing troubleshooting time and aiding prompt maintenance. The costs are allocated to the lines based upon the number of crossings to be equipped each year. 8. SWITCH MACHINE/ROD REPLACEMENT $134,239 This FY 2000-2001 program, was delayed due to availability of Union Pacific forces and coordination. This program is the systematic removal and replacement of the dual control power switch machines and their associated connecting rods. These devices will last approximately ten years in heavy service but need to be rehabilitated at the end of that time in order to assure reliable operation. The machines are sent to the manufacturer for reconditioning. This work is scheduled for the River Corridor and is funded using the Revised Allshare formula. 9. SIGNAL IMPROVEMENTS — RIVER CORRIDOR $64,536 This FY 2000-2001 program was delayed due to availability of Union Pacific forces for the testing and activation of the new system. This work will upgrade the signal system from the First St. crossover to a new signal at Yuma Junction. 10. STATION AND RIGHT OF WAY UPGRADES $1,276,160 This FY 2001-2002 program is currently in the design stage for platform extensions at Rialto and Fontana. This program will rehabilitate and upgrade other Station items and Right Of Way in San Bernardino County. The identification of other specific station items and upgrades is currently in discussion with affected Member Agency staff. 4/8/02, 12:09 PM 57 77 SCRRA FY 2002-03 Budget 11. TURNOUTS $1,511,081 The FY 2001-2002 program has been delayed by the need of a new Special Track Work procurement contract requiring the update all of SCRRA turnout and other special track work standards. Under the Rehabilitation/Renovation Program, entire turnouts and other special track work are replaced with upgraded components, including sub -grade. Under ordinary maintenance, the special track work is repaired, welded, ground and surfaced to extend its surface life. The Rehabilitation/Renovation Program is to do the periodic renewals of the special track work. a. Antelope Valley Line $ 464,254 This fimding.is 100% LACMTA. The project is to replace three (3) Turnouts at MP5.4, MP25.3 and MP26.4. b. San Bernardino Line $ 23,464 This funding is 60% by LACMTA and 40% by SANBAG. The project is to install switch ties in three (3) Turnouts at MP 41.7, MP 52.1 and MP 52.3. c. Orange County Line $372,219 This FY 2000-01 & 2001-02 program funding is 100% OCTA. The project will rehabilitate the turnouts at MP 177.4 and MP 177.9. The turnouts will be upgraded from 115-1b. to 136-1b., consistent with the rail in this territory. d. River Corridor $651,153 The work is funded $426,688 by all Member Agencies using the revised All -Share formula, and $224,465 by UPRR under the East Bank Agreement. The project is to replace the west (north) No. 14 Crossover at Dayton MP488.75. The No.14 Crossover at First St. MP483.1 (within Zone 2 of the UPRR Agreement) will also be replaced. 12. REPLACE RAIL CROSSING FROGS $375,000 Crossing frogs are special assemblies of steel castings and rail that permit the railroad tracks to intersect, and have gaps for the rail wheel flanges. The engineering for the new Frogs is being completed. This funding is $16,875 by all Member Agencies using the revised All -Share formula, and $358,125 by Union Pacific under the East Bank Agreement. This item is to replace current units where the two tracks of the East Bank Main Track cross the Coast Connector track at grade. Existing units were installed in the 1950s and have reached the limit of economical and safe repair. 13. ROLLING STOCK REHABILITATION $650,000 Funds are carried forward primarily as a result of the Head End Power program. This program was initiated in FY 1998-99 as these units had been changed out under warranty in prior years. The manufactures recommend the overhaul of the HEP engines between 10,000 and 12,000 hours of operation. Other funds include uncompleted cycle Rehabilitation program as referenced below in New Projects #12. 4/8/02, 12:09 PM 58 7Q SCRRA FY 2002-03 Budget NEW PROJECTS FOR REHABILITATION/RENOVATION IN FY 2002-03 The following new projects are proposed for Rehabilitation}Renovation in FY 2002-03. This year is the forth of a live -year cycle that has been developed by staff, working with funding guidelines furnished by the Member Agencies and other sources. As such, some maintenance needs are moved ahead or back various years to consolidate like work and achieve contracting economies, in confidence that they will occur in the designated years. Other work, which has to follow the regular wear of the facilities, is spread evenly through the years. 1. RAIL Rail is replaced for two reasons: it is worn away by wheel flanges in curves, or it the fatigue life limit where small internal flaws grow into fractures. On the SCRRA system, replacement rail is most often needed at sharp curves and where rail installed many years ago by the freight railroads has reached the end of its useful life. The decision to replace rail is driven by observing the wear patterns and by monitoring the rate of rail defect detection. a. Ventura County Line $579,660 The program will replace worn rail on three curves between Moorpark and Strathem b. Antelope Valley Line $2,073,386 The program will replace worn rail on 11 curves between Lang and Kocian and 3 curves at CP Taylor. The old rail at Harold will be replaced and this used main track rail replace the Ravenna siding rail. c. San Bernardino Line $105,491 The program will rehabilitate wom rail on the curve at CP Hondo. d. Orange County Line • $294,174 The program will rehabilitate worn rail on the curve at CP Maple, near the Orange station. The warn curve rail on the Orange Wye track will be rehabilitated with used main track rail. e. Inland Empire Orange County Line (Olive Sub.) $.40,889 The program will rehabilitate worn rail on the curve between CP Meats and CP Maple. f. River Corridor $247,040 The program will rehabilitate worn rail on the connector track curve between Union Station lead track from Mission to the Eastbank main track. It will replace the Union Station lead track across the L.A. river leading to the Eastbank main 4/8/02, 12:09 PM 59 79 SCRRA FY 2002-03 Budget 2. WOOD AND CONCRETE TIES $6,220,965 Wood ties last about 35 years in this region. There are 3,250 ties per mile of track. This results in the need to replace about 100 ties per mile per year to keep a stable track structure. The SCRRA engineering standards and the FRA Track Safety Standards are predicated upon there being a limited number of failed ties in the track, the redundant design of the track will enable the remaining sound ties to hold the track in alignment, gauge, and surface. It is more economical to replace about 25% of the ties on about 8 -year cycles with specialized crews than to replace a few ties at more frequent intervals. Letting the track deteriorate until more than 25% of the ties have failed results in rough and unstable track, a decrease in the life of the remaining ties, and the need to reduce train speeds. The Rehabilitation/Renovation program is based upon keeping within this range of tie replacement. a. Ventura County Line $553,420 This funded is by VCTC. The program will replace approximately 25% of the wood ties on 3.3 miles of the main track MP 436.7 to MP 440.0 (Simi Valley). b. Ventura County Line $268,614 This funded is by LACMTA. The program will replace all of the wood ties in Tunnel No. 28 MP 443.90. c. Antelope Valley Line $391,664 This funding is by LACMTA. The program will replace approximately 25% of the wood ties on the Sylmar siding. The program will also replace the wood ties with concrete ties in a sharp curve at CP Kocian (NIP 53.9 to 54.03) d. San Bernardino Line $3,286,214 This work is funded 60% by LACMTA and 40% by SANBAG. The program will replace approximately 25% of the wood ties on the main line at Cambridge between MP 32.4 to MP 44.5 (12.1 miles). The program will also replace an additional 25% of the wood ties on the main line at Etiwanda between MP 47.6 to MP 55.2. e. River Corridor (Union Station) $197,655 The funding is by all Member Agencies using the revised All -Share formula. The program will replace the wood ties with concrete ties on the connector track curve between Mission and the Eastbank main track. This will be done in conjunction with the rail program mentioned above in 1f. f. Orange County Line $1,428,506 This work is 100% OCTA. The program will replace 30% of the wood ties between Sena and the County Line (MP 203.8 to 207.4) on the Orange County Line, and 25% of the ties between MP 173.2 and MP 174.7 (Lincoln) on the north main track, and replace the wood ties with concrete ties on the curve at CP Maple, near the Orange station. This will be done in connection with the rail program at this location referenced above in ld. 4/8/02, 12:09 PM 60 80 SCRRA FY 2002-03 Budget g. Inland Empire Orange County Line (Olive Sub.) $ 94,892 The program will replace 20% of the ties on the curve between CP Meats and CP Maple. This will be done in connection with the rail program at this location referenced above in lf. 3. TURNOUTS $1,799,740 Under the Rehabilitation/Renovation Program entire turnouts and other special track work are replaced with upgraded components, including sub -grade. Under ordinary maintenance, the special track work is repaired, welded, ground and surfaced to extend its surface life. The Rehabilitation/Renovation Program is to do the periodic renewals of the special track work. a. Ventura County Line $ 173,073 This funding is 100% LACMTA. The program will rehabilitate the Turnout at MP 458.1 c. Antelope Valley Line $ 635,313 This funding 100% LACMTA. The program will rehabilitate three (3) Turnouts at MP 53.9, MP 61.8 and MP 62.2. d. San Bernardino Line $ 169,328 This funding is 60% LACMTA and 40% SANBAG. The program will rehabilitate the Turnout at MP 44.3. e. Orange County Line $ 164,691 This funding is 100% OCTA. The program will rehabilitate the turnout at MP 179.4 at the east end of the Tustin wye. The turnout will be upgraded from 115-1b. to 136-1b., consistent with the rail in this territory.. d. Inland Empire Orange County Line (Olive Sub.) $ 329,382 This funding is 100% OCTA. The program will rehabilitate two (2) turnouts at MP 0.8 and 0.9 near Tustin Ave. The turnouts will be upgraded from 115-1b. to 136-1b., consistent with the rail in this territory. f. River Corridor $ 327,955 The work is funded with $203,332 by Member Agencies using the revised All -Share formula, and $124,623 by UPRR under the East Bank Agreement. The program will rehabilitate two (2) Turnouts at CP Chavez (MP 1.05) and the UP Harbor turnout at 9th St. 4. ROAD CROSSINGS $764,737 Under the Rehabilitation/Renovation Program, an allowance is set aside for each line for each year for the maintenance staff to plan rehabilitation of crossings. This gives them a resource in planning to respond to civic requests to repair or upgrade crossings, and to work off the worst of the existing crossings each year. The nature of this work will vary between lines and between years on each line. 4/8/02, 12:09 PM 61 R1 SCRRA FY 2002-03 Budget a. Ventura County Line $ 85,798 The funding is 100% LACMTA. The program will rehabilitate ties, rail and crossing surface on both main tracks crossings at Vineland Ave. (MP 459.61). b. San Bernardino Line $ 341,381 This funding is 60% by LACMTA and 40% by SANBAG. The program will rehabilitate the crossing surfaces, ties and rail at three (3) crossings at MP 38.1 (Grove Ave), MP 39.1 (Vineland Ave.) and MP 53.0 (Riverside Ave). c. Orange County Line $ 337,558 This funding 100% OCTA. The program will rehabilitate the crossing surfaces, ties and rail on both main tracks crossings at E. Broadway Dr. (MP 167.89) and La Veta Ave. (MP 173.3). Any existing 115-1b. rail in the crossings will be upgraded to 136-1b., consistent with the rail in this territory. 5. BRIDGE REPLACEMENT $2,051,725 The Bridge Rehabilitation and Renovation capital program consists primarily of replacing obsolete and decayed timber bridges with concrete and steel bridges. These bridges eliminate maintenance due to decayed wood, eliminate fire danger and enlarge the channel opening because the concrete spans are longer than the wood spans. This program also includes painting of major steel bridges in future years and replacement of small timber structures with culvert pipe when feasible. This program will also address improvements that will extend or insure the life expectance of a structural unit. a. Ventura County Line $214,000 This funding is 100% VCTC. The program will install additional bracing to the four (4) Arroyo Simi bridges. This will extend or insure the life expectancy of the structures. b. Ventura County Line $ 92,020 This funding is 100% LACMTA. The program will rehabilitate the deck on the bridge at MP 452.1 between Balboa Blvd. and Roscoe Blvd. c. Antelope Valley Line $331,379 This funding is 100% LACMTA. The program will rehabilitate the ballast deck pile trestle bridge at MP 35.3 near Santa Clairita. d. San Bernardino Line $ 574,376 This funding is 60% by LACMTA and 40% by SANBAG. The program will replace the 72 foot ballast deck bridge at MP 38.9 near Upland. 4/8/02, 12:09 PM 62 R2 SCRRA FY 2002-03 Budget e. Orange County Line $839,950 This funding is 100% UCTA. The program will replace the 28 foot ballast deck bridge at MP 202.7 (San Clemente). The program will also initiate the Civil design for the replacement structure for the 191 foot San Juan Capistrano bridge at MP 195.8. 6. RAIL GRINDING $412,906 This program is to grind the rail to restore the original profile and remove surface defects. A regular program of rail grinding will more than double the life of the rail, particularly in curved track. The amount of grinding expense is assigned to each line on approximately the mileage of that line. 7. REPLACE RAIL CROSSING FROGS $400,000 This funding is $18,000 by all Member Agencies using the revised All -Share formula, and $382,000 by Union Pacific under the East Bank Agreement. This item is to replace the special track work where the two tracks of the East Bank main track cross the Yuma main track at grade. Crossing frogs are special assemblies of steel castings and rail that permit the railroad tracks to intersect, and that have gaps for the rail wheel flanges. The existing units were installed in the 1950s and have reached the limit of economical and safe repair. The new frogs should last a similar length of time. This is the second of two sets. A similar item is referenced in Ongoing Project#12 above. 8. UNION STATION PLATFORM LIGHTING UPGRADES $160,500 This project will replace approximately 270 lighting fixtures on the five boarding platforms at Los Angeles Union Station. Current units are over ten years old and have become costly to maintain. The replacement lighting system will be energy -efficient and is expected to significantly reduce maintenance and utility costs. 9. SIGNAL AND COMMUNICATION IMPROVEMENTS $3,464,428 a. Ventura County Line $ 128,649 This funding is 100% LACMTA. This program will repair erosion at two signal locations with installation of retaining walls and replacement fill material. Secure & protect signal equipment enclosures by installation of fencing and upgrade standby power requirements at four locations with replacement installation of LED lights. LED lights require approximately one-third the energy to light thus increasing standby power life and decreasing commercial power requirements when not in standby. Also included is the installation of dispatcher controlled power operated switch machine on the existing derail at CP Woodman MP 456.10. b. Antelope Valley Line $189,256 This funding is 100% LACMTA. This program will secure & protect signal equipment enclosures by installation of fencing and upgrade crossing controls by replacing the antiquated crossing control equipment and the enclosure at Aliso Canyon Road, MP 57.99. 4/8/02, 12:09 PM 63 83 SCRRA FY 2002-03 Budget c. San Bernardino Line $ 749,670 This funding is 60% LACMTA and 40% SANBAG. This program will: relocate & upgrade Wayside detection equipment at CP Rancho MP 55.0. Install additional electronic modules used in standby racks for constant warning equipment_ Replace conditioners used to maintain temperature stability in signal locations that have been in service for over five years. Replace underground cabling at various locations between MP 11.1 and MP 11.2_ Replace one constant warning device at Temple Avenue at MP 16.07. Secure & protect Signal equipment enclosures by installation of fencing. Upgrade standby power requirements with replacement installation of LED lights. Continue a program to install event / analyzer monitoring equipment at each "at grade' rail crossings. d. Pasadena Subdivision $ 197,950 This funding is 100% LACMTA. This is the continuation of a program to remove the remaining pole line on the Pasadena Subdivision before it becomes a liability due to failing in windstorms or other situations. The program will be from MP 110.6 to MP 111.7. e. Orange County Line $348,872 This funding is 100% OCTA. This program will: Upgrade the existing power system at CP Tinkham MP 184.50. The existing commercial power configuration will not allow for the continuous operation of the A/C system during peak heat periods due to inadequate power feed. Replace deteriorated signal equipment due to high oxidation at various locations between MP " 198.8 and MP 206.0. Upgrade standby power requirements with replacement installation of LED lights. Continue a program to install event / analyzer monitoring equipment at each at grade rail crossing. f. River Corridor $200,625 The funding is by all Member Agencies using the revised All -Share formula_ This program will: Install crossing waning devices at a crossing on the "Coast Connecter" track at CP Main and at a crossing on two Leads at CP Mission. Both crossings are now un-signaled. The crossings are used for access by emergency vehicles and maintenance of way vehicles. Providing warning systems on the crossings will improve the safety of both crossings. Secure & protect Signal equipment enclosures by installation of fencing. Provide backup generated power for the East Bank. Currently, due to line loss, the backup power supply is insufficient to provide power for the East Bank in the event of a commercial power failure. g. Systemwide $1,649,405 The funding is by all Member Agencies using the revised All -Share formula. The programs will: Provide a mirror Dispatching server to be installed at a separate facility from the Metrolink Operations Center (MOC) with it's own structure and power. This will serve as an alternate to the MOC Dispatch server when or if a major failure occurs at the MOC. Provide significant rehabilitation and upgrades to multiple radio relay points, provide upgraded communications through the installation of modems for the agency's PA/CMS systems, new lenses for PA/CMS, and provide Omni -Directional Antennas at Selected Control Points. 4/8/02, 12:09 PM 64 84 SCRRA FY 2002-03 Budget 10. REHABILITATION/RENOVATION ON ROLLING STOCK $3,500,000 This item is composed of annual rehabilitation and renovation programs on SCRRA rolling stock. Funded by interest on proceeds from the U.S. Leveraged Lease Transaction on SCRRA rolling stock and member agency funds on the revised Allshare formula. The elements of the ongoing programs are described below: Car Door Operators Proper operation of doors on rail cars is critical to providing a safe, efficient commuter rail service. The doors are in constant use and suffer a fair amount of abuse. The schedule calls for a four-year cycle for teardown and rebuild of these units. Truck Overhaul The truck assembly serves as the suspension system for cars, along with supporting wheels and braking systems. The trucks should operate approximately 400,000 to 500,000 miles if no extra- ordinary wear occurs. Heating/Ventilation/Air Conditioning (HVAC) Overhaul The HVAC system is the most important customer comfort appliance on the cars and operates under heavy demand in our service for much of the year. This system requires periodic overhaul about every four years to ensure steady, reliable performance. Traction Motors Each locomotive has four traction motors. These are located underneath the unit and provide driving effort to the wheels. The motors should run about 400,000 miles without needing major work. As with the Truck Overhaul program above, this program is started in advance of the maintenance cycle time. Replacement of Carpet, Seats and Installation of ATS and LLEPM This program consists of the replacement of worn carpet, seat covers and foam in the rail cars. The program also includes installation of Automatic Train Stop (ATS) in those locomotives not already equipped so all locomotives can run in ATS territory south of Santa Ana on the Orange County Line. This same program will incorporate the installation of Low Level Exit Path Markings to meet new standards. Rehabilitate and Upgrade Cab Cars to current standards This program consists of the redesign of the Cab areas on the older Cars to provide a more secure, quiet environment for the Operator. 11. CREW FACILITY AT SAN BERNARDINO STATION $250,000 This project is to supplement work being done at the San Bernardino Station, Currently crews laying over at the station are housed in an older mobile office facility. These funds would allow for the addition of a permanent facility for crew layovers and signons, and would be included in a larger construction package being pursued by SANBAG at a substantially lower cost to the SCRRA by utilizing current contractors. 12. VEHICLES $500,000 These funds are funded by all members using the all share formula. The SCRRA currently owns approximately 135 rubber -tired vehicles used in the agency's Operations, Maintenance of Way, 4/8/02, 12:09 PM 65 R5 SCRRA FY 2002-03 Budget Capital, and General Administrative pools. A significant number of these vehicles have reached or exceeded their originally projected useful life. It is expected that this program is the first year of a multi year vehicle replacement cycle during which the most critical needs will be addressed originally, and the balance of the fleet will be scheduled for replacement on the basis of mileage and repair costs. Approximately similar funding is expected to be programmed in future years so as to avoid one time spikes in the funding requirements of members, and so as to allow for an orderly and efficient cycle of procurement. 4/8/02, 12:09 PM 66 RF SCRRA FY 2002-03 Budget 4.2 New Capital New Capital projects are those capital projects that expand the system such as sidings, double track, upgrade of the signal system, and new rolling stock. For the FY 2002-03 Budget, the projects for the New Capital program are shown in Table 4.2 and the expenditures amount to $87.4 million. Appendix 6.6 provides a listing of new projects for which federal, state and local funds are being sought. Hand when funds are secured, projects will be amended into the budget. The following projects are ongoing projects that were budgeted in FY 2001-02 or were amended into the Budget after receipt of additional funding. 1. PURCHASE OF 18 NEW TVMS $578,777 SYSTEMWIDE This project is an ongoing project from FY 1997-98_ The Ticket Vending Machines (TVMs) are funded by the five member agencies based on which county will use them. Five of the TVMs are proposed as spares and funded by all counties per the all -share formula: LACMTA 40%; OCTA 25%; RCTC 12%; SANBAG 18%; and VCTC 5%. This balance is proposed for the final payment on 8 existing style TVMs plus an order of new 10 -key pad machines_ 2. UPGRADE TICKET VENDING MACHINES $11,073,018 SYSTEMWIDE The project will provide for new and/or upgraded passenger rail ticket vending machines (TVMs) at Metrolink and Amtrak stations. Funding includes State funds for the software and additional participation from Amtrak and a Congestion Management and Air Quality (CMAQ) grant. The funding for this project is augmented by item #1 above and item #7 below_ The project benefits the entire Metrolink system as well as Amtrak Intercity service, and has the potential to benefit other transit providers in the region. These new machines will be able to vend either Metrolink or Amtrak tickets and will also have the potential to sell bus tickets. This means that fewer total capital costs for ticketing machines are needed and servicing costs are lowered and shared. The new machines will be able to vend different types of tickets. For example, they will not only vend tickets for a regular one-way, round-trip, 1 0 -trip, or monthly pass for adult, student, handicapped, or off-peak fare, they will also allow someone to buy a ticket for a future date and several different types of tickets at once. They will vend tickets for trips using any combination of Metrolink, Amtrak and other transit services and be able to allocate the money collected to the different operators. For example, a person will be able to buy tickets at a single location, in one transaction, allowing the user to travel from Riverside using Metrolink, then transfer to Amtrak to Santa Barbara, then return home —and do this so that both Metrolink and Amtrak get their share of the ticket price. This makes the entire passenger rail network in Southern California much more useable to many more travelers. 4/8/02, 12:09 PM 67 27 TABLE 4 .2 SOUTHERN CALIFORNIA REGIONAL RAIL AUT HORITY FY 2002-03 BUDGET NEW CAPITAL PROJECTS 18 New Ticket Vending Machines System j 578,777 2 Upgrade Ticket Vending Machines System 11,073,018 3 Lincoln Avenue Double Track Orange Co 1 14,155,600 4 PA/CM S Installation at Orange County Stations Orange Co 1 170,130 5 Fremont Siding San Bern 3,399,079 6 Marengo Siding San Bern 2,477,483 7 Upgrade TVMs to 10 -Key Pad Operation System d 1,600,000 8 Additional Metrolink Rolling Stock Phase 1 System 4,754,452 9 Platform on South Side of Covina: Phase 1 (3) San Bern 1,505,879 10 Global Positioning System (GPS) (4) System 125,414 11 San Ber Line Improvements - Pomona Double Track San Bern 13,154,990 12 San Ber Line improvements - Kaiser Project San Bern 12,352,382 13 Sun Valley Siding Antelope V 3,924,085 14 New hall Line Changes Antelope V 967,956 15 Grade Crossing Safety Program System 434,633 16 New Cab Car Procurement 17 Eastern Area Maintenance Facility Design System System 10,691,973 832,000 18 GPS and PACM S in San Bernardino San Bern 445,000 19 20 Pedestrian Undercrossing at Montclair Antelope Valley Line Changes at Santa Clarita San Bern Antelope V 1,800,000 500,000 21 Platform Extensions in LA County <�:T!D1 e11,S San Bern 2,200,000 7.142;850;: • Amended Into the FY 2000-01 Budget - March, 2001 I. :QC cal:Fudd •:�:;:VCTt•: 19,919 217,157 138,057 140,993 62,651 1,476,500 1,189,000 8,407,518 250,000 13,905,600 170,130 1,878,395 301,358 1,219,326 1,056,032 275,000 1,148,451 1,600, 000 4,754,452 505,879 1,000,000 125,414 11,254,990 1,900,000 12,352,382 3,924,085 $110,559 857,397 $70,546 $20,710 9,472 $16,284 $7,988 309,633 $1,229,177 9,462,796 140,000 s 692,000 445,000 $360,000 1,440,000 58,000 442,000 2,200,000 459948. h r ; :657'7:: x..9 :•:1i77••S19• : 'S17 i T7: t -, w : •];L89;000::• ::•30 .763I:,, NewCap•FY03,als 4/5/2002 3:14 PM SCRRA FY 2002-03 Budget 3, LINCOLN AVENUE DOUBLE TRACK $14,155,600 ORANGE COUNTY LINE This project is an ongoing project from FY 1998-99. It is a multi -year project which is funded with prior year State Intercity Rail funds and from Orange County's SB-45 Regional Choice Program. An additional $4.2 in State and Local Funds were amended into this project in FY 2001-02. The 1.8 -mile segment between Santa Ana and Orange on the Orange County Line has only one main track and causes significant scheduling problems for both the Orange County and Inland Empire -Orange County Lines. 4. PA/CMS INSTALLATION AT ORANGE $170,130 COUNTY STATIONS ORANGE COUNTY LINE This project proposes installation of Public Address/Changeable Message Signs (PA/CMS) at four Orange County stations and is funded by OCTA. Two existing stations, Irvine and Fullerton, and the Tustin and Laguna Niguel stations which opened in FY 2001-02. 5. FREMONT SIDING $3,399,079 SAN BERNARDINO LINE The siding in the I-10 Corridor is a new CTC controlled passing track (siding) on the single track San Bernardino line between Marengo (near Los Angeles) and El Monte at Milepost 6.2 in the city of Alhambra, near the Fremont Ave. freeway interchange. It has, in the past, been identified as the "Fremont" siding. This portion of the rail line is located in the center median of Interstate Highway 10, which is a very narrow right of way with room for only one track. At Milepost 6.2 the highway lanes are separated, yielding a wider right of way that can be used for a siding about 1000 feet long. The work will consist of constructing a railway embankment, two new turnouts, about 1000 feet of track, and two control points (signals, power switch machines, and associated controls). Most of the work is within railroad right of way but easements may be required for installation of some track and signals (as was done with the original construction of this line). Special construction access must be coordinated with Caltrans. 6. MARENGO SIDING $2,477,843 SAN BERNARDINO LINE The siding on the east bank of the LA River (identified previously as "Marengo Siding" after a local street) is located immediately north of the HOV lanes of Interstate 10, San Bernardino Freeway, and extends from the east bank of the Los Angeles River, at Pasadena Junction, Milepost 1.0, to the interlocking "CP Marengo" at Milepost 2.5,, beneath the Marengo Street overpass, in the Boyle Heights district of the City of Los Angeles. The existing track structure and geometry limits trains on the siding to 25 MPH and the special trackwork at the Pasadena Jct. end is deteriorated and unreliable. This project is to upgrade a passing siding to main line standards and to reconfigure the turnouts connecting it to the routes leading to Los Angeles Union Passenger Terminal. The project is located on SCRRA's San Bernardino line, which is a single-track railroad line with passing sidings located at five to ten mile intervals. In order to provide reliable bi-directional service, this improved siding is required. 4/8/02, 12:09 PM 69 R9 SCRRA FY 2002-03 Budget 7. UPGRADE TVMS TO 10 -KEY PAD OPERATION $1,600,000 SYSTEMWIDE This project was funded in the 1998 STIP Amendment with $1.6 million of SHA funds. The project will provide for new and/or upgraded passenger rail ticket vending machines (TVMs) at Metrolink and Amtrak stations. This funding augments two existing projects described in the New Capital Budget items #2 and #3. The project and its benefits are described in the New Capital Budget item #3. 8. ADDITIONAL METROLINK ROLLING STOCK PHASE I $4,754,452 SYSTEMWIDE This project was funded in the 1998 STIP Amendment with $11.5 million in STP funds. Metrolink's ridership has continued to grow at an impressive rate. However, future growth will be constrained by the lack of new equipment. These funds represent the current balance against the original grant and will be available to make final payments of vehicles received in 2001-02 to the vehicle manufacturer after final acceptance and settlement of any potential claims. 9. PLATFORM ON THE SOUTH SIDE OF COVINA:PHASE I $1,505,879 SAN BERNARDINO LINE This project is funded through the application of $600,000 in LACMTA local funds retained by the SCRRA from LACMTA's FY 1998-99 local funds surplus. Additional funding of $1 million in State funds has been secured from the State Budget and was amended into the FY 2000-01 Budget. This project is to construct passenger platforms to permit passenger access to the existing second tracks at the Covina station. The project consists of grading an embankment, placing a concrete platform, installing passenger shelters, lighting, and landscaping, and modifying utilities. An inter -track fence will be installed to prevent pedestrian access across the tracks. Passengers will use the existing street crossing that has warning devices. All of the work is to be done on railroad right-of-way, no property is to be acquired. 10. GLOBAL POSITIONING SYSTEM (GPS) $125,414 SYSTEMWIDE This project received additional funding in the State Budget. The project has region -wide benefit. GPS would provide real-time information to passengers regarding the location of trains scheduled to arrive at Metrolink stations. The funds represent the balance of the State funds received and will complete the purchase and implementation of off -the -shelf GPS technology. 11. POMONA DOUBLE TRACK PROJECT $13,154,990 SAN BERNARDINO LINE The funds for this project were amended in to the FY 2000-01 Budget upon approval of funding by the State. This project is to install a second main track to create a 3.8 -mile length of "double track" on SCRRA's single-track San Bernardino line. The project is located between mileposts 30.8 and 34.6, extending through Pomona and Claremont in Los Angeles County and Montclair in San Bernardino County. The work consists of constructing track, signals, road crossings, and 4/8/02, 12:09 PM 70 90 SCRRA FY 2002-03 Budget station platforms. The project is being designed in consultation with the Pasadena Blue Line Constriction Authority, which currently has ownership of part of this segment of the right of way. 12. KAISER SIDING IMPROVEMENT PROJECT SAN BERNARDINO LINE $12,352,382 The funds for this project were amended into the FY 2000-01 Budget upon approval of funding by the State. This project is to install and extend to the west a new CTC controlled passing siding on the single track SCRRA maintained and operated San Bernardino line between the Rancho Cucamonga (Milepost 42) and Fontana stations (Milepost 49) in unincorporated land in San Bernardino County. The work will consist of constructing a new passing track (with related signals and switches) and shifting an existing freight storage track to the south. Presently it is 8.4 miles between the passing sidings at CP Rochester (MP 42.3) and CP Locust (MP 50.7). This project will significantly reduce this gap. This project will also reconfigure tracks and signals at each end of the siding to permit moderately fast (45 MPH) entry to the siding, and to resolve freight/passenger conflicts at the west end of the project. The project will include constructing the siding westward about 3000 feet, through the California Speedway station area. The speed in the siding between switches will be 60 MPH_ The project is located on a single-track railroad line with passing sidings located at five to ten mile intervals. In order to provide additional and reliable bi-directional service, this new siding is required. 13. SUN VALLEY SIDING ANTELOPE VALLEY LINE $3,924,085 The funds for this project were amended in to the FY 2000-01 Budget upon approval of funding by the State. This project is to increase rail passenger service by building the Sun Valley Siding (passing track) on the Antelope Valley Line. Metrolink provides commuter rail service on the Antelope Valley Line between Lancaster and Los Angeles. The siding will increase capacity and reduce travel times on the Antelope Valley Line. The Antelope Valley Line is primarily a single- track line with widely spaced passing sidings. 14. NEWHALL LINE CHANGES ANTELOPE VALLEY LINE $967,956 The funds for this project were amended in to the FY 2000701 Budget as a result of the receipt of Federal funds. The line changes consist of constructing a replacement track embankment and either constructing replacement track or shifting the existing track in order to broaden the radius of curvature and thereby permit higher speeds of operation. At Newhall, milepost 31.1 to 31.6, there are two reversing curves of 4 degrees and 5 degrees, 36 minutes which restrict speed to 45 MPH. This project will realign about 0.5 mile of track to curves of about 4 degrees and 30 seconds, which will permit speeds of 55 MPH. This speed increase is significant because the speed on both sides of these curves is 70 MPH and any increase here affects significant distances each way. In addition to the increase in operating speed, this reduction from a very sharp curve reduces maintenance expenses due to rail wear 4/8/02, 12:09 PM 71 91 SCRRA FY 2002-03 Budget 15. GRADE CROSSING SAFETY PROGRAM $450,000 ANTELOPE VALLEY LINE Funds for this project were originally amended in to the FY 2000-01 Budget as a result of the receipt of Federal funds and additional funding was received in FY 2001-02. It involves improvement of a grade crossing in the Sylmar area, located Northwest of the city of Los Angeles would include both traditional and non-traditional hazard elimination measures. The grade crossing at Van Nuys Boulevard handles 40,000 vehicles and 35 trains per day. 16. NEW CAB CAR PROCUREMENT $10,691,973 SYSTEMWIDE The funds for this project were amended in to the FY 2000-01 Budget upon approval of, and receipt of, Federal funding and is matched by with local funds from the LACMTA. The new funding will allow for an additional 5 cab cars. Cost of the project also includes oversight of the procurement. This oversight will be particularly important as these cars will be the first to comply with new regulations recently adopted by the Federal Railroad Administration. A total of $1.26 million in local funds has been committed to match this allocation of 2000 ITIP funds which will be received as STP funding. 17. EASTERN AREA MAINTENANCE FACILITY DESIGN $832,000 SYSTEMWIDE This project consists of the design and engineering stages for the development of an additional facility to provide maintenance on SCRRA equipment. Current capacity constraints call for trains to move to the agency's Central Maintenance Facility near downtown Los Angeles, often requiring long moves to put equipment in position to resume commuter operations. With the expected completion of the Inland Empire Maintenance Facility (IEMF) in June of 2002, additional, but not sufficient, capacity is being added. This facility will further add to the ability of the agency to more efficiently maintain equipment so as to provide minimal disruption to daily commuter operations. The funds are State and Federal. 18. GPS and PA/CMS IN SAN BERNARDINO COUNTY $445,000 SAN BERNARDINO This project is to provide for the final components of the agency's Global Positioning Satellite systems in the additional locomotives received in FY 2002. It is also to provide for PA/CMS installations at selected San Bernardino Line stations in San Bernardino County. The funding is State SHA funds. 19. PEDESTRIAN UNDERCROSSING AT MONTCLAIR $1,800,000 SAN BERNARDINO This new project is to design and construct a pedestrian undercrossing at the Montclair Station on the San Bernardino Line. The funding is SANBAG Federal funds and include a 20% local match. 4/8/02, 12:09 PM 72 92 SCRRA FY 2002-03 Budget 20. ANTELOPE VALLEY LINE CHANGE AT SANTA CLARITA $500,000 ANTELOPE VALLEY LINE The line changes at Santa Clarita consist of constructing a replacement track embankment and either constructing replacement track or shifting the existing track in order to broaden the radius of curvature and thereby permit higher speeds of operation. At Santa Clarita, mileposts 34.3 to 34.7, there are two 10 -degree curves, which will be reduced to less than 6 degrees, resulting in a speed increase from 30 MPH to at least 50 MPH. In addition to the increase in operating speed, this reduction from a very sharp curve reduces maintenance expenses due to rail wear and fuel and braking of trains to reduce and increase speed before and after the curve and will thus reduce overall operating expenses 21. PLATFORM EXTENSIONS IN LOS ANGELES COUNTY $2,200,000 The funding for this project is 100% LACMTA resulting in the application of previous year's surplus subsidies. The project is to design and construct up to three platform extensions on San Bernardino Line stations in Los Angeles County. 4/8/02, 12:09 PM 73 93 SCRRA FY 2002-03 Budget 4/8/02, 12:09 PM 74 94 SCRRA FY 2002-03 Budget SECTION 5 SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY DEPARTMENT BUDGETS 4/8/02, 12:09 PM 75 95 SCRRA FY 2002-03 Budget 4/8/02, 12:09 PM 76 96 SCRRA FY 2002-03 Budget 5.0 DEPARTMENT BUDGETS The seven departments of the SCRRA currently include: • Executive • Support Services and Technology • Operations • Engineering & Construction • Equipment • Strategic Development & Communications. • Finance 5.1 Organ i2atiou al Summary Table 5.1 provides a roster of approved positions by department along with the new positions proposed for FY 2002-03. 4/8/02, 12.09 PM 77 97 TABLE 5.1 -1 SCRRA FY 2002-03 BUDGET Southern California Regional Rail Authority Roster of Current Positions and Staffing Fiscal Year 2002-03 Department _ Division Position .Executive Chief Executive Officer Chief Executive Officer Executive Assistant Board Secretary Human Resources Manager, Human Resources Human Resources Analyst Human Resources Representative 1-Hman Resources Specialist Support Services and Technology Assistant Executive Officer Assistant Executive Officer Administrative Services Records Management Specialist Administrative Services Coordinator Administrative Services Supervisor Receptionist Contract Administration and Procurement Manager, Contract Administration and Procurement Senior Contract Administrator (2) Contract Administrator (3) Buyer 'Contract Document Processor Administrative Assistant Information Technology Manager, Information Technology Communications Signal Manager Network Engineer Network Administrator Database Administrator Railroad Services Manager, Railroad Services Railroad Services Assistant Railroad Program Cost Analyst Operations Administrative Manager Operations Analyst MOW Contract Administrator Operations Contract Administrator Signal and Communications Contract Administrator Claims Administration Manager, Claims Administration Finance Director of Finance Director of Finance Executive Assistant Accounting Manager, Accounting Supervisor, General Accounting Supervisor, Accounting Operations Senior Financial Analyst Senior Accountant Accountant (3) Accounting Specialist, Payroll Accounting Specialist, Cash Management Accounting Assistant (4) Finance Contract Specialist Budget Manager, Budgets Senior Budget Analyst Budget Analyst Assistant Budget Analyst Fare Collection Services Fare Collection Services Manager Fare Collection Services Assistant Operations IDirector;of Operations _ Director of Operations Manager, Operations Safety and Security Manager, Safety and Security Safety Education Coordinator Rail Safety Education Specialist (2) System Safety Officer Operations & Safety Assistant Passenger Services Manager, Passenger Services Administrative Assistant Customer Relations Manager Operations Planner Passenger Services Administrator Passenger Service Manager Station Coordinator (3) Transportation Coordinator (3) Customer Service Representative (5) Passenger Services Specialist (2) Ambassadors Passenger Services Supervisor Field Services Representative (4) Ambassadors - Full Time (3) Ambassadors - Part Time (22) 9R TABLE 5.1 - 2 SCRRA FY 2002-03 BUDGET Southern California Regional Rail Authority Roster of Current Positions and Staffing Fiscal Year 2002-03 Depa rtmevei Equipment Strategic Devlopment and Communication Director of Equipment Division Facilities & Fleet Maintenance Director of Strategic Development and Communication Marketing and Sales Media and External Communications ngineering and Construction Proposed Positons FY 2002-03 Department Director of Engineering and Construction Public Projects Maintenance of Way ignal and Communications Construction (Civil) Station Facilities Position Director of Equipment Manager of Equipment Equipment Engineer Equipment & Vehicle Assistant Mechanical Compliance Officer Facilities & Fleet Maintenance Manager Fleet Maintenance Supervisor Director of Strategic Development and Communication Executive Assistant Governmental Affairs Manager Grants Program Manager Strategic Development Planner Media Relations Advisor Market Research Manager Manager, Marketing and Sales Marketing and Sales Assistant Corporate Relations Administrator (2) Event Marketing Administrator Event Marketing Specialist Manager, Media and External Communications Community Relations Administrator Publications Administrator Communications Assistant Public Information Specialist Director of Engineering & Construction Assistant Director of Engineering & Construction Executive Assistant Rules & Training Coordinator Design Engineer CADD Operator Manager, Public Projects Adninistrative Assistant Right of Way Engineer Public Projects Engineer Assistant Engineer (2) Construction Inspector (2) Senior Construction inspector (3) Manager, Maintenance of Way Administrative Assistant District Maintenance Manager (2) Structures Manager Rehabi I itation Project Manager Bridge Inspector Right of Way Coordinator Manager, Signal & Communications Signals and Training Assistant District Signal Manager (2) Senior Signal Engineer Signal Designer Signal CAbD Operator Manager, Construction (Civil) Resident Engineer Senior Construction Inspector Station Facilities Manager Executive Support Services & Teehnalogy Strategic Devlopment and Communication Finance Operations Division Human Resources Assistant Execulivo Officer Director of Strategic Development and Ctxnrnunica0on Marketing 8 Sales Accounting Dispatching Administrative Assistant Administrative Assistant Geographic Information Systems (GIS) Analyst Administrative Assistant Administrative Assistant Manager. D3spatcining Operations Dispatching Operations Supervisor (6) Train Dispatcher (18) Administrative Assistant Position 99 SCRRA FY 2002-03 Budget 5.2 Executive The Executive Department is responsible for setting the strategic direction for the Agency based on policy principles established by the Board of Directors. The Chief Executive Officer ensures that business initiatives are accomplished by providing leadership to the management team and staff and by maximizing our human resource potential. Human Resources provides services to SCRRA including recruitment and selection, employee relations, benefits administration, employee development and training, performance and salary management, and compliance with equal employment opportunity/affirmative action regulations. Executive Goals Lead a strategic planning effort with a focus on business planning to achieve initiatives. Evaluate the cost effectiveness and management efficiency in Metrolink's diverse contracting environment. Lead efforts to grow revenue and control costs while continuing to meet customer, contractor and staff expectations. Coordinate the effort to complete the remaining 13 items from the Peer Audit. Sustain employee development and training programs, with a special focus on leadership development and project management. Provide a responsive recruitment and selection process to meet departmental human resource objectives and equal employment opportunity. Develop and gain commitment among the staff to improve employee morale and improve the work environment by promoting continuous improvement. Table 5.2 provides the budgeted expenses for this depai tuuent 4/8/02, 12:09 PM 80 100 SCRRA FY 2002-03 Budget TABLE 5.2 CHIEF EXECUTIVE OFFICER EXPENDITURES BY EXPENSE TYPE ($000s) Subtotal Direct Operating Expenses Indirect Transfer to O+erating Sai intAl: C r iig Capital Budget Labor Services Utilities/Leases Capital Other Expenses 1,132.2 78.5 1,058.1 861.8 Subtotal Direct Capital Expenses Indirect Transfer to Capital Labor Services Utilities/Leases Maintenance -of -Way Insurance & Liability Other Expenses Subtotal Indirect Agency Support Indirect Agency Support Indirect Transfer to Operating Indirect Transfer to Capital Indirect Transfer to Recollectable $0.0 181.6 $794.7 614.2 0.0 49.4 1,458.4 (1,132.2) (181.6) (144.6) 75.0 1,070.3 I,038.8 $0.0 189.5 $591.4 522.0 50.9 1,164.3 (861.8) (189.5) (112.9) $0.0 $732.8 195.0 522.0 93.2 1,348.0 (1,038.8) (195.0) (114.1) 24% 0% 3% 83% 4/4/2002 1:24 PM 101 Dept Budgets by Exp Type-FY03xts-Exec SCRRA FY 2002-03 Budget 5.3 Support Services and Technology The department of the Support Services and Technology encompasses the departmental divisions outlined below. Railroad Services provides operating service contract administration, operating analysis, management of railroad joint facility/shared use agreements, and program control of maintenance -of -way and capital expenditures. Claims Administration is responsible for procuring insurance and managing third party claims. Contract Administration & Procurement provides centralized procurement and contract administration services. Information Technology supports hardware and software resources to maximize workflow efficiency, identifies and implements technological enhancements to existing resources and assists employees in the transition to new technologies. Administrative Services handles records management, reprographic requirements, offices supplies, office equipment and furniture. Assistant Executive Officer Department Goals Support staff through technological and process changes throughout the organization. Manage renovation and expansion of Metrolink headquarters with minimal disruption to employees. Transition information technology staff and resources to provide more effective control and support to users at the desktop level and the increasingly complex wide area network. Maximize revenues under shared use agreements with freight and passenger railroads. Complete development and communication of agency wide policies and procedures as well as provide training in their implementation. Create cost effective, management efficient contracts. Ensure effective day to day contract implementation by vigilant attention to cost controls, financial forecasting, and compliance with terms and conditions. Increase competition in the contracting process, including online purchasing and competitive bidding. Ensure appropriate risk level in insurance coverage, reasonable premium levels, and efficient management of claims. Table 5.3 provides the budgeted expenses for this department. 4/8/02, 12:09 PM 82 102 SCRRA FY 2002-03 Budget TABLE 5.3 SUPPORT SERVICES & TECHNOLOGY EXPENDITURES BY EXPENSE TYPE ($000s) Operating Budget Labor Purchased Transportation Services Utilities/Leases Maintenance -of -Way Insurance & Liability Other Expenses Subtotal Direct Operating Expenses Indirect Transfer to Operating Stalitnt l_:(]kp:er t iig B f Indirect Transfer to Capital Indirect Agency Labor Services Utilities/Leases Maintenance -of -Way Insurance & Liability Other Expenses Subtotal Indirect Agency Support Indirect Transfer to Operating Indirect Transfer to Capital Indirect Transfer to Reco]lectable Capital Budget Labor Services Utilities/Leases Capital Other Expenses $413.7 3,199.7 1,509.4 4,159.2 5.5 9,287.6 2,139.9 X42 $120.9 14.8 Subtotal Direct Capital Expenses 135.8 343.2 $810.0 2,014.1 2,196.5 2,815.0 235.8 8,071.4 2,095.7 0,1 $710.8 3,119.6 1,810.0 3,965.0 317.4 9,922.8 3,169.9 3'09 23% 51% $477.8 $285.7 477.8 285.7 460.8 595.2 (40%) (40%) 29% • 80 b $722.0 605.8 795.8 632.7 2,756.3 (2,139.9) (343.2) (273.2) $741.9 824.0 564.0 701.3 1,452.3 497.1 I,101.1 1,062.6 96% (40%) 95% 52% 2,831.2 (2,095.7) (460.8) (274.6) 4,113.1 (3,169.9) (595.2) (348.1) , 45% 51% 29% 27% 4/4/2002 1:24 PM 103 Dept Budgets by Exp Type-FY03xls-SST SCRRA FY 2002-03 Budget 5.4 Operations The Operating Department consists of the following three divisions as outlined below. Operations manages train operations and dispatching through contracts with Amtrak and through access agreements with freight railroads. The division, in conjunction with Strategic Development and Communications, develops train schedules. Safety manages all aspects of safety for the agency including health, public safety and security, environmental regulatory compliance, and regulatory reporting. Safety and education training programs are conducted system wide for passengers and the general public. Passenger Services manages the call center, handles all customer inquiries and dissemination of information, and provides station personnel, Ambassadors and Field Service Personnel for passenger assistance. Operating Department Goals Reduce passenger injuries and right of way vandalism incidents by 10%. Ensure operations and dispatching contractor meets all applicable federal and state regulations. Operate trains without any operating rule violations or accidents. Ensure high level of communication between staff and to customers. Develop cost-efficient train schedules that meet passenger needs. Improve on -time train performance to 95%. Implement customer improvements at Los Angeles Union Station. Initiate guard/ambassador pilot project. Continue with installation of station phones for passenger information and security. Implement the publication of customer service standards. Table 5.4 provides the budgeted expenses for this department 4/8/02, 12:09 PM 84 104 SCRRA FY 2002-03 Budget TABLE 5.4 OPERATIONS DEPARTMENT EXPENDITURES BY EXPENSE TYPE ($000s) Operating Budget Labor Purchased Transportation Services Utilities/Leases Maintenance -of -Way Insurance & Liability Other Expenses Subtotal Direct Operating Expenses Indirect Transfer to 0 $2,259.7 20,1618 4,722.1 152.6 10.1 379.7 27,688.0 erating 83.5 Sulu#l.itp# afro !i'cge. Capital Budget Labor Services Utilities/Leases Capita] Other Expenses $2,426.1 21,443.3 5,338.1 414.4 29, 621.9 $2,729.8 23,322.5 5,976:9 407:3 32,43 6.6 13% 9% 12% (2%) 10% 6 Subtotal Direct Capital Expenses Indirect Transfer to Capital. Indirect Agency Labor Services Utilities/Leases Maintenance -of -Way Insurance & Liability Other Expenses Subtotal Indirect Agency Support Indirect Transfer to Operating Indirect Transfer to Capital Indirect Transfer to Recollectable $5.0 47.9 2.8 55.7 13.4 $80.5 0.2 26.9 107.6 (83.5) (13.4) (10.7) $0.0 $0.0 529,62'1:9 -: $0.0 $0.0 4/4/2002 1:24 PM 105 Dept Budgets by Exp Type-FY03.xls-Ops SCRRA FY 2002-03 Budget 5.5 Engineering & Construction The department of Engineering and Construction encompasses the following divisions as outlined below. Maintenance -of -Way administers the contracts which provide for maintenance of track and structures. Signals & Communications administers contracts which install, test and maintain signals and related communications devices that control train movements and provide warnings at road crossings. Capital Construction and Design oversees project design, development of engineering standards, development of construction bid packages, and management of the construction process. Public Projects manages the design of third party projects and controls the entry/use of right of way by others (i.e., road crossing, public utility construction, etc.) Station Facilities is responsible for oversight of local station maintenance functions and their compliance with federal requirements, coordinating implementation/maintenance of SCRRA public facilities including station and public address/changeable message signage. Rules and Training is responsible for administration of federally mandated operating rules and practices that govern the performance of maintenance and construction on the railroad right of way. Engineering & Construction Department Goals Ensure regular maintenance to eliminate derailments due to track or signal causes. Ensure construction contractors are prepared to meet all applicable state and federal regulations. Reduce the number of signal system defects. identified in Federal Railroad Administration inspections. Manage rehabilitation/renovation construction projects to ensure quality completion on -time and within budget. Increase safety and reduce train delays on construction projects through training and communciation. Achieve compliance with the Americans with Disabilties Act Accessiblity Guidelines at all Metrolink stations. Regularly inspect stations to ensure good condition and repair of facilities and equipment. Table 5.5 provides the budgeted expenses for this department 4/8/02, 12:09 PM 86 106 SCRRA FY 2002-03 Budget TABLE 5.5 ENGINEERING & CONSTRUCTION EXPENDITURES BY EXPENSE TYPE ($0005) Operating Budget Labor Purchased Transportation Services Utilities/Leases Maintenance -of -Way Insurance & Liability Other Expenses Subtotal Direct Operating Expenses Indirect Transfer to Operating S:ii1.itvtalOper t'tn:g:Budge: Capital Budget Labor Services Utilities/Leases Capital Other Expenses Subtotal Direct Capital Expenses Indirect Transfer to Capital Subtotal .Capin acl : B;idge Indirect Agency Labor Services Utilities/Leases Maintenance -of -Way Insurance & Liability Other Expenses Subtotal Indirect Agency Support Indirect Transfer to Operating Indirect Transfer to Capital Indirect Transfer to Recollectable $1,770.3 51.8 1,278.2 546.4 10,681.4 514.6 14,842.7 45.5 $654.0 255.0 0.9 24,944.7 52.9 25,907.5 7.3 1.6 30.8 58.6 (45.5) (7.3) (5.8) $1,757.2 782.9 882.8 14,395.8 262.8 18,081.6 $1,075.0 15.0 103,519.3 3.8 104,613.1 1.5 $9.0 9.0 (6.7) (1.5) (0.9) $1,787.5 911.7 169.8 15,014.3 141.0 18,024.3 $1,083.9 200.0 84,020.2 3.7 85,307.8 0.3 $2.4 2.4 (1.8) (0.3) (0.2) 2% (46%) (0%) 1% 1,233% (19%) (2%) (18%) (77%) (74%) (74%) (73%) (77%) (77%) $26.2 4/4/2002 1:24 PM 107 Dept Budgets by Exp Type-FY03xls-Eng & Const SCRRA FY 2002-03 Budget 5.6 Equipment The department of Equipment encompasses the two divisions outlined below. The division of Equipment ensures availability of passenger cars and locomotives, and oversees the contract with Bombardier to ensure proper maintenance of rolling stock. The division of Facilities Maintenance maintains the Central Maintenance Facility (CMF) in Los Angeles, the Metrolink Operations Center (MOC) in Pomona, outlying layover locations, and the maintenance of non revenue, over the road fleet. Equipment Department Goals Ensure proper maintenance of rolling stock by contractor to provide adequate equipment availability and reliability, thereby reducing operating delays due to equipment failures and/or shortages. Ensure proper maintenance of "rubber -tired" vehicle fleet by contractor to provide adequate vehicle availability and reliability. Ensure maintenance contractor is prepared to meet and comply with implementation of new - Federal Railroad Administration regulations contained in 49CFR238. Oversee safety plan implementation and audit contractor performance in adhering to passenger rail equipment safety standards. Facilitate the purchase and delivery of new cab cars and locomotives while ensuring contractor conformance to contract specifications. Develop plans for the specifications, scheduling, cost -estimation, and implementationof heavy overhauls for locomotives, cars and facilities subsystems. Ensure that agency owned or occupied facilities are maintained properly and kept in compliance with all applicable regulations. Table 5.6 provides the budgeted expenses for this department 4/8/02, 12:09 PM 88 SCRRA FY 2002-03 Budget TABLE 5.6 EQUIPMENT DEPARTMENT EXPENDITURES BY EXPENSE TYPE ($000s) �Y�1�llse;' F)i':#1=0 02_0 Chzne It ttrrr Operating Budget Labor Purchased Transportation Services Utilities/Leases Maintenance -of -Way Insurance & Liability Other Expenses Subtotal Direct Operating Expenses Indirect Transfer to Operating SulitQt i1 Qpe '06 i a $475.4 11,792.4 937.5 16.2 2.3 316.3 4,814.4 18,354.6 5.6 $632.4 15,505.0 1,669.1 400.0 6,183.9 24,390.5 x4390. $679.2 16, 644.8 1,630.2 400.0 5,383.8 24,737.9 x,737: 7% 7% (2%) 0% (13%) 1% Capital Budget Labor Services Utilities/Leases Capital Other Expenses Subtotal Direct Capital Expenses Indirect Transfer to Capital ul' otaj Ca €ital _Budge $144.9 0.4 0.0 6,905.7 16.6 7,067.6 0.9 $26.2 66.7 33,460.8 74.6 33,628.3 $4L9 35.0 19,729.4 68.1 19,874.4 60% (47%) (41%) Indirect Agency Labor Services Utilities/Leases Maintenance -of -Way Insurance & Liability Other Expenses Subtotal Indirect Agency Support Indirect Transfer to Operating Indirect Transfer to Capital Indirect Transfer to Recollectable $0.7 0.6 5.9 7.2 $0.0 $0.0 T. ii t e F _ zp-etas es:: 4/4/2002 1:24 PM 109 Dept Budgets by Exp Type-FY03xls-Equip SCRRA FY 2002-03 Budget 5.7 Strategic Development & Communications The department of Strategic Development and Communications encompasses the divisions outlined below. Governmental Relations develops state and federal legislative initiatives, designs and implements related advocacy programs, and assists in the identification of governmental funding sources. Grants Development & Programming coordinates the identification of and application for local, state and federal funding; oversees grant reporting; assists in strategic, capital, and special project planning. External Communications coordinates stakeholder relations efforts, internal and external publications, agency website and station city initiatives. Media Relations coordinates general media inquiry response, crisis communications and editorial outreach. Marketing & Sales promotes Metrolink commuter and other services through advertising, promotions, special events, sales, and merchandising. Research provides market research, ridership forecasting and analysis, and marketing program. evaluations. Strategic Development & Communications Goals Increase ridership by expanding Metrolink's market share through effective marketing, public information, and communication efforts. Define and implement a strategy to enhance federal and state funding as well as influence the regulatory environment affecting services. Build long-term relationships with our customers/stakeholders by maintaining a consistent, high quality identity. Enhance awareness of SCRRA and its services. Evaluate effectiveness of marketing projects and assess the short and long term market potential and trends for current lines, non -riders and connecting transit. Maintain a high -quality image of agency and its services in general and industry media Identify and meet customers' changing expectations and lifestyles. Maximize funding to augment regional and local investment in service, capital projects and station area improvement projects. Table 5.7 provides the budgeted expenses for this department 4/8/02, 12:09 PM 90 1 10 SCRRA FY 2002-03 Budget TABLE 5.7 STRATEGIC DEVELOPMENT & COMMUNICATIONS EXPENDITURES BY EXPENSE TYPE ($000s) Operating Budget Labor Purchased Transportation Services Utilities/Leases Maintenance -of -Way Insurance & Liability Other Expenses Subtotal Direct Operating Expenses Indirect Transfer to Operating SiiiitOtal.i eratitig:Bii Capital Budget Labor Services Utilities/Leases Capital Other Expenses Subtotal Direct Capital Expenses Indirect Transfer to Capital Siiliia# it ap�it*1 Bu4 c Indirect Agency Labor Services Utilities/Leases Maintenance -of -Way Insurance & Liability Other Expenses SubtotalIndirect Agency Support Indirect Transfer to Operating Indirect Transfer to Capital Indirect Transfer to Recollectab]e $809.3 1,274.2 4.2 11.2 374.2 2,473.0 $0.0 16:5 0.3 16.8 $227.6 13.3 0.3 8.6 249.7 (193.9) (31.1) (24.8) $1,282.7 1,583:8 0.5 633.9 3,500.9 214.4 $0.0 $289.6 289.6 (214.4) (47.1) (28.1) $1,377.9 1,725.1 2.5 5083 7% 9% 456% (20%) 3,613.7 3% 290.1 35% $0.0 $376.4 376.4 (290.1) (54.5) (31.8) 30% 30% 35% 16% 13% 4/4/2002 1:24 PM 111 Dept Budgets by Exp Type-FY03xls-C8D SCRRA FY 2002-03 Budget 5.8 Finance The department of Finance encompasses the divisions outlined below. In addition, the department is responsible for managing investments and pursuing financing to benefit capital and operating objectives. Budget develops, monitors and manages the annual budget and related financial plans. Accounting manages the financial activities of projects and services including revenue collection, payment disbursement, and payroll. The division maintains the financial records and reports of the agency, and manages the financial information system. Fare Services oversees fare policy implementation and ticket vending machines located at all Metrolink stations. Finance Goals Oversee conversion to agency wide use of electronic financial information system. Begin procurement and implementation planning for a new financial information system. Resolve outstanding issues identified in Caltrans and internal audits. Conduct a review of existing inventory and fixed asset management and control procedures, and implement corrective action if identified. Produce monthly budget status reports for staff to manage their budget resources and control costs. Work with member agencies to identify alternatives to provide sufficient funds for the capital replacement reserves through a sinking fund. Provide leadership in developing a centralized approach for the management of inventory and fixed assets. Table 5.8 provides the budgeted expenses for this department. 4/8/02, 12:09 PM 92 112 SCRRA FY 2002-03 Budget TABLE 5.8 FINANCE & ADMINISTRATION EXPENDITURES BY EXPENSE TYPE ($000s) Operating Budget Labor Purchased Transportation Services Utilities/Leases Maintenance -of -Way Insurance & Liability Other Expenses Subtotal Direct Operating Expenses Indirect Transfer to Operating $269.0 1,812.8 0.0 (127.7) 1,954.1 1,223.8 Si tMON C pet4ti i:g.Rtidget Capital Budget Labor Services Utilities/Leases Capital Other Expenses Subtotal Direct Capital Expenses. Indirect Transfer to Capita! Indirect Agency Labor Services Utilities/Leases Maintenance -of -Way Insurance & Liability Other Expenses Subtotal Indirect Agency Support Indirect Transfer to Operating Indirect Transfer to Capital 11 Indirect Transfer to Recollectable 17 $230.3 1,7I3.0 42.4 1,985.7 1,785.4 $234.1 2,207.0 25.0 52.5 2,518.6 1,810.7 Z. 2% 29% 24% 27% 1% $40.5 127.1 0.1 4.7 $0.0 4,942.3 Z9: $10.5 13,220.0 167% 172.4 $1,322.5 190.1 0.6 63.2 4,942.3 392.6 $1,610.6 422.0 379.4 13,23 0.5 457.5 $1,992.0 395.0 80.0 168% 17% 1,576.3 (1,223.8) (196.3) (156.3) 2,412.0 (1,785.4) (392.6) (234.0) 2,467.0 (1,810.7) (457.5) (198.8) 24% (6%) (79%) • 2% 4/4/2002 1:24 PM 113 Dept Budgets by Exp Type-FY03.xls-Rn SCRRA FY 2002-03 Budget 4/8/02, 12:09 PM 94 114 SCRRA FY 2002-03 Budget SECTION 6 SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY APPENDIX 4/8/02, 12:09 PM 95 115 SCRRA FY 2002-03 Budget 4/8/02, 12:09 PM 96 116 SCRRA FY 2002-03 Budget 6.0 APPENDIX 6.1 Formulae for Allocation to Con ties Table 6.1 provides a summary of all the formulae that have been used to allocate expenses and revenues to the member agencies (counties). The table shows the eight different formulae that have been used. These eight formulae are described below: Allshare The original All -Share formula was developed to calculate county shares of systemwide projects such as the maintenance facility and used data developed in the Southern California Commuter Rail: 1991 Regional System Plan as required by SB-1402. The formula was calculated as 1/3 unduplicated route miles of the proposed system at buildout; 1/3 proposed stations (unduplicated) and 1/3 projected boardings and alightings after a year of service. This formula was also used to justify the number of positions each county had on the SCRRA Board. In 1993, the formula was adjusted to add the Riverside (UP) Line, and in 1998, the formula has been adjusted again to allow for the extensions to Lancaster and Oxnard. This revised formula is now used for systemwide projects such as those in the River Corridor. Point -in -Time While the All -Share formula was used in the Maintenance -of -Way Budget and in sharing costs of capital projects, the Point -in -Time formula was developed to provide each county's share of operating expenses in each fiscal year. Rather than representing the system at build out, the data used was the projection for the particular fiscal year. The formula was modified from the All Share to include train -miles as this data more accurately represents service provided. Through FY 1996-97, the formula was calculated as 1/6 unduplicated route miles; 1/6 proposed stations (unduplicated); 1/6 projected boardings and alightings and 1/2 projected source train -miles. Source trains were defined as peak trains starting out of layover facilities. Boardings and alightings were removed from the formula in FY 1998-99 as stations provided similar weighting and the formula was calculated as 1/4 unduplicated route miles; 1/4 stations (unduplicated) and 1/2 projected source train -miles. Base Service In the FY 1999-00 Budget a new formula was developed for the Operating Budget, which took all services that do not change with the number of trains operated ("base" services) and analyzed how they had been allocated as a group over the prior years. These items had been allocated by a combination of the Point -in -Time formula, even split, and direct allocation to lines. The resulting formula represents an average of the allocation of these "base" services over the prior two years. Train -Miles Those costs that change with the number of trains operated such as Amtrak crews and fuel are allocated on the basis of train -miles. This formula changes each year with the service 4/8/02, 12:09 PM 97 117 SCRRA FY 2002-03 Budget TABLE 6.1 FORMULAE USED TO ALLOCATE EXPENSES BY COUNTY Original Allshare hllshare (Revised for UP) Allshare 1998 Data (Lancaster/Oxnard) Point -in -Time FY 97-98 Base Service Formula (FY 98-99 on) (1) Train Miles FY 98-99 Train Miles FY 99-00 Frain Miles .FY 00-01 Cram Miles FY 01-02 Train Miles FY 02-03 Route Miles Dispatched Route Miles Owned Track Miles Owned 40.0% 40.3% 47.5% 51.9% 56.4% 58.7% 58.1% 57.7% 56.5% 57.3% 66.5% 57.6% 58.5% 25.0% 26.2% 19.8% 19.2% 16.6% 17.7% 18.1% 18.7% 19.1% 19.1% 18.5% 24:3% 25.8% 12.0% 13.4% 11.1% 8.9% 7.6% 7.1% 7.4% 7.1% 7.3% 7.6% 0.4% 0.5% 18.0% 15.9% 14.4% 12.4% 13.0% 11.9% 12.2% 12.2% 13.1% 12.1% 8.8% 10.7% 9.6% 5.0% 4.2% 7.2% 7.7% 6.4% 4.6% 4.2% 4.2% 4.1% 3.9% 5.8% 6.4% 5.6% (1) This formula was used to allocate all expenses that were not train -mile related or direct charge costs in FY 98/99 It is an average of what was previously split by Point -in -Time and even split. 4/4/2002 11s SHARES2003.xls-County SCRRA FY 2002-03 Budget assumptions adopted for that year. Route -Miles Dispatched For FY 2001-02, Amtrak dispatching expenses are allocated based on route miles owned and dispatched by SCRRA. Route -Miles Owned The Maintenance -of -Way Budget allocates the net subsidies for Extra -ordinary Maintenance for storm damage, gate knockdowns and vandalism using the formula representing route -miles owned by county. Track -Miles Owned The Maintenance -of -Way Budget allocates the net subsidies for maintenance -of -way on lines owned by more than one county by the formula representing track -miles owned by county. Direct Allocation Other costs that change with the number of trains operated on particular line segments such as payments for rail agreements for dispatching and maintenance -of -way are not allocated by formula but directly allocated to those line segments. 6.2 Formulae for Allocation to Lines Table 6.2 provides those formulae in Table 6.1 that are used to allocate operating expenses and revenues by line. This allocation is used to provide operating expenses, revenues, subsidies and statistics by line. 6.3 Allocation of Revenues Farebox revenues are allocated to operating lines and member agencies (counties) on the basis of train -miles for each line or county. Dispatching/Other revenues are allocated directly to those line segments that are subject to agreements with freight railroads and Amtrak. These revenues are allocated to the counties that own the particular segments, and to the lines that are made up of these segments. At the end of each fiscal year, the interest on fares and other funds received in advance for operations and capital projects is assigned to counties based upon a calculation of funds on account throughout the year which were provided by each member agency. 4/8/02, 12:09 PM 99 119 SCRRA. FY 2002-03 Budget TABLE 6.2 FORMULAE USED TO ALLOCATE EXPENSES BY LINE 5n n arsi,nn i?et�tU3a Caxnty . An Pta so iraiTe ltw - ide Quit panty ;: '; : n c c �3 f Allshare (Revised for UP) r 21.0% 13.1% 6.6% 15.0% 21.6% 16.5% 6.1% Allshare 1998 Data 21.9% 15.1% 15.9% 13.8% 16.9% 13.4% 2.9% Point -in -Time FY 97-98 20.6% 16.2% 17.8% 13.9% 18.9% 12.6% 0.0% Base Service Formula (1) 24M% 15.6% 19.6% 14:2% 16.7% 9.9% Train Miles FY 98-99 24.0% 13.2% 21.4% 11.4% 18.3% 9.9% 1.8% Train Miles FY 99-00 23.9% 12.4% 21.7% 11.1% 19.1% 10.2% 1.7% Train Miles FY 00-01 24.3% 12.5% 21A% 11.3% 19.3% 9.6% 1.8% Train Miles FY 01-02 25.4% 12.4% 20A% 11.0% 18.4% 11.0% 1.7% Train Miles FY 02-03 24.7% 11.5% 22.1% 9.3% 17.0% 9.3% 6.0% Route Miles Dispatched 2L9% 18.0% 39.8% 1.8% 16.4% 2.1% Route Miles Owned 253% 19.6% 29.0% 1.2% 21.7% 3.2% Track Miles Owned 21.9% 16.5% 27.9% 0.5% 23.9% L9% 7.4% (1) This formula was used to allocate all expenses that were not train -mile related or direct charge costs in FY 98/99 It is an average of what was previously split by Point -in -Time and even split. 4/8/2002 120 SHARES2003.xls-Line SCRRA FY 2002-03 Budget 6.4 Allocation of Expenses Fuel and that portion of Amtrak services related to operation of trains is allocated to operating lines and counties on the basis of train -miles for each line or county. That part of Amtrak services related to dispatching is allocated directly to operating lines and counties on the basis of the ownership of line segments over which the agency has dispatching authority. Also allocated directly to line segments are Transfers to Other Operators, Rail Agreements, Maintenance -of - Way expenses and Ambassadors. All other expenses in the Operating Budget are allocated on the "base service" formula. Maintenance -of -Way expenses on lines shared by more than one county are split to the counties on the basis of track -miles in each county. The expenditures related to the Riverside Layover Facility are allocated to the counties through which the Riverside Line runs on the basis of route miles. The River Corridor is shared by all lines, thus the expenditures in excess of revenues on this segment are split to lines and counties on the basis of the "Allshare" formula. Extra -ordinary Maintenance expenses for derailments ($100,000) are split on the Allshare formula, and for storm damage, gate knockdowns and vandalism ($400,000) using the formula representing route - miles owned by county. 6.5 Allocation of Agency Costs to Budjets SCRRA allocates indirect costs to projects in a two-step allocation model, referred to as the cost allocation plan (CAP). In the first step, the CAP allocates general & administrative (G&A) costs to overhead pools. G&A costs represent agency wide costs that are incurred to maintain the administrative functions of the agency. Examples of these costs are the Chief Executive Officer, Human Resources, and the Finance Department. The G&A costs are allocated to the following overhead pools: • Train Operations * Maintenance of Way • Capital Maintenance • New Capital Projects • Recollectable Projects • In the second step of the CAP, the overhead pools are allocated to the direct projects within the program group based upon the percentage of individual project cost to the total project cost in the category. The projected overhead rates are defined in the budget process and utilized throughout the year. Staff evaluates the accuracy of the overhead rate projections throughout the year to determine if adjustments are necessary. At fiscal year end, the actual overhead rates are coinpared to the projected rates. The variance between the projected and actual rate will result in a balance in the 4/8/02, 12:09 PM 101 121 SCRRA FY 2002-03 Budget overhead pools. This balance is incorporated in the computation of future overhead rate calculations. The CAP has been submitted to Caltrans and the Federal Transportation Administration for review and approval. If any changes are required to the CAP following these reviews, the CAP will be revised and the overhead rates for Fiscal Year 2002-03 will be revised Total allocated costs in FY 2002-03 are $8.2 million. Labor and Fringe Benefits of Overhead Divisions totals $4.4 million, Management Information Systems (MIS) costs total $1.0 million, and other agency costs total $2.7 million. Departments primarily included in the distribution pool include: Administration, Finance including Budget and Accounting, and Human Resources. Additionally, small components of the following Offices are included in the Pool: Chief Executive Officer, Contract Administration and Procurement, Strategic Development and Communication. Labor and Fringe Benefits represent the cost to the agency of Salaries and Wages paid to employees as well and the costs of fringes including Medical Benefits, Retirement Contributions, Vacation Pay, and other similar expenses. Principal items in the MIS pool include consultant costs for network administration, lease costs of agency personal computers, and other miscellaneous hardware and software procurements. Other agency costs include the lease of agency corporate offices, Professional Services including the Annual Financial Audit, Consultants to the Director of Finance and Contracts and Procurement and Human Resources divisions, Recruitment Expense, an extensive program of agency wide staff training, and other miscellaneous expenses including travel, the Agency's membership in APTA, and other similar expenses. Costs are spread to project budgets based on the Labor charging of non -overhead departments and divisions in the following amounts: Operations — $4.6 million, Maintenance of Way— $1.7million, New Capital - $0.5 million, Renovation and Rehabilitation —$0.7 million, and Recollectible projects $0.7 million. 6.6 Potential New Projects For New Capital In FY 2002-03 Each year as the development of the agency's budget progresses, there are a number of projects for which funding is being sought but, has not been sufficiently secured to include in the Preliminary Budget brought forward for consideration by the Committee and Board of Directors. As funding for projects is approved, they will be incorporated into the Budget through amendment after review by the Board. 4/8/02, 12:33 PM 102 122 SCRRA FY 2002-03 Budget 6.7 SCRRA Policy on Debt The purpose of issuing debt is to finance essential capital facilities and equipment. The issuance of debt spreads the cost of the facilities and equipment over their usefiil life. Historically, SCRRA has not issued debt for the development of facilities or the purchase of equipment. Rather, the capital has been funded by a combination of federal, state, member agency, and other local sources. In the absence of the need to issue debt, SCRRA has not adopted a formal debt policy. State law defines the means that a joint powers authority may issue debt. The Marks -Roos Local Bond Pooling Act (Government Code, sec. 6584) provided flexibility to a JPA in permitting the identification of future revenues for the maintenance of debt_ Under this statute, a JPA is given powers to issue bonds to pay for the cost of capital, including facilities and equipment. The statute requires the establishment of a new joint powers authority for the exclusive purpose of .financing capital projects or acquisitions for its members. If future capital funding requirements ever require the issuance of debt, the member agencies may be asked adopt a debt policy incorporating the established of a joint powers authority as permitted in the Marks -Roos Local Bond Pooling Act. Although the SCRRA has never issued debt for the construction of facilities or acquisition of equipment, two U.S. leveraged lease transactions have been completed. The deferred benefit of the two lease transactions was approximately $24.2 million. In Fiscal Year 1995-96, the SCRRA Board entered into an agreement to lease 94 coach and cab cars (cars) and 31 locomotives and simultaneously entered into a sublease agreement with the lessee to lease there back. The SCRRA received proceeds of approximately $193.9 million of which it used approximately $152.3 million to prepay future lease payments and defense part of its obligation. In addition, the Board invested approximately $21.2 million in U.S. Zero Coupon Treasury strips. The Treasury strips will mature at values sufficient to cover all remaining lease payments due under the lease agreement as well as amounts necessary to exercise the repurchase options. As a result, all obligations under this lease/leaseback transaction are considered to be defeased in substance. In fiscal year 1999, SCRRA entered into another agreement to lease 25 bi-level commuter rail cars and 2 diesel locomotives and simultaneously entered into sublease agreement with the lessee to lease them back. The SCRRA received proceeds of approximately $63.5 million of which it used $24.7 million and $7.7 million for debt and equity defeasance, respectively. This amount is sufficient to cover all lease payments due under the agreements and to exercise the repurchase options. As a result, all obligations under this lease/leaseback transaction are considered to be defeased in substance. 4/8/02, 12:09 PM 103121 SCRRA FY 2002-03 Budget 6.8 Statistical Information Date of Formation Form of Government Purpose Member Agencies Counties Served Population (1998) Route Miles in System Route Miles Potentially in System (SB1402 Rev. 1993) August 1991 Joint Powers Authority To plan, design, construct and administer the operation of regional passenger rail lines. Los Angeles County Metropolitan Transportation Authority Orange County Transportation Authority Riverside County Transportation Commission San Bernardino Associated Governments Ventura County Transportation Commission Los Angeles County Orange County Riverside County San Bernardino County San Diego County Ventura County Los Angeles County Orange County Riverside County San Bernardino County San Diego County Ventura County Total Population: Los Angeles County Orange County Riverside County San Bernardino County San Diego County Ventura County Total Miles: Los Angeles County Orange County Riverside County San Bernardino County 9,757,542 2,775,617 1,473,307 1,654,007 2,853,258 742,008 19;255,741 199 87 38 39 19 34 416 222 115 100 68 4/8/02, 12:09 PM 104 124 SCRRA FY 2002-03 Budget Train Equipment Stations Ventura County Total Miles: 4 539 Locomotives 33 Cab Cars 37 Coaches 82 Los Angeles County 24 Orange County 8 Riverside County 4 San Bernardino 7 San Diego County 1 Ventura County 4 Total Stations: 48 Ticket Vending Machines TVMs Installed 96 Validators Installed 117 Ticket Office Machines 3 Installed Highway -Rail Grade Crossings Total Network Grade Crossings 399 Public Crossings 339 Private Crossings 61 SCRRA Maintained Crossings 238 Average Daily Riders Ventura County Line 3,736 (Jan 2001) Antelope Valley Line 5,039 San Bernardino Line 9,690 Riverside Line 4,572 Orange County Line 5,968 Inland Empire to Orange County 2,862 Burbank Turns 462 Riverside/Fullerton/LA 104 SYSTEM 32,433 Number of Auto Trips Removed per Weekday 16,202 trips Percent of Freeway Traffic Removed on Parallel Freeways Each Peak Hour 8.5 percent 4/8/02, 12:09 PM 105125 SCRRA FY 2002-03 Budget Average Commute Trip Length Percent of Riders Formerly Driving Alone Percent of Riders with Downtown Los Angeles Destination 35.7 miles 70 percent 70 percent Percent of Ethnic Riders by Line Corridor (Latino, Asian, African -American) San Bernardino Line 56 percent Riverside Line 52 percent Antelope Valley Line 46 percent Ventura County Line 32 percent Orange County Line 38 percent Source: 1998 State of California Department of Finance Report E5, SCRRA's January 2001 Fact Sheet, March 2000 Ridership, and 2000 SCRRA Customer Satisfaction Survey 6.9 Glossary of Budget Terms APPROVED BUDGET: The official budget as approved by the five member agencies and then by the SCRRA Board. AMENDED BUDGET: The approved budget as amended by the SCRRA Board through the course of a fiscal year. APPROPRIATION: Legal authorization to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in amount and to the time it may be expended. BUDGET: A plan of financial operations comprised .of estimated expenditures for a given period (one fiscal year) and the proposed means of financing the expenditures (revenues). REHABILITATION/RENOVATION EXPENDITURE: Those expenditures that replace worn out assets with like or improved assets and thus extend the useful life of these capital assets. CONTRACTED SERVICES: Services rendered in support of SCRRA operations and other activities by external parties. These are generally based upon formal contracts or purchase orders. DEPARTMENT: An organizational subgroup of SCRRA. ENCUMBRANCE: The commitment of appropriated funds to purchase goods or services. EXPENDITURE: Decreases in net financial resources. EXPENSES: Decreases in net total assets. Expenses include the total costs of operations and capital during a period. EXTRA -ORDINARY MAINTENANCE: Includes damages due to vandalism, crossing gate knockdowns, accidents, derailments, fires, storm damage and other expenses as required. In years without unusual rainfall or train accidents, about $500,000 has been a reasonable estimate and this is the projection for FY 2000-01. In other years, 4/8/02, 12:34 PM 106 126 SCRRA FY 2002-03 Budget such as has been experienced in FY 1998-99 with the El ]Mind storms, the total can easily exceed $3,500;000. These types of exueine conditions may be covered by insurance or FEMA reimbursement. However, insurance covers only bridges, tunnels and facilities and has a $ 100,000 deductible per storm and FEMA reimbursement has never been timely. The budget for Extra -ordinary Maintenance in FY 1999-00 was set at $1,671,362. FARE13OX REVENUE: Fares received from passengers for travel on. Metrolink trains. FAREBOx RECOVERY: Ratio of farebox revenue to total expenses net of maintenance -of -way revenues, rolling stock lease and extra -ordinary maintenance. FISCAL YEAR: A 12 -month period to which the annual budget applies and at the end of which SCRRA determines its financial position, the results of its operations and capital program, and adopts a budget for the coming fiscal year. The SCRRA's fiscal year is from July 1 through June 30. FULL TIME EQUIVALENT (FTE): The conversion of full-time and part-time employee hours to an equivalent of a full-time position. For example, one person working half-time would count as 0.5 FTE and a person hired for 6 months would also count as 0.5 FTE. GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP): Uniform minimum standards of, and guidelines for financial accounting and reporting. They govern the form and content of the basic financial statements on an entity. GAAP encompasses the conventions, rules, and procedures necessary to define accepted accounting practice at a particular time. They include not only broad guidelines of general application, but also detailed practices and procedures. GAAP provides a standard by which to measure financial presentations. OBJECTIVE: A simply stated, readily measurable statement of aim or expected accomplishment within the fiscal year. OBJECT CODE: The classification of expenditures in terms of what is bought and paid for grouped into major object codes by subject. OPERATING BUDGET: A budget that focuses on everyday operating activities and programs. For SCRRA, the Operating Budget includes train operations and maintenance -of -way. PROPOSED BUDGET: A budget in its preliminary preparation stage prior to adoption by the SCRRA Board. REVENUE: Monies that SCRRA receives as income such as farebox revenue, payments from other railroads, local funds for operating or capital, grants, and interest. REVENUE RECOVERY: The ratio of operating revenues to operating expenses net of rolling stock lease payments and extra -ordinary maintenance. RIDERSHIP: The number of one-way trips carried on Metrolink trains. SALARY AND FRINGE BENEFIT EXPENSES: Compensation paid to or on behalf of SCRRA employees for salaries, wages, overtime, and benefits. 6.10 Acronyms ADA: Americans with Disabilities Act Amtrak: National Railroad Passenger Corporation (intercity rail service) APTA: American Public Transportation Association AQMD: Air Quality Management District BNSF: Burlington Northern Santa Fe Railroad CAFR: Comprehensive Annual Financial Report Caltrans: California Department of Transportation 4/8/02, 12:09 PM 107 127 SCRRA FY 2002-03 Budget CEQA: CMAQ: CTC: DOL: DOT: EIR: EIS: EPA: FCR: FHWA: FRA: FTA: IEOC: ISTEA: ITS: JPA: LACMTA: MOC: MOW: LNG: MOU: MTA: OCTA: PA/CMS: PERS: PRESS: RCTC: ROW: RTIP: RTPA: SANBAG: SCAG: SCAQMD: SCRRA: SHA: SPRR: STA: STIP: STP: TAC: TCI: TDA: TEA -21: TIP: California Environmental Quality Act Congestion Mitigation Air Quality California Transportation Commission Federal Department of Labor Federal Department of Transportation Environmental Impact Report Environmental Impact Study Federal Environmental Protection Agency Flexible Congestion Relief Federal Highway Administration Federal Railroad Administration Federal Transit Administration Inland Empire to Orange County Line Intermodal Surface Transportation Efficiency Act Intelligent Transportation System Joint Powers Authority Los Angeles County Metropolitan Transportation Authority Metrolink Operations Center Maintenance -of -Way Liquified Natural Gas Memorandum of Understanding Los Angeles County Metropolitan Transportation Authority Orange County Transportation Authority Public Address/Changeable Message Sign Public Employees Retirement System Passenger Rail Equipment Safety Standards Riverside County Transportation Commission Right -of -Way Regional Transportation Improvement Program Regional Transportation Planning Agency San Bernardino Associated Governments Southern California Associated Governments South Coast Air Quality Management District Southern California Regional Rail Authority State Highway Account Southern Pacific Railroad State Transit Assistance State Transportation Improvement Plan Surface Transportation Program Technical Advisory Committee Transit Capital Improvement (funds/program) Transportation Development Act Transportation Equity Act for the 21st Century Transportation Improvement program 4/8/02, 12:09 PM 108 122 SCRRA FY 2002-03 Budget TSM: Transportation Systems Management TVM: Ticket Vending Machine UP: Union Pacific Railroad VCTC:Ventura County Transportation Commission 4/8/02, 12:09 PM 109129 AGENDA ITEM 9 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: April 22, 2002 TO: Plans and Programs Committee FROM: Stephanie Wiggins, Program Manager THROUGH: Cathy Bechtel, Director of Transportation Planning Development & Policy SUBJECT: Amendment #1 to the Amtrak Intercity Agreement STAFF RECOMMENDATION: This item is to seek Committee approval to: 1) Amend the Amtrak Intercity Agreement between Amtrak, SCRRA, and its member agencies; 2) Authorize the Executive Director to sign the amendment, subject to legal counsel review; and 3) Forward to the Commission for final action. BACKGROUND INFORMATION: The Southern California Regional Rail Authority (SCRRA) is a Joint Powers Authority consisting of the following member agencies: Los Angeles County Metropolitan Authority, Orange County Transportation Authority, San Bernardino Associated Governments, Ventura County Transportation Commission, and RCTC. In 1993, upon approval by all of its member agencies, SCRRA entered into an agreement with Amtrak for the operation of Amtrak intercity and intrastate trains running over properties the member agencies had purchased from the freight railroads. The resulting operating and compensation agreement was executed on March 1, 1994 and expires on February 29, 2004. These properties are owned by the member agencies and dispatched and maintained by SCRRA. SCRRA and Amtrak staffs including legal counsel from both have been negotiating this first amendment to the Amtrak Intercity Agreement for the past three years. The negotiations have focused on the following three issues: (1) Amtrak's desire to begin Los Angeles to Las Vegas service, (2) Amtrak's decision to carry mail on certain trains, and (3) Amtrak operation on territories not included in the original agreement. Specifically: (1) Amtrak Los Angeles to Las Vegas Service: The amendment permits Amtrak to use the Metrolink San Bernardino Line for operations of intercity trains between Los Angeles and Las Vegas after September 1, 2001. As compensation for one train per day in each direction, Amtrak will pay SCRRA $5.12 per train mile adjusted for inflation using September 1, 2001 as the base. Amtrak has the option of prepaying the SCRRA for this service by paying a lump sum discounted for present value at an annual rate of 6%. SCRRA has the option of requesting 130 these funds in the form of capital improvements or Amtrak assets,- such as spare locomotives. Compensation for additional trains between Los Angeles and Las Vegas will be negotiated before any additional trains begin operations; (2) Amtrak Carrying Mail In and Out of Union Station: The amendment places train length restrictions and locomotive horsepower per ton minimum requirements on those Amtrak trains hauling mail in and out of Union Station. In addition, the amendment explicitly gives SCRRA the right to make dispatching decisions that will prevent Amtrak's mail and express operation from obstructing terminal operations; and (3) Addition of Territory to Reflect Changes in Right -of -Way Configuration and other changes: Appendix 1, (Service Property) of the agreement will be amended to increase the Mission Tower to Redondo Junction territory by 7/10 of a mile due to the construction of the Redondo Flyover, and include the territory between Burbank Junction and Moorpark. The amendment also requires additional compensation from Amtrak if it increases the number of scheduled intercity passenger trains operating between the Commuter Rail Interlocker and Moorpark over the number of such trains operating on May 21, 2000. Applicability to Riverside County Metrolink Services The proposed amendment does not directly affect the Metrolink services in Riverside County because neither of the Lines, the Riverside and Inland Empire -Orange County, operates on tracks owned by the Commission. (Although, portions of the IEOC do operate on OCTA owned tracks.) However, as a member agency to SCRRA and an original signatory to the agreement, RCTC is required to approve any amendments to the Amtrak Intercity Agreement. At its March 22, 2002 meeting, the SCRRA Board authorized the Chief Executive Officer to sign Amendment 1 of the Amtrak Intercity Agreement, subject to the transmission of the amendment to the member agencies for their signature. In order to expedite the processing, staff recommends authorizing the Executive Director to sign the agreement on behalf of the Commission, subject to legal counsel review. Attachment: Amendment #1 to Agreement Among National Railroad Passenger Corporation and Southern California Regional Rail Authority 131 Amendment Number 1 To AGREEMENT AMONG NATIONAL RAILROAD PASSENGER CORPORATION AND SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY, ET AL. DATED MARCH 1, 1994 This Amendment Number 1 to the Agreement Among National Railroad Passenger Corporation and Southern California Regional Rail Authority, Los Angeles County Metropolitan Transportation Authority, Orange County Transportation Authority, Riverside County Transportation Commission, San Bernardino Associated Governments, and Ventura County Transportation Commission dated March 1, 1994, (the "Agreement") is between the parties thereto. In this Amendment Number 1, capitalized terms shall have the same meanings as are set forth in the Agreement. In consideration of the mutual undertakings set forth herein, effective September 1, 2001, the parties hereby agree to amend the Agreement as follows: 1. In Article II, at the end of the second sentence, add the following: "Notwithstanding the references in the two previous sentences to cessation of services on the former SF Pasadena Subdivision, Amtrak shall be permitted to use the SCRRA line segment between Pasadena Junction and San Bernardino (MP 0.9 to MP 56.2 on the current SCRRA San Gabriel Subdivision) for operation of intercity passenger trains between Los Angeles and Las Vegas after September 1, 2001." 2. Add a new Section 4.8 as follows: "Section 4.8. Amtrak shall not expand the number of scheduled trains that exceed 1140' in length in LAUPT without the express written consent of SCRRA, which consent shall not unreasonably be withheld. There are currently two trains (i.e., Train Nos. 3 and 4).": 3. Add a new section 4.9 as follows: "Section 4.9. During the commuter peak hours as defined in Appendix 3 to this Agreement, no Amtrak train carrying mail and express shall be scheduled to stop on the main line trackage of the Subject Property between CP Olympic (MP 142.6) and San Diego Junction (or Vignes after the crossovers for CP Vignes are installed) prior to arrival at or following departure from LAUPT." 4. Section 6.1(a) is amended by adding new sub -section (5) as follows: (5) As compensation for the operation of one train per day in each direction between Los Angeles and Las Vegas over the 132 Subject Propertyfrom September 1, 2001 through February 29, 2004, Amtrak shall pay to SCRRA $5.12 per train mile adjiisted for inflation in accordance with Section 6.4 using September 1, 2001 as the base; provided, however, that in the event the on time performance of trains delivered to the Subject Property at their scheduled time (without tolerance) is less than 97% in two successive months (measured with a 5 -minute tolerance and no allowable delays), upon written notice from Amtrak, the parties shall establish by agreement or by arbitration an arrangement for payment of $1.50 per train mile in guaranteed compensation and up to $3.62 per train mile in compensation based on on -time performance. Amtrak shall be entitled on notice given no less than 6 months prior to the start of SCRRA's fiscal year to prepay SCRRA for this service by paying a lump sum discounted for present value at an annual rate of 6%. The parties may agree that Amtrak will provide and SCRRA will accept locomotives or other equipment, or other compensation, in lieu of the lump sum payment described in the foregoing sentence, subject to SCRRA's prior approval of any such equipment. If the parties agree to operation of additional trains between Los Angeles and Las Vegas, the compensation for such additional operation shall be negotiated prior to its commencement. 5. Section 6.1(c) is amended by adding a new sub -section (2)(C): (C). If Amtrak increases the number of scheduled intercity passenger trains operating five days per week or more over that portion of the Subject Property or any line of railroad for which SCRRA provides dispatching services between the Commuter Rail Interlocker ("CRI") and Moorpark above the number of such trains operating on May 21, 2000, then the cost of dispatching shall be the wages and fringe benefits, overheads and fees, for five (5) dispatcher positions. Amtrak's allocated share of such cost shall be determined by using a ratio that is the same as the ratio of Amtrak train miles operated on the lines between CRI and Moorpark and between CRI and Lancaster to the total of all train miles (passenger and freight, including SCRRA) on those two line segments." 6. Section 6.I(d) is amended by adding at the end of the sentence the following new language: . . . along with such other payments as may be required by Appendix 5." 7 Section 6.1(d) is further amended by adding the following text at the end of the existing language (as revised in item 6): "For trains that operate over the Subject Property with more than twelve cars, Amtrak shall report locomotive unit numbers, horsepower per type of unit, and trailing tonnage in its ARROW train status system, and shall make this information available to SCRRA. Failure to provide this 2 133 information within three (3) business days from the date that SCRRA notifies Amtrak that such information has not been made available for a particular trip of a train shall cause such train to be excluded from the determination of on -time performance for the purpose of calculating incentives under this section and Appendix 5." 8. Appendix 1, Service Property, is amended as follows: (a) by replacing the seventh item with the following: " ' CP Burbank Junction - Moorpark (b) by replacing the sixth item with the following: "Mission Tower - Redondo Junction 462.6 to 426.5". 140.0 to 143.9" 9. Appendix 2 is amended by replacing the second sentence of the first paragraph with the following text: "The consist of Amtrak trains shall contain a locomotive or locomotives that will provide at least 4.0 horsepower per trailing ton. 10. Appendix 3 is amended by adding the following to the end of the second paragraph: "Notwithstanding the foregoing, in establishing the priority of any trains that are longer than 1,440 feet, SCRRA will have the discretion to make appropriate dispatching decisions that will prevent the excess length trains from obstructing terminal operations and delaying other SCRRA and Amtrak trains." 11. Appendix 5, paragraph 2 is amended by substituting the following for the existing text: 2. A trip of a train will be considered on -time if its actual arrival time is at or before the scheduled arrival time at the train platform at the terminal station (or at that point en route where performance is measured) plus (a) a standard tolerance of 5", (b) the amount of time a train was late in arriving at the entry point onto the Subject Property, (c) the amount of time lost by a train when it is held by a dispatcher because it is longer than 1,440 feet (as permitted by Appendix 3), and (d) the amount of time in excess of 10" that the sum of the actual station dwell time exceeds the sum of the total scheduled station dwell times (as specified in Appendix 5-A) for all scheduled train stops on the trip that are on a line segment for which SCRRA is responsible pursuant to this Appendix 5. When a train fails to meet the power to weight ratio described in Appendix 2, then that train shall be counted as on -time in the computation of on -time percentages in Section 1 of this Appendix, and the train miles operated by any such train on the Subject Property shall be included in the number of train miles considered operated on both line segments in the month. For the purposes of this Appendix, scheduled arrival time is established by adding the 3 134 Scheduled Running Time for the train established pursuant to Section 4.3(a) to the scheduled departure time at the entry point onto the Subject -Property. On the Orange County Line, the entry point onto the Subject Property for trains operating towards Los Angeles is San Juan Capistrano, and the entry point onto the Subject Property for trains operating towards San Diego is Fullerton Junction. 12. Appendix 5 is further modified by adding the following new section 8: trains operating in revenue service if the delay is caused by an Amtrak train greater than 18 cars in length which fails to clear or cannot maintain its scheduled running time due to lack of adequate power to meet the power -to -weight ratio set forth in Appendix 2. Amtrak shall pay $500 to SCRRA for each revenue SCRRA train which arrives at its terminal station between five minutes and fifty nine seconds (5' 59") and nineteen minutes and fifty nine seconds (19' 59") late if excessive length or lack of adequate power of an Amtrak train described in the preceding sentence caused that amount of delay on the Subject Property, and $1,000 for the first revenue train per incident which arrives at its terminal station 20 minutes (20' 0") or more later than the time stated in SCRRA's public timetable if that amount of delay results from the length or lack of adequate power of an Amtrak train described in thepreceding sentence; provided however, that the failure of an Amtrak Intercity train to clear or its inability to maintain its scheduled running time due to its length or lack of adequate power shall not constitute "any action or inaction or an Amtrak employee" within the meaning of Section 6.b of the July 1, 1998 Agreement between SCRRA and Amtrak for Operation of Commuter Services. SCRRA trains annulled or terminated clue to excessive length or lack of adequate power of Amtrak trains will be considered 20 minutes late for the purpose of calculating additional payments to SCRRA. For the purposes of the preceding two sentences, an incident shall be a single occurrence that is the cause of one or more trains being late, annulled or terminated. Trains subsequent to the first train per incident that are more than 20 minutes late shall cause Amtrak to pay SCRRA $500 for each delayed train. For purposes of this Section 8, an en route mechanical failure shall not be deemed to be lack of adequate power required to meet the power -to -weight ratio. In no event shall Amtrak be required to pay SCRRA more than $5,000 forr operations in a single day pursuant to this Section 8." 4 135 WHEREFORE, the parties hereto have set their hands. NATIONAL RAILROAD PASSENGER SOUTHERN CALIFORNIA REGIONAL CORPORATION RAIL AUTHORITY Qilbert 0. Nallery By: By: Its: President, Amtrak West Its: LOS ANGELES COUNTY ORANGE COUNTY TRANSPORTATION METROPOLITAN TRANSPORTATION AUTHORITY AUTHORITY By: By: Its: Its: Approved as to form for OCTA: RIVERSIDE COUNTY SAN BERNARDINO ASSOCIATED TRANSPORTATION COMMISSION GOVERNMENTS By: By: - Its: Its: VENTURA COUNTY TRANSPORTATION COMMISSION By: Its: 5 136 AGENDA ITEM 10 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: April 22, 2002 TO: Plans and Programs Committee FROM: Tanya Love, Program Manager THROUGH: Cathy Bechtel, Director of Transportation Planning & Policy Development SUBJECT: Request to Amend Riverside Transit Agency's FY 01/02 Short Range Transit Plan to Reallocate STA Funds for the Purchase of an Integrated Fare Collection System STAFF RECOMMENDATION: This item is to seek Committee approval to: 1) Amend the Riverside Transit Agency's FY 01/02 Short Range Transit Plan to reallocate $500,000 in State Transit Assistance Funds from the portable CNG fueling station line item to the integrated fare collection system; and 2) Forward to the Commission for final action. BACKGROUND INFORMATION: The Riverside Transit Agency (RTA) is in the process of acquiring "smart" fare boxes for its existing compressed natural gas (CNG) fleet and new CNG fleet currently under order. Consistent with current Intelligent Transportation Systems (ITS) efforts, RTA staff is ensuring that these fare boxes will be compatible with other systems under development in the region. As a participant in a Caltrans led ITS fare collection standardization effort, the RTA is closely coordinating the technical aspects of this procurement with all regional transit providers including Los Angeles County Metropolitan Transportation Authority, North County Transit District, SunLine Transit Agency, Omnitrans, Orange County Transportation Authority and Metrolink. As a result of emerging technologies, the fare collection system will be more costly than originally anticipated. The RTA's current budget has $400,000 in FY 00 Local Transit Funds (LTF) and $1,000,000 in FY 02 State Transit Assistance (STA) funds for the purchase and installation of the fare collection system. However, the revised projected cost is approximately $1,900,000 or approximately $500,000 over the existing budget. RTA is requesting a FY 02 Short Range Transit Plan (SRTP) amendment to move $500,000 in STA funds from the "portable CNG fueling station" line item to the "integrated fare collection system" line item. If approved, the request to purchase the portable CNG fueling station will be included in RTA's FY 03 SRTP. RTA is currently out to bid for this equipment and plans to recommend a contract award to its Board of Directors in May 2002. RTA's Board Budget and Finance Committee approved recommending the SRTP amendment at its April 3, 2002 meeting. The 137 Committee members unanimously approved recommending this to RTA's full Board which will meet April 25, 2002. 13 AGENDA ITEM 11 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: April 22, 2002 TO: Plans and Programs Committee FROM: Shirley Medina, Program Manager THROUGH: Cathy Bechtel, Director of Transportation Planning & Policy Development SUBJECT: Reprogramming of Transportation Enhancement Activities (TEA) Funds STAFF AND TECHNICAL ADVISORY COMMITTEE RECOMMENDATION: This item is to seek Committee approval to: 1) Approve the reprogramming of TEA funds in the amount of $572,000 by spreading the funds evenly amongst 23 projects approved in the last TEA call for projects; and 2) Forward to the Commission for final action. BACKGROUND INFORMATION: The City of Palm Desert has notified us that they are unable to construct a project that was approved for I EA funding in the amount of $572,000 due to a much larger capital project being planned at the same location. Therefore, staff brought this item to the Technical Advisory Committee (TAC) for discussion and recommendation on how to reprogram the funds. The TAC recommended reprogramming the $572,000 by spreading the amount evenly amongst all of the projects that were funded in the last call for projects approved by the Commission on January 12, 2000. Each of the local agencies were required to provide additional local match for their approved TEA project as part of the Commission's action to fund as many projects as possible. The reprogramming will help decrease that additional local match requirement. In addition, reprogramming the funds to current projects will help the delivery of projects and meet AB 1012 "Use It or Lose It" requirements. The distribution of the $572,000 resulted in each project receiving approximately $25,000 in additional funds with the exception of two projects (Calimesa and Corona's 91/Main St). These two projects received less due to the need to maintain a minimum local match of 11.47% as required under federal guidance. The attached spreadsheet lists the adjusted project programming. Attachment: "Riverside County TEA Funded Projects (TEA 21)" 139 Riverside. County TEA Funded Projects,(TEA2I ) Report Print Date Summary Information: Tuesday, April 16, 2002 Total Number of Projects: 23 RTIP Lump Sum PPNO#: RIV62046 2001 RTIP Sheet #: LOCAL 61 ID# Lead Agency 819 Calimesa 809 Cathedral Cl 821 820 802 Project Type Local Project Summary Inforrnatior Project Qescrlptlon s � .' E. Hobsonway Pedestrian Impr ov ements 1-10 Fwy Landscaping, County Ltne Ro ad - Singleton Road Ramon Road Corridor Impr ovements Landscape Beautification at SR91/Main Street IC Ramps Main Street Scenic Corridor B eautification State Street Multi -Use Bicycle & Pedestrian Path Deep Canyon Channel Cr ossing Bicycle Bridge 816 .. Indio Boulevard Enhancements from Jefferson St to SR 11 822 823 817 808 812 - 813 803 814 81 8 824 06 810 804 807 825 Palm Springs Local erns Rancho Mirage Rancho Mirage Riverside Riverside Rlversid Riverside County_ Riverside County San Jacinto Temecula Local Local Local Local Local Local Local nq Landscaping and Sidewal Outlet Channel Pedestrian & Bicycle C orridor (Graham Ave to Summer Ave) Aqueduct Bike Trail ands cape/Beautt5catlan Mursieta Hot Springs Rd (Fr Santa Ana Rfver Trail -Missing Link/Norco Ge ne Autry TrailiRamon Road Median Islands Landscaping Restoration of Historic Sante Fe Railroad Depot Hwy111 m H 11 M eandering Bikepath & Landscaping Median Islands Landscaping & Beautification Historic Victoria Parkway Resoration Project SR91 Fwy/Pierce Street IC Landscaping University Ave Streetscape Enhancement di on Ave to 1-215 IC Total Programmed Amount: $13,383,995 <r• 0/Monterey & Washington IC Landscaping & Beautification Locai [SR60 & 1-15 IC Landscaping & Scenic Beautification Local State Street Sidewalk improvements Local Murrieta Creek Multi -Purpose Trail Total Number of TEA21 TEA Protects: 23 r,f dr Com ely r arr sp orarrrfun xx,mmrfs€fen Tot al Pr evious Adjusted Adjust ed Adjusted Project Progr amed Programed Match Match Cost rr S n • n $ „+� %. .gr 5250,000 8300,000 $831,000 $380,000 $871.000 8798,000 8392,196 30.000 $527,800 1,300,00 $659,040 $500.000 8629,000 431,000 $510,600 $765,000 1,000,000 400,000 $ 176,000 253,000 286,000 8314,000 8638,000 8494,000 8312,00 $1,455,000 8412,000 $1,000,000 $555,000 8201,571 285,590 5311,57 8336,414 5663,571 8519.571 $337,571 $1,480,571 8437,571 ,025,571 8580,571 848,429 _ 19.37% $34,410 11.47 % 519,429 843,586 207,429 8278,429 $54,625 $349,42 $90,229 8274,429 878,46 $69,429 62.51% 11 .47% 23.82% 34.89% 13.93% 19.09% 17.10% 21.11% 11,91% $405.000 496,000 $34 ,00 $430,571 $521,57 $366,57 $_107,429 64,429 89% 7 .08% 4.95% 8316.000 328,000 486,000 314,0' 0 8341,571 $353,571 5 1.571 339 .571 8169,029 8411,429 $488,429 860,429 33.10% 53.78% 48.840 15.11% $1 ,100,000 6831,000 $476,000 8682,000 $501,571 $707,571 $598,429 $123,429 54.40%. 14.85% 82,574,000 $350,000 1,595,000 8264,000 $1,620,571 2$9,571 953,4 60,429 37.0 0 17.27!i $1.500,000 81,214,000 $1,239,571 13,383,995 8260,429 1736% Note: The adjusted programming amounts reflect the removal of Palm Desert's 1.10/Monterey Ave. TEA Project ($572,000) and distributed among all protects, Calimesa and Corona 91/Main Street kept at 11,47% match. AGENDA ITEM 12 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: April 22, 2002 TO: Plans and Programs Committee FROM: Edward C. Gonzalez, Staff Analyst THROUGH: Marilyn Williams, Director of Regional Programs & Public Affairs SUBJECT: FY 02/03 Measure A Commuter Assistance Buspool Subsidy Funding Continuation Requests STAFF RECOMMENDATION: This item is to seek Committee approval to: 1) Authorize payment of $1,175/month per buspool for the period July 1, 2002 to June 30, 2003 to the existing Riverside, Moreno Valley and Mira Loma buspools; 2) Continue the existing monthly and semi-annual buspool reporting requirements as support documentation to monthly subsidy payments; and 3) Forward to Commission for final action. BACKGROUND INFORMATION: As part of the Measure A Commuter Assistance Program, the Commission provides funding support to buspools used by Riverside County residents for their home to work commutes along the Route 91 corridor. The Commission adopted the Measure A buspool subsidy in October 1990 and established a monthly subsidy rate of $1,175 ($25/seat/month) in support of commuter buspool operations. The subsidy rate has not changed since inception of the policy. To provide additional guidance, the Commission established a minimum buspool ridership policy in June 1995. The policy requires staff to report to the Commission when a buspool's ridership falls to 25 or below and seek direction regarding the continuation of the buspool's subsidy. To renew its annual subsidy, an existing buspool is required to request in writing continuation funding from the Commission for the new fiscal year. Included as Attachment 1 are the FY 02/03 request letters from the three existing buspools. RIVERSIDE & MORENO VALLEY BUSPOOLS: The Riverside and Moreno Valley buspools are contracted by Raytheon from Tourcoach, the transit service provider. Both buspools depart from Riverside County to 141 El Segundo, providing participating Riverside County residents with art ---alternative to driving alone to work. Begun in June, 1995, the Riverside buspool stops at two park and ride lots, Galferia at Tyler Mall and Corona. The average monthly ridership for the current fiscal year is 42 passengers with the lowest single monthly ridership being 36 and the highest 43. The Moreno Valley buspool which started in February 1996 stops at the Moreno Valley Mali and Corona park and ride lots. The average monthly ridership for the current fiscal year is 42 passengers with the lowest single monthly ridership being 41 and the highest 42. The maximum capacity on each bus is 47 passengers. The monthly fare for the Riverside buspool is $160. The Moreno Valley buspool monthly fare is $170. For both buspools, the Commission provides a $25 monthly subsidy per seat and Raytheon provides a $21 monthly transit subsidy. The remaining balance ($114 for Riverside and $124 for Moreno Valley) is paid by employees. Any non -Raytheon employee passengers pay $135 for the Riverside buspool and $145 for the Moreno Valley service. Tourcoach, the contract provider, has accessible coaches available for use on the route if a person with disabilities purchases a monthly buspool pass. MIRA LOMA BUSPOOL: Developed in August 2001, passengers board this buspool at the Mira Loma and Corona park and ride lots for their shared commute to various employers located in El Segundo. Unlike the Riverside and Moreno Valley buspools which are contracted by Raytheon, this buspool agreement is contracted from Tourcoach by Harlan Alpert, an Aerospace employee. Mr. Harlan agreed to lead this operation once Aerospace was unable to. The monthly fare for this buspool is $165 with the Commission providing a $25 monthly subsidy per seat. The remaining balance is provided between the participating employees and their employers including Raytheon, Aerospace, Boeing, Direct TV and the Los Angeles Air Force base. Ridership has averaged 41 with a high of 44 and a low of 35. Like all commuter assistance incentives provided by the Commission to encourage commuters to use alternative modes of transportation, the Measure A $25/seat/month subsidy is administered as a "user side subsidy." Unlike all of the other incentives, which have a 3 month term, the buspool subsidy is on -going. This annual subsidy remains cost-effective in comparison to the typical public transit subsidy rate of 80%. While the monthly cost of each existing buspool varies according to the number of route miles and the resulting negotiated service price, the Commission's monthly subsidy represents an average rate of 15%. When taking other factors into consideration such as the reduction of vehicles on Route 91 during morning peak periods, the number of vehicle miles saved and the elimination of mobile source emissions, the annual buspool subsidy is an effective use of Measure A commuter assistance funds. The three existing buspools have completed all requirements for funding as set forth by the Commission including submittal of: 1) monthly ridership reports; 2) semi-annual 142 operations status reports; and 3) annual funding continuation requests: =These reports allow staff to monitor the activities of the buspools to track ridership levels, monitor marketing efforts, and ensure availability to persons with disabilities. The proposed FY '02/03 RCTC budget contains a line item in the amount of $56,400 to provide buspool subsidies. Based on the established monthly $1,175 buspool subsidy policy, the funds are sufficient to support three existing buspools and one new start-up buspool if needed. Attachments: Letter from Rose Farooq, Commuter Transportation Center Letter from Harlan Alpert, Aerospace Corporation 143 Raytheon 2 April 2002 Mr_ Edward Gonzalez Riverside County Transportation Commission 3560 University Avenue, Suite 100 Riverside, California 92501 Fax: 909-787-7920 Dear Mr. Gonzalez: Raytheon Company 2000 East 0 Segundo Boulevard PO Box 902 - —El Segundo, CA 90245-0902 310-647.1000 059088" In accordance with the requirements of the Riverside County Transportation Commission, Raytheon Electronic Systems is requesting an extension of funding for the period of 1 July 2002 to 30 June 2003 for the Riverside/Corona to El Segundo Commuter Buspool. The monthly fare for this route is $160 per employee. to addition to the $25 subsidy offered by RCTC, Raytheon employees receive a company subsidy of $21 per month for using mass transit. Ridership on the Riverside/Corona buspool has averaged 40 passengers per month over the last 12 month period_ Schedule AM Departure AM Departure AM Arrival PM Departure PM Arrival PM Arrival Galleria at Tyler Corona Park & Ride Lot Raytheon, El Segundo Raytheon, El Segundo Corona Park & Ride Lot Galleria at Tyler 4:15 am. 4:30 am_ 5:30 am_ 3:00 p.m. 4:30 p.m. 5:00 p.m. Tourcoach, the service provider, has coaches available to accommodate the physically challenged if required_ The Raytheon Commuter Services Office regularly markets rideshare information to our employees, including buspools and vanpools_ Employees receive this information though direct mailings, newsletter articles, and electronic messaging_ In addition, we share resources with other local employee transportation coordinators through our association with industry groups such as ACT and Westchester/LAX TM_ Thank you for your continued support of this successful buspool program. NIC SYSTEMS Ros- Farooq, A•minrstrator Co J muter Transportation Center Angela Abruscato, Riverside/Corona — El Segundo Bus Coordinator pCEUVEfi 11 APR 0 5 2002 IN TRANSPORTATIONCOMMISSION 144 Raytheon 2 April 2002 Mr_ Edward Gonzalez Riverside County Transportation Commission 3560 University Avenue, Suite 100 Riverside, Califomia 92501 Fax: 909-787-7920 Dear Mr. Gonzalez: Raytheon Company 2000 East El Segundo Boulevard PO Box 902 _El Segundo, CA 90245-0902 310.647.1000 In accordance with the requirements of the Riverside County Transportation Commission, Raytheon Electronic Systems is requesting an extension of funding for the period of 1 July 2002 to 30 June 2003 for the Moreno Valley to El Segundo Commuter Buspool_ The monthly fare for this route is $174 per employee. In addition to the $25 subsidy offered by RCTC, Raytheon employees receive a company subsidy of $21 per month for using mass transit. Ridership on the Moreno ValleylCorona buspool has averaged 40 passengers per month over the last 12 month period. Schedule AM Departure AM Arrival PM Departure PM Arrival Moreno Valley Mall Raytheon, El Segundo Raytheon, El Segundo Moreno Valley Mall 4:00 a.m. 5:30 a.m. 3:00 p.m_ 5.00 p.m. Tourcoach, the service provider, has coaches available to accommodate the physically challeriged if required. The Raytheon Commuter Services Office regularly markets rideshare information to our employees, including buspools and vanpools. Employees receive this information though direct mailings, newsletter articles, and electronic messaging. In addition, we share resources with other local employee transportation coordinators through our association with industry groups such as ACT and .Westchester/LAX TMA. Thank you for your continued support of this successful buspool program_ ON ELEC Farooq, ' ator Commuter Transportation Center s IC SYSTEMS CAO CP Dedrick Rems, Moreno Valley — El Segundo Bus Coordinator 145 04/12/2002 FRI 12:16 FAX 310 336 1208 PROPERTY MANAGEMENT U001/001 HARLAN ALPERT Send correspondences to: Harlan Alpert At: Aerospace Corporation PO Box 92957 Los Angeles, CA 90009-2957 MS: M2/345 April 12, 2002 Attn.: Edward Gonzalez, Staff Analyst Riverside County Transportation Commission 3560 University Ave, Suite 100 Riverside, CA. 92501 Dear Mr_ Gonzalez In compliance with the requirements of the Riverside County Transportation Commission (RCTC), I am requesting an extension of funding for the period of July 1, 2002 to June 30, 2003 for the Mira Loma/Corona to El Segundo Commuter Buspool. I am the buspool captain and coordinate this buspool independently from any employer. The monthly cost to operate this buspool from Toureoach is $165 per rider_ RCTC provides a $25 monthly subsidy per seat and the remaining 5140 is provided between the riders and their employers_ Ridership on this buspool has averaged 41 passengers since it started in August 2001_ The following is this buspool's schedule: Schedule AM Departure AM Departure AM Arrival PM Departure PM Arrival PM Arrival Mira Loma Corona Park & Ride Lot El Segundo El Segundo Corona Park & Ride Lot Mira Lonia 4:15 a.m. 4:30 a.m. 5:30 a.m. 3:00 p.m. 4:30 p.m. 4:45 p.m. Information on this buspool is available with rideshare programs at Boeing Satellite Systems, Raytheon, Aerospace and the Los Angeles Air Force base. Employees receive this information through direct mailings, newsletter articles and electronic messaging from these employers_ These employer rideshare programs also share this infonnation with other local employee transportation coordinators_ Thank you for your continued support of this successful buspool program. Sincerely: Harlan Alpert Mira Loma/Corona to El Segundo Buspool Captain 146 AGENDA ITEM 13 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: April 22, 2002 TO: Plans and Programs Committee FROM: Karen Leland, Staff Analyst Stephanie Wiggins, Program Manager THROUGH: Cathy Bechtel, Director of Transportation Development Planning & Policy SUBJECT: Commuter Rail Program Update STAFF RECOMMENDATION: This item is to seek Committee approval to: 1) Receive and file the Commuter Rail Program Update as an information item; and 2) Forward to the Commission for final action. BACKGROUND INFORMATION: Riverside Line Weekday Patronage: Passenger trips on Metrolink's Riverside Line for the monthof March averaged 4,615, basically unchanged from the month of February and from a year ago, March 2001. March on -time performance averaged 92% inbound (3% decrease from February) and 94% outbound (13% increase from February). On March 15th, staff circulated resolutions of support from cities and the county regarding Metrolink's effort to urge Union Pacific to improve on -time performance on the Riverside Line. An update on the number of resolutions received will be provided at the Committee.meeting. Inland Empire -Orange County Line Weekday Patronage: Ridership on Metrolink's Inland Empire -Orange County (IEOC) Line for the month of March averaged 3,033 a 1% increase from the month of February. The Line has averaged an overall 6% increase from a year ago, March 2001. 91 Line The new 91 Line service will commence May 6, 2002 with a grand opening event and VIP train. The festivities will take place at the West Corona Metrolink station at 8:00am. The new Line will provide direct Metrolink Service from Riverside, La Sierra, and West Corona to Fullerton, Norwalk, and Los Angeles. Special Trains Beach Train: The 2002 Beach Train season will kick-off June 29, 2002. Three (3) train dates have been added this year totaling 20 for the season. 147 Additionally, there will be new and exciting prizes awarded for onboard drawings on the return trip home. Returning sponsors this year are the San Clemente and Oceanside Chambers of Commerce, The Press -Enterprise, PE.com, and new this year, the Business Press. Attached is a copy of the 2002 Beach Train flyer. Rideshare 2 Rails (R2R) Program Rideshare Incentives: This component of the R2R Program has exhibited a Rtdesnare favorable start. Since its inception April 1, 2002, 40 participants have All AILS enrolled (Riverside -Downtown 10, Pedley 6, La Sierra 12, West Corona 12). To qualify for R2R Incentives, two or more Metrolink passengers must carpool to one of the Riverside County stations for a consecutive three months or a total of 40 days. Enrollees are required to submit a monthly Participation Verification form outlining their individual participation. Permits of each rideshare partner must be displayed on the dash of the vehicle in use for the day. Station guards monitor usage of rideshare parking spaces on a daily basis and submit reports to RCTC for data entry. RTA Express Bus Shuttle: RTA express shuttle service began operating March 4, 2002. There are three routes in the AM and four in the PM, both targeting peak hour Metrolink trains. Metrolink ticket holders ride for free. Riders can board the shuttle at the Moreno Valley Mall and The Home Depot Parking and Ride lots where they will be provided with direct service to/from the Riverside -Downtown Metrolink station. Station Update Pepsi Vending Machines: Pepsi vending machines have been placed at the Pedley; Riverside -Downtown, and West Corona Metrolink stations. More are slated to be installed at Riverside -Downtown and the La Sierra Stations by the end of April. Metrolink Station Daily Activities: Daily activities are recorded by each of the station security guards. Attached is summary data covering the last quarter (January —March 2002). Attachments: Metrolink Performance Summaries (March 2002) Metrolink Stations Daily Activity Report 142 METROLINK PERF ORM ANCE SUMMARIES March 2002 11� 11 METROLINK co LLW 1�r L.L. w Z () Z c.&) a a w� aw w w 0 w M N M M N M W O M CO 0)) M ////77 ,,ZJ/ZA/ r..Z/Z#YZZi,,ZZ/ZA, //, Z/ y""- A ///Z/Z;ZZ/Z//Z/Z/Z7/1/ZA 0) 0) Z/til, A vr" /#7////71, ZZI/fA //A Z/Z7z/1 7 1/1/ A cn cwt 0) 9 0 O Z a c Q 151 METROLINK SCHEDULE ADHERANCE Weekday Trains (Latest 13 Months) 100,0% 95,0% 90.0% 85,0% 80.0% 75, 0% 70,0% x3 Mar 01 Apr 01 May 01 Jun 01 Jul 01 Aug 01 Sep 01 its .Oct 01 Nov 01 0 % Arriving Within 5 -Minutes Of Scheduled Time I Vr -044 Dec 01 Jan 02 • Feb 02 4 OT-13MoNew,xls of Train Delays By Responsibility March 2002 TRK-Contractor 3% SIG -Contractor Includes Weekend Sew;ce Vandalism UPRR 2% 15% OP Agre.aw-Enf 1% 2% BMTC-MCH 13% Improv (SCRRA) 11% BNSF 24% TRK-Contracto 2% SIG -Contractor 8% In ludas Weekend 5¢Mca % of Train Delays By Responsibility 12 Month Period Ending March 2002 Vandallem BMTC-MCH 4% 12% BNSF 28% PERFOR MANCE CHARTS -BACK-UP le l METROLINK METROLINK AVERAGE WEEKD AY PASSENGER TRIPS THIRTEEN MONTH WINDOW - HOLIDAY ADJUSTED �`� - .i,. 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[- 34 .k? ..ry.1i i+ *�,., 'i' ',:T; - lr"i _ h., ;e fmrrw _ F �' ,.[ +� �§"S} ''' j . .. nt .�`� i 'T:,[��'�St� b:t!'t.G+l - �e •'•'r>�i' , , _ '...-. ;. �+�+ �.,[f`;�t � >� : 1 ,, fj{ , a .�`��sq��,� �7 r i. a. :a� : F/ 7�. -.� I .f °,+. � :r.� '7 E.ri t �'i -. ��';"a� � .r. rr -;; n's (1".i� r : 6� Vi - '^� . < � A � i3 i 4 . i t^` ` �� < t ..ti. _ _ I l 7A� 't: � -.+7 i T'�i �t R ti{ y �y �{�..���+f�,{ 5� ,.y{, �� 11 r::.r.. :.{::Y.�4 y.. r� :.4 .. ..�: ��y�9.�.�'i�� ]Yl��' Mar 01 3,697 5,2151 9,909 427 4,597 5,978 2,866 97 32,786 2% Apr 01 3,545 5,421 9,785 420 4,682 5,925 _ _ 2,804 102 32,684 0% _May 01 3,702 5,551 10,117 457 4,802 5,999 2,974 110 33,712 3% Jun 01 3,493 5,862 10,244 482 4,799 5,896 2,983 105 33,864 0% Jul 01 3,416 5,489 9,848 456 4,690 5,853 2,838 92 32,682 -3% Aug 01 3,315 5,423 _ 9,679 469 4,638 5,879 2,833 105 32,341 -1 % Sep 01 3,323 5,463 9,503 435 4,566 5,940 2,923 102 32,255 0% Oct 01 3,558 5,170 10,032 452 4,651 5,867 3,081 122 32,933 2% Nov 01 3,500 5,169 10,025 _ 477 4,654 5,939 3,007 137 _ 32,908 0% Dec 01 3,144 4,898 9,391 452 4,223 5,369 2,733 97 30,307 -8 % Jan 02 3,566 4,813 10,086 480 4,596 5,865 2,930 107, 32,443 7% Feb 02 3,612, 5,031 10,235 464 4,635 5,882 3,010 109 32,978 2% Mar02 3,650 5,135 10,082 518 4,615 5,931 3,033 133 33,097 'i 0% Change Mar 02 vs Feb 02 1% 2% -1% 12% 0% 1% 1% 22% 0% % Change Mar 02 vs Mar 01 -1% -2% 2% 21% 0% -1% 6% 37% 1% 7 ADR MoNew,xls 36,000 33,000 30,000 27,000 24,000 METROLINK AVERAGE WEEKDAY PASSENGER TRIPS INCEPTION TO DATE FY 01/02 fi..�+f • Mar 21,000 18,000 X X 15,000 :-X 12,000 9,000 6,000 Jul Aug Sep Oct Nov Dec FY 00/01 FY 99/01 Y 98/99 FY 97/98 FY 96/97 `FY 95/96 RX --XFY 94/95 Jan Feb Mar Apr May Jun FY 93/94 ioNew,xls Avg Daily Riders 3500 3000 2500- 2000- 1500- 1000- 500 - Mar 01 � r,tf Apr Naha: Sept In 3i es L.A. County Falr Riders{ San Bernardino Line Saturday Service Average Daily Passenger Trips May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar -02 Av g Daily Riders 3000 - 2500 - 2000 - 1500,- 1000, - San Bernardino Line Sunday Service Average Daily Passenger Trips Apr May Jun Jul Aug Sep Oct Nov INo ; Sunday Service Began 06125/00 11 9 0203 W KendNew,xls Antelope Valley Line Saturday Service Average Daily Passenger Trips 3500 3000- 2500- fw«; •., aWt 1 2000 „Auto t} 1500 •i 1' �E.� Ry, 7. t s J"� ,r��I,� ,,,,�, , p �'! �,� 'p� `• t� r�$i.C.r _ !, ,.�- f- r vcr{ 4 �.. 43 t%f; �� U 1000iYr,4 500- Riverside Line Saturday Service Average Daily Passenger Trips s' .. �. 5"ra°:: _ i1Y_i!Y`wi' 'Fi+; `S G::k ,7i Me}36 a• :;M..f13S1#. '! 4T: XWtIi'�� t,. ... N �61f T .u:'r! ',�IFf Mar01 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar -02 Motet Sept Includes L. A. County Fair Rlders1 3500 3000- 2 2500- ll 2000- p 1500 co < 11000- 500 Mar01 Apr May Note: Service Been June 24, 2000 • Service DIsconlinued January 19, 20021 Jun Jul Aug Sep 235 Oct Nov Dec Jan Feb Mar -02 0203VvrcendNew,xls METROLINK SCHEDULE ADHERENCE SUMMARY Percentage of Trains Arriving Within 5 Minut es of Scheduled Time LATEST 13 MONTHS .• L' r.: .. :. r.. . m:•....tuy :. "''.. '., .:,, p qq,. r+ , .. ... . ,. ���t�:.. �.+:. o �Y-: � ., .r. :`•N-.i• . ... !7 .f ra.] .. ... .: r-./.' } f y;. �.� . _ ..*l�•c-•1-. _i}li.lF ... . . .,Y� 'P� .. c��. .} „ n ,. 11 - .. .,tq _ .'. . rt _'.: n �';-.iris.:..: .. .:. . .. �� rtarrtr -[3trk "z t .r .i. ri .r .` -TN:ey. .SC. >. .. .F..Y.-r ., " {., -S.F. /�" .., �. ... r u. - .. .. {� , 3 . 1 {.. . if ; .. .. '.:.... . .. d_ .'`{ ; k�� z •�l+r {� 1ri :T r. ..,�##'� 'R . r� ..�:.. . �l.t . i'Y , s4.� n.}_.r..F.�k{'�C. v r > 1 ".s. , .. "L Y : � � S-�i. vti i. aJ .tcF "� a.. -4 :: YI I` 11 i . 11 N . sW, I .7��#L3r 5'k'�l.r+� 4.. .. >i '"� .`7 v.4?�:i .�� I r :�+� , . '. ''.4i41)(4:- ,. .�� :.IiILi'-ri} 1 ! - �t . y<}r :n: �[ , x:. . . �. .. .. �t,Y©'. -' �t�C �l�'L7. jwJ �')��l�• " �fJ �.. ._ .. t�rti � .. .+. . ;ar.. { Yin , . ..... ,�� 'fs91.. Mar 01 97% 99% 98% 99% 98 % 99% 100% 98% 95% 89% 88% 89% 92% 92% 82% 98% 95% 96% 96% Apr01 100% 98% 97% 98% 96 % 95% 99% 99% 93% 91 %, 91% 93 % 98% 99% 90% 100% 96% 96% 96% _May 01 98% 98% 98% 96% 98% 97% 100% 100% 94% 90% 86% 94% 95% 95% 91% 93% 96% 96% 96% Jun 01 100% 99% 99% 97% 97% 97 % 98% 99% 971/0 89 % 87% 88% 92 % 94 % 90% 98% 96% 95% 95 % Jul 01 97% 99% 99% 100% 96% 94 % 99 % 98% 94°/1 83 % 93%___ 94% 951/4 96% 95% 95% 96% 95% 96% Aug 01 99% 98% 98% 97% _ 98% 96% 100% 99 % 89% 83 % 91 % 92% 95% 94 % 96 % 911/4 96% 95% 951 / Sep 01 99% 99% 99% 99% 99% 98% 100 % 100% 91°/1 87°/1 88% 83% 93% 92°/1 _ 89% 95% 961/0 95 % 95 % Oct 01 100% 100% 99% 100% 99% 98% 100%_ 100% 74% 80% 93% 94 % 92%_ 97% 98% 83% 95% 87 % 95 % 95% 96 % 96 % Nov 01 98% 100% 97% 97% 98% 97% 97% 100% 88% 92% 97% 88% 94% 96% 96% 96°!0 Dec 01 98% 99% 98% 99% 98% 97% 98% 99%' 91% 90% 91% _ 93% 93% 93% 95°/1 92% 96% 96% 96% Jan 02 9$% 99% 99% 100% 97% 961/0 100% 99% 91% 86% 97% 94% 92% 95% 73% 98% 96% 96% 96% Feb02 '6% 100% 97% 97% 97% 97% 99% 98% 95% 81% 91% 97% 90% 98% 85% 95% 95% 96% 96% Mar 02 )0% 99% 97% 94% 97% 97% 99% 100% 92% 94% 98% 96 % __ 95% 95% 86% 98% 97% 96% 97% Peak Period Trains . riving Within 5 Minutes of Scheduled Tune Mar 02 Peak Period Trains 106 97% 98% 97% 95% 96% No adjustments have been made for relievable delays. Terminated trains are considered OT if they were on -time at point of termination. Annulled trains are not included in the on -tim e calculation. 99% 100% ! 89% 93%1 97% 97 % 96% 95% 0% 0% 96% 97 %_ 96 % 11 OT-13MoNe w.xis CAUSES OF METROLINK DELAYS MARCH 2002 PRIMARY CAUSE OF TRAIN DELAYS GREATER THAN 5 MINUTES CAUSE: VEN AVL SNB Signals/Detectors 0 3 3 Slow Orders/MOW 0 10 0 Track/Switch 0 0 0 Dispatching 0 0 1 'Mechanical 1 1 7 Freight Train 1 0 6 ' Amtrak Train 0 1 0 Metrolink Meet/Turn 0 0 0 Vandalism 0 0 2 Passenger(s) 0 0 0 SCRRA Hold Policy 0 0 0 Other 2 5 0 BUR RIV OC INL/OC R/F/L 1 7 1 0 1 0 3 0 0 0 o 2 0 0 0 0 3 5 7 2 0 1 1 2 0 o 2 2 3 1 0 0 4 0 0 o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL 4 20 19 18 13 12 4 TOTAL 16 13 2 18 13 15 5 0 2 0 0 7 91 Saturday Saturday Sunday % of TOT SNB AVL SNB 18% 0 0 1 14%, 0 1 0 2% 0 0 0 20% 0 0 0 14% 2 1 1 1 16% 1 0 0 5% 0 0 0 0% 1 0 0 2%I 0 0 0 0% 0 1 0 0% 0 0 0 8% 0 0 0 100% 4 3 2 1 'CADS xls FREQUENCY OF TRAIN DELAYS BY DURATION LMINUTES LATE: NO DELAY 1 MIN • 5 MIN 6 MIN • 10 MIN 11 MIN • 20 MIN 21 MIN - 30 MIN GREATER THAN 30 MIN ANNULLED MARCH 2002 VEN AVL SNB BUR !UV OC IE/OC RIV/FUL 408 374 540 204 217 356 226 59 8 68 71 3 16 31 14 1 0 7 4 0 5 7 5 2 3 8 8 1 9 2 6 1 0 1 5 0 4 1 1 0 1 4 2 0 0 3 0 1 0 0 0 2 1 0 1 0 TOTAL 2384 212 30 38 12 11 4 % of TOT, 88,7% 7,9% 1,1%' 1,4% 0,4% 0.4% 0,1% TOTAL TRAINS OPTD TRAINS DELAYED >0 min TRAINS DELAYED > 5 min 420 462 630 208 251 400 252 64 12 88 90 4 34 44 _ 26 5 4 20 19 1 _ 18 13 12 This summary excludes Saturday & Sunday Service. 4 2687 303 91 100% 11.3% 3,4% 13 0203FREQ,xIs irer•sfdiCounty rapurfnfhsu Cp mris5i n 1 - Standard Procedure 1A - RCTC Staff on Site 1B - Customer Assistance 1C - Ambassador on Site Total Daily Activity Report Metrolink Stations Generated from1/01/2002 to 3/31/2002 Riverside Pedley La Sierra W. Corona Total 6 4 3 8 21 89 92 87 90 358 81 19 35 21 156 176 115 125 119 535 2 - Criminal Incidents 2A - Burglary / Theft / Vandalism 1 3 2 0 6 2B - Vagrants / Trespassing 9 3 1 1 14 2C - Suspicious Behavior 0 3 0 0 3 2E - Grafitti 0 0 1 0 1 3 - Crisis Situations 3A - Medical / Fire Emergencies 3B - Police Emergencies 4 - Maintenance / Repai 4A - Lights 4B - TVM / Validator Machine 4C - Elevator 4D - Other 5 - Miscellaneous Total 10 9 4 1 24 Total 2 0 0 0 1 1 1 0 4 3 1 1 0 3 1 4 13 22 10 12 12 3 2 6 6 47 56 45 48 21 56 17 196 Total 75 69 67 79 290 5A - Miscellaneous Activity 34 18 88 11 151 6 - Parked Overnight 6A - Parked Overnight 7 - Overflow Total 34 18 88 11 151 19 4 7 8 10 Total 19 4 7 8 10 7A - Veh. In Overflow 1 0 11 0 12 Total 1 0 11 0 12 8 - Parking Citations 8A - Parking Citations 170 0 3 8 181 9 - Empty Spaces 9A - Empty Spaces Total 170 0 3 8 181 70 0 0 0 70 Total 70 0 0 0 70 162 Thursday, April 11, 2002