# PASSENGER RAIL APPENDIX

# PASSENGER RAIL

**Overview and Description 1**  High Speed Rail 1
HSRT and the IOS 2


### The State of the Existing Passenger Rail System **3**
The Pacific Surfliner 3
Metrolink 4



### Projects In Development **6**

**The Constrained and Strategic Plans: Our Passenger Rail Vision 7**  Constrained and Strategic Plan Project Selection 7 Funding Rail Investment: Phased Implementation and the Blended Approach 1 4


### Strategies and Recommendations **1 6**  Speed and Service 1 6 Cooperative Agreements 1 6 Marketing and Fares 1 8


### The Strategic Plan: Our Ultimate Vision for High Speed Rail **1 9**  Strategic Plan Projects 1 9


### Greater Vision for our Commuter and Passenger Rail System **2 0** 
Metrolink Enhancements 2 0 Additional Passenger Rail Service 2 1

# Overview and Description

While the SCAG Region is served by a large and diverse transit system, including heavy rail, light rail, fixed route bus and demand response services, it is also served by a network of intercity passenger rail and commuter rail services. These services operate on the region’s rail network, often sharing facilities with freight rail. They operate at higher speeds and have less frequent station stops than traditional transit services, and are more likely to serve intercity and interregional trips.
Two operators offer rail services to passengers within our region: Amtrak and the Southern California Regional Rail Authority (Metrolink). Between the two services, Southern California has a passenger rail network serving five of the six counties in the SCAG region.
Within our region, intercity passenger rail service is operated by Amtrak, and is divided into two types of service: long distance and corridor. Four of Amtrak’s fifteen long dis

tance routes, the Coast Starlight, the Texas Eagle, the Southwest Chief, and the Sunset Limited, connect our region with destinations throughout the country. Of these services, the Coast Starlight and Southwest Chief offer daily service, and the other two offer ser

vice three days a week.
Amtrak provides much more frequent intercity passenger rail corridor service via the Pacific Surfliner. This 351 mile long service traverses the length of the Los Angeles-San Diego-San Luis Obispo (LOSSAN) rail corridor. Amtrak’s Pacific Surfliner is the second most used service in Amtrak’s national network, moving nearly 9 percent of the system’s total national ridership. Surfliner ridership is also growing over 8 percent a year recently. Administrative and management services for this corridor are currently provided by the Caltrans Division of Rail, and both Amtrak and Caltrans contribute operating revenues for the Surfliner.
Metrolink is currently the sole operator of commuter rail service in our region. Metrolink operates 512 route miles of service along seven routes in Ventura, Orange, Los Angeles, San Bernardino, Riverside and San Diego Counties. Metrolink passengers travel further than most other transit passengers, having an average trip length of 36.9 miles. In FY 2011, Metrolink reported providing 10,605,300 unlinked passenger trips. Five routes, the Ventura County Line, the Orange County Line, the Inland Empire-Orange County Line, and the SR-91 Line, share portions of the LOSSAN Corridor with the Pacific Surfliner. Other Metrolink routes include the Antelope Valley Line, the San Bernardino Line, and the Riverside Line. 

## High Speed Rail

Despite these services, fast and efficient interregional ground transportation remains an issue within our region. SCAG has historically sought to address these issues through the development of a High Speed Regional Transport (HSRT) system. Beginning in the 1990s, HSRT was seen as a way of providing high speed intraregional mobility in key transpor

tation corridors. This system was seen as a way to provide an alternative to congested commutes, to aid the regional goods movement system, and to help regionalize our avia

tion system.
As described in the 2001, 2004, and 2008 RTPs, an HSRT system would facilitate the development of a regional airport system and connect major activity and multi-modal transportation centers in Los Angeles, Riverside, San Bernardino and Orange Counties. In December 2002, SCAG’s Regional Council approved the focused study of a 56-mile Initial Operating Segment (IOS) of the HSRT system, connecting West Los Angeles with Ontario International Airport via Los Angeles Union Station (LAUS).



## TECHNICAL ANALYSES OF THE HSRT IOS
SCAG has produced multiple analyses of the HSRT serving the IOS Corridor since 1998. The first of these reports was “Southern California Intra Regional Maglev for the Next Millennium,” published in 1998. This was followed by the “California Maglev Deployment Program” in 2000, which contained a detailed project description and ridership projec

tions for the West L.A. to Inland Empire Corridor. The “SCAG Maglev Deployment Program Phases I and II” were published in 2003 and 2006, respectively. The report for Phase I included financial analyses, and explored the integration of the IOS with existing rail infrastructure. Phase II included detailed cost analysis, and preliminary engineering drawings and station designs. In 2007, SCAG released two more reports, the “West Los Angeles Multi-Modal Transfer Transit Site Survey” and the “HSRT Business Plan.” The West Los Angeles report analyzed potential station sites in West L.A., and the Business Plan investigated financial innovations for funding the HSRT system. In early 2009, SCAG released the “HSRT Alternatives Analysis” which presented refined ridership and financial forecasts, as well as analysis of a possible HSRT extension to LAX. Passenger Rail 

### 1

## HSRT and the IOS
Much of SCAG’s analysis of HSRT has focused on Maglev propulsion systems. Maglev is the name for an elevated monorail using advanced magnetic levitation technology to move people and goods at a very high speed (up to 310 mph). Maglev technology exists on test tracks in Europe, Japan, and the United States. Worldwide, the only high speed Maglev system in revenue service is the Shanghai Transrapid, a 19 mile system con

necting Shanghai Pudong International Airport with the Longyang Road Metro Station in Shanghai’s suburbs. A low speed Maglev system also operates in the Japanese city of Nagoya. Capital and operating costs remain fairly amorphous in the North American context. As these details became apparent, analysis of the HSRT IOS became mode neutral, and further study of the proposal evaluated both Maglev and conventional High Speed Rail.
In selecting the IOS, SCAG considered the RTP performance measures, stakeholder sup

port and environmental issues. Initial feasibility studies suggested that the HSRT system could be constructed and deployed through a public-private partnership structure admin

istered through a public agency or a Joint Powers Authority (JPA). In 2009, the Southern California Regional High Speed Transport Authority (SCRHSTA) began meeting in order to pursue strategies to deliver an HSRT IOS project. The Cities of Los Angeles, West Covina, and Ontario were the partners in this JPA. The JPA met several times in 2009, but has since been dormant.
SCAG’s technical analysis of the potential HSRT IOS evolved over the course of ten years. By the publication of the HSRT AA in 2009, consultant staff were using the most advanced analytical tools and more conservative assumptions. This led to lower per

formance projections than earlier studies, and methodological reasons for these differ

ences are discussed in the appendices to the HSRT AA. Further, the HSRT AA sought to compare the costs and benefits of both conventional and Maglev high speed transport systems, and of routes along I-10 or the Union Pacific Railroad right-of-way. The pro

posals examined included station assumptions in West L.A., L.A.Union Station, Ontario International Airport, and either West Covina or the City of Industry. **TABLE 1** 

### K ey Findings 2009 High Speed Regional Transportation Alternatives Analysis

**Technology 2035 Daily Ridership**  **Forecast Estimated Capital Cost**  **(in 2008 Dollars)** Conventional High Speed Rail Technology 11,290–12,470 $4.63 Billion–$4.41 Billion

Maglev Technology 11,670–12,800 $7.03 Billion–$7.82 Billion

Source: SCAG [2009] High Speed Regional Transportation System Alternatives Analysis

 Travel Time Variation: Travel time varied by about 12 percent among the four dif

ferent options. This variety is influenced by technology, alignment, and direction. Neither technology reaches its top design speed (311 mph for maglev and 220 mph for High Speed Rail).

 Capital Cost Estimates: Capital cost estimates range between $4.41 and $7.82 billion for the four options. Maglev options in this corridor appear to be about 60 percent to 70 percent more capital intensive. Maglev systems require much higher guide-beam costs, more intensive traction and power distribution investments, and higher vehicle acquisition costs.

 Operations Costs and Revenue Forecast: Forecast annual operational revenues vary between $52.6 million and $57 million. None of the four alternatives generates an operational surplus by the 2035 forecast year. Annual O&M costs were forecast to be between $73.4 and $81.2 million and projected annual operating deficits in that year range from $16.4 to $28.6 million. Maglev technologies have significantly higher propulsion costs—due to high electric consumption. HSR systems have sig

nificantly higher Maintenance of Equipment costs. Farebox recovery would be about 65 percent to 78 percent, which is fairly high for an intraregional transit system. By adjusting fares to a more distance-weighted regimen, the HSRT system would attract 28 percent more riders and 18 percent more revenues.
Given the projected operations loss, none of the proposed HSRT alternatives would likely generate revenues sufficient for bond financing. An economic analysis was performed using Monte Carlo Simulation, and found that in only 14 percent of scenarios would there be positive revenue; even assuming revenue maximizing fares only 38 percent of 

### 2 Passenger Railoperating scenarios would return positive revenue. It would be very difficult to attract private sector financing with these revenue projections. Moreover, it is important to note that in these forecasts technology has no impact on profitability while ridership, revenue, and operational performance are roughly similar across modes, and capital costs are 60–70 percent higher for MAGLEV

. While SCAG was analyzing the potential of a HSRT, the state had begun analyzing the potential of a statewide high speed rail system. In 1996, the state legislature authorized the formation of the California High-Speed Rail Authority (Authority). The Authority has spent the past fifteen years planning and designing a two-phase High-Speed Train (HST) system, intending to link Southern California and the Bay Area. In 2008, California voters approved Prop 1A, authorizing nearly $9 billion in bonds for system design and construc

tion. Phase I of the HST system will connect San Francisco with Anaheim, with several intermediate stops, and Phase II will add connections to Sacramento, Ontario, Riverside, and San Diego.
The evolution of the state HST system illustrated very large challenges to the HSRT system. The first is financial: the HSRT’s business model appears to be unprofitable, and there are no apparent programmed funds for project development or delivery. It seems that bond financing or private sector financing is also very unlikely for this proposal.
Secondly, the HSRT IOS would likely occupy a corridor that has also been analyzed by the Authority for Phase II of the California HST, specifically the Los Angeles to San Diego via the Inland Empire segment. The Authority has recently issued a preliminary Alternatives Analysis of this corridor, which included a comprehensive outreach process including monthly meetings with county transportation commissions and MPOs along the corridor, a series of technical working groups with local agency staff, one-on-one meetings with local agencies and jurisdictions, and several series of public meetings. The Authority is currently seeking Prop 1A planning funds to continue technical and outreach work in pursuit of an EIR/EIS.
This competing project is also part a state wide transport system, and ridership numbers would benefit from access to Riverside, San Diego, the Central Valley and the Bay Area. Further, given these longer distances, the fare structure is drastically different than for the HSRT, with much higher maximum ticket prices. These fares give the project a much higher likelihood of profitability, and thus private sector finance. The state HST system will provide an additional long distance transport option in the state of California, offering an alternative to air and auto travel for Californians. Total cost for Phase I is estimated at $98.5 billion in year of expenditure dollars. This figure does not include Phase II, and the state has secured only $12.6 billion in funds for the project to date. The Authority, in partnership with the Federal Railroad Administration (FRA), has chosen to begin construction in the San Joaquin Valley, using federal High-Speed and Intercity Passenger Rail funds.
Three segments of the project are being developed in the SCAG Region: Los Angeles to Anaheim, Los Angeles to Palmdale, and Los Angeles to San Diego via the Inland Empire. All three segments have produced Alternatives Analysis documents, and are proceeding in various stages of the environmental review process. The Authority’s Draft 2012 Business Plan was recently released and has introduced a new construction and implementation approach called the “Blended Approach,” that recognizes the funding and implementation realities that have changed dramatically since passage of the bond. A major component of this approach is to connect to, and invest in, existing rail services in the state until the entire HST system is built. 

# The State of the Existing Passenger Rail System

The Pacific Surfliner

Passenger rail service has been operated in the Los Angeles to San Diego corridor since1938. This service, dubbed the San Diegan, was initially operated by the AtchinsonTopeka and Santa Fe Railroad. In 1971, when domestic passenger rail services were nationalized, Amtrak assumed operation of the San Diegan service, In 1992, Metrolink commuter rail service was added to the corridor as a result of new state revenues from the passage of 1990’s Proposition 116. In 2000, the San Diegan was renamed the Pacific Surfliner, and service was extended north to San Luis Obispo.
In order to coordinate planning activities along the corridor, stakeholders formed the Los Angeles-San Diego-San Luis Obispo Rail Corridor Agency (LOSSAN). LOSSAN is a JPA which seeks to address issues of safety, revenue, productivity and reliability along the LOSSAN corridor. Its membership consists of the San Luis Obispo Council of Governments (SLOCOG), the Santa Barbara Association of Governments (SBCAG), the Ventura County Transportation Commission (VCTC), the Los Angeles County Metropolitan Passenger Rail 

### 3Transportation Authority (Metro), the Orange County Transportation Authority (OCTA), the San Diego Association of Governments (SANDAG), the North County Transit District (NCTD), the San Diego Metropolitan Transit System (MTS) and the California Department of Transportation’s Division of Rail (Caltrans DOR). SCAG, the California High- Speed Rail Authority, and the Riverside County Transportation Commission (RCTC) are all ex officio members of this JPA.
Members of this group have been meeting to coordinate planning activities for the cor

ridor since the 1980s. Over this time period, the LOSSAN partners have attracted nearly $1.2 billion in state and federal funds for the corridor, while also investing nearly a half billion in local funds. As a result of this activity, the Pacific Surfliner has seen significant ridership growth. Between April 2000 and 2011, annual ridership is up 77 percent.
This growth is challenged by two issues, however. The first is On-Time Performance (OTP), which remains a major challenge in the LOSSAN corridor. Due to a combination of congestion and underbuilt infrastructure, any minor delay can lead to a train losing its slot, thereby causing cascading delays throughout the network. In April 2011, OTP for the Pacific Surfliner was 81.2 percent. According to Amtrak’s monthly performance report for May 2011, the Surfliner was delayed a total of 20,302 minutes during the course of the month. Of this total, 4,131 minutes of delay were imposed by Amtrak due to passen

ger hold orders, engine failures, or crew-related delays. An additional 13,587 minutes of delay were imposed by the seven host railroads, including freight train interference, slow orders, and passenger train interference.
Second, operating and maintenance costs also remain a challenge to the Pacific Surfliner service. As per Section 209 of the Passenger Rail Investment and Improvement Act of 2008, Amtrak medium distance corridor services funded by both state and federal rev

enue streams will lose federal revenues by October of 2013. The FRA is currently working with the states to promulgate operating cost allocation standards by which to make this transition and to recognize in these standards previous capital investments by states such as California. The Pacific Surfliner is one of 11 state supported Intercity Passenger Rail Corridors that will be affected by Section 209, but the only one in California.
The Pacific Surfliner operates 22 trains a day carrying over 8,000 passengers. The Pacific Surfliner carried 2.8 million passengers in FY 2011, a 6.6 percent increase over FY 2010. This continues a ten-year trend of year over year ridership increases. Revenues are also growing. In May of 2011, total fare revenues were $4,791,891, compared with $2,643,578 in May 2003. This is a growth of 81 percent for the Surfliner. However, farebox recovery for FY2010 was 50.7 percent. Of the $47 million operating subsidy for the Surfliner, roughly $28 million was contributed by Caltrans DOR, and roughly $16 mil

lion by Amtrak. While 50.7 percent would be an outstanding farebox recovery ratio for an urban mass transit service, the Pacific Surfliner is an intercity transportation mode, with a different fare structure and additional revenue streams such as business class and a dining car. Moving forward, it is important to find strategies to garner increased farebox recovery for the Pacific Surfliner.


## Metrolink

Metrolink operates with a very different business model. Metrolink was formed in 1991, when five local county transportation commissions, Metro, OCTA, VCTC, RCTC and SANBAG, formed a JPA with the intent of addressing congestion on regionally signifi

cant highway corridors. This agency, the Southern California Regional Rail Authority (Metrolink) began providing commuter rail service in the fall of 1992.
Commuter rail service is defined by the National Transit Database as a transit mode that is an electric or diesel propelled railway for urban passenger train service consisting of local short distance travel operating between a central city and adjacent suburbs. Service must be operated on a regular basis by or under contract with a transit operator for the purpose of transporting passengers within urbanized areas (UZAs), or between UZAs and outlying areas.
Such rail service, using either locomotive hauled or self-propelled railroad passenger cars, is generally characterized by:

 Multi-trip tickets

 Specific station-to-station fares

 Railroad employment practices

 Minimal stations in the central business district

It does not include:

 Heavy rail rapid transit

 Light rail / streetcar transit service 

### 4 Passenger RailCommuter rail station stops tend to be much closer together than those of intercity pas

senger rail. Also, smaller portions of the total route alignment tend to be out of urban

ized statistical areas, and a much higher proportion of passengers are daily riders. Peak ridership occurs on weekdays, whereas intercity rail operators often have weekend peak ridership. Commuter rail often fuses urban transit business models with railroad style operations. As such, farebox recovery ratios tend to be lower, though operations costs tend to be similar.
Metrolink operates 163 trains on seven lines carrying roughly 42,000 passengers on weekdays. Metrolink carried 10.6 million passengers in FY 2011, a 1.6 percent decrease from FY2010. Ridership has generally increased year over year but was negatively impacted by the recession. Metrolink has made strong progress in improving its farebox recovery ratio. Nearly 44 percent of Metrolink’s FY2011 $173.3 million operating budget was funded with fare revenues. This compares with a 37 percent ratio in FY2002. During the last year, Metrolink implemented operational policies that saved $10 million in costs, increased revenue by $6 million, and reduced fuel consumption by 840,000 gallons. It also is in the process of accepting its new passenger car fleet designed with special new safety features. **FIGURE 1** 

### P acific Surfliner and Metrolink Ridership 2000–2011

0 2 4 6 8 10 12 14

1 2 3 4 5 6 7 8 9 10 11 12Millions

Pacific Surfliner Metrolink Source: Amtrak and Metrolink Ridership Reports

Compared to commuter rail operators in other metropolitan regions with populations of over five million, Metrolink is a strong fiscal performer. In 2008, Metrolink’s average cost per passenger mile was 19 percent lower than the national median, and cost per trip was only 2 percent higher than the national median. The national median farebox recovery for operators in large metropolitan regions was 48 percent, which Metrolink outperformed by 2 percent. However, Metrolink’s cost per service hour was 30 percent higher than the national median.
Average speeds for the Pacific Surfliner and Metrolink are 46 mph and 40 mph respec

tively. The average speeds vary by line and while top speeds are 79 mph, the number of stops and capacity and geographic constraints result in these average speeds which are lower than one would think. These facts demonstrate the need to fund capital proj

ects in order to speed up the service and make these services more attractive to the SOV commuter. Passenger Rail 

### 5The extent of the total commuter rail network is another area where Southern California is highly competitive. Our region boasts 4.32 commuter rail route miles per 100,000 residents, which is 2.71 times the median for large metropolitan regions. However, in 2008 residents of the SCAG region took only 0.7 per capita trips on the commuter rail system, well below the national median of 0.82. Chicagoans, by contrast, took 8.28 trips per capita, on a network that provides 11.8 route miles for every 100,000 residents. Residents of Baltimore took 34 percent more commuter rail trips per capita on a network similar to that of the SCAG region. Thus, our commuter rail system has the potential and capacity to be used much more intensely. 

# Projects In Development

Metrolink’s short term capital investment priorities include improvements for capac

ity, access, and safety. The Metrolink Service Expansion Program (MSEP), sponsored by OCTA and Metrolink, will deliver increased Metrolink service between Fullerton and Laguna Niguel/Mission Viejo. This program was approved by OCTA’s board of direc

tors in 2005, but the Great Recession and subsequent anemic economic growth has slowed implementation. In order to facilitate increased commuter train volumes, OCTA and Metrolink have begun building station and capacity improvements along the Orange County Line. This $91 million program of improvements includes a turn back facility at Laguna Niguel/Mission Viejo Station, new track at Fullerton station, a new Metrolink station in Placentia, a new parking structure in Fullerton, and new passenger amenities including shade structures and ticket vending machines. Also in Orange County, an $85 million investment program is also being pursued via the Orange County Grade Crossing Safety Improvement (OCX) program. This program will provide grade crossing safety enhancements at 31 grade crossings in the cities of Orange, Anaheim, Tustin, San Juan Capistrano, Dana Point, San Clemente and Irvine. Additional safety improvements are also being made along the Burlington Northern Santa Fe (BNSF) main line as part of the Orange County Bridges program. Currently, BNSF oper

ates up to 70 freight trains a day along its mainline, and expects to run up to 130 a day by 2030. To reduce delay and improve safety, OCTA is constructing seven grade separations in the cities of Fullerton, Placentia, and Anaheim. The City of Irvine is also engaging in a $55.9 million effort to grade separate Sand Canyon Avenue. As with all grade separation projects, this new underpass will improve both safety and traffic flow. Metrolink is also pursuing safety and capacity enhancements in Los Angeles County. The Glendale Corridor Grade Crossing Safety Improvements program will enable Metrolink to meet the latest grade crossing and safety standards by installing automatic vehicle exit gates, pedestrian gates, roadway widenings, new sidewalks and handrails, and advance traffic signal pre-emption at six grade crossings in the city of Glendale. Additionally, Metrolink is engaged in a program of improvements to install tunnel lighting and intrusion detection systems in six L.A. County train tunnels, mostly along the Antelope Valley and Ventura County Lines. Metrolink’s final major capital priority is the reconstruction of L.A. Union Station’s Platform 7. This $8.5 million project will restore tracks 13, 14, and 15 into service after 35 years of non-passenger use, and improve communications systems and install new lighting and message boards.
Additional projects in Los Angeles County that are priorities for Metro include the ongoing Antelope Valley Line Infrastructure Improvement Strategic Plan study, the Control Point (CP) Raymern to CP Bernson Double Track, and the Van Nuys Station second platform.
In Riverside County, the largest near term capital priority is the Perris Valley Line (PVL). The PVL is a 24 mile extension of Metrolink’s 91 Line, and will connect residents of the cities of Riverside, Moreno Valley, and Perris with jobs and services in Orange and Los Angeles Counties. This service will connect to the BNSF mainline near the City of Riverside, and use the San Jacinto Branch line paralleling I-215 to reach South Perris. Four new stations will include Riverside Hunter Park, Moreno Valley March Field Station, Downtown Perris Station, and South Perris Station. This project represents the first addi

tion of new track miles to the Metrolink system since the 1990s.
San Bernardino County is also expanding its rail network. The Downtown San Bernardino Passenger Rail Project is a one mile extension of Metrolink service into Downtown San Bernardino. Upon projected completion in 2014, commuter rail service will terminate at the future site of the San Bernardino Transit Center at E Street and Rialto Avenue. This will allow greatly increased regional transit access to downtown San Bernardino, an important center for governance, commerce, and services in the San Bernardino Valley. Metrolink passengers will also be able to connect to the sBX E Street BRT service at this location. SANBAG is also investigating potential transit connections to the city Redlands via the Redlands Subdivision. 

### 6 Passenger Rail

# The Constrained and Strategic Plans: Our Passenger Rail Vision

Constrained and Strategic Plan Project Selection
In June 2011, the Regional Council approved the formation of the High-Speed Rail (HSR) Subcommittee. The purpose of the subcommittee was to help guide staff in defining and formulating high-speed rail strategies for the RTP’s Constrained and Strategic Plans due to the significant number of projects in the planning phase.
Since several HSR projects are in the planning phases, with varying degrees of funding, costing, and operational specifics, the Regional Council formed the HSR subcommittee to evaluate all of the projects in depth, so as to make informed project inclusion decisions for the Constrained and Strategic Plans. Due to their different levels of development, it was difficult to rate and compare the projects on a direct basis, and in some cases projects directly compete with one another. Therefore, staff developed an evaluation approach using various criteria to determine which projects in the planning phases are most viable, beneficial to our region, and offer the greatest chances of being implemented sooner rather than later.
The decision-making approach used to make a final recommendation of HSR projects to include in the RTP had three steps. The first step narrowed down the proposed HSR projects to a set of projects that were qualified for the Strategic Plan. The second step narrowed down the projects further to those to be included in the Constrained Plan. This required higher levels of details relative to costs, funding, ridership potential, community and stakeholder support and other measures. The final step evaluated how the proposed HSR system worked together with the rest of the planned transportation system using SCAG’s travel demand model.
The criteria that staff used to formulate the preferred HSR alternative included: reason

ableness of available funding, level and amount of costing details, current project status, level of stakeholder and public support, stakeholder consensus of project’s alignment and operational characteristics, degree of regional connectivity, ridership potential and com

muter rail potential.

**TABLE 2** 

### Hi gh Speed Rail Matrix

**Project Project**  **Description Project Readiness**  **Project Consensus**  **Stakeholder Support**  **Regional Con**

  ** nectivity** **Ridership Potential**  **Cost Funding**  **Business Plan Commuter**  **Rail Potential Staff Recom** 

**** **mendation**

California High-Speed Rail Phase One San Francisco to L.A. Union Station with additional alignment south to Anaheim. Top speed 220 mph. Alternatives Analysis completed. Some stake

holders have
concerns with project finances. Moderate, especially among cities with stations. Very good. Connecting and adjacent transit services must be prop

erly adjusted to provide appropriate feeder role. Very good. Should attract significant inter-city and also current auto and airline trips. $98.5 billion Only par

tially funded. Some of those funds will be used to provide shared benefits improve

ments to LOSSAN and Metrolink. New draft business plan out in early November for public com

ment. Not good. High-Speed rail fares will be too expensive for commuters without local subsidies. Include in Constrained Plan. Passenger Rail 

### 7**Project Project**  **Description Project Readiness**  **Project Consensus**  **Stakeholder Support**  **Regional Con**

  ** nectivity** **Ridership Potential**  **Cost Funding**  **Business Plan Commuter**  **Rail Potential Staff Recom** 

**** **mendation**

California High-Speed Rail Phase Two Merced to Sac

ramento and L.A. Union Station to San Diego via the Inland Empire. In Alternatives Analysis. Moderate,
some concerns of negative impacts in San Gabriel Valley and Inland Empire along alternative alignments. Moder

ate, some concerns of negative im

pacts in San Gabriel Valley and Inland Empire along alternative alignments. Very good. Connecting and adjacent transit services must be prop

erly adjusted to provide appropriate feeder role. Very good. Should attract significant inter-city and also current auto and airline trips. Not esti

mated. Currently not funded. New draft business plan out in early November for public com

ment. Not good. High Speed rail fares will be too expensive for commuters without local subsidies. Include in Strategic Plan.

Desert Xpress Las Vegas to Vic

torville with no in

termediate stops, generally along I-15 corridor. Phase 2 would connect Victorville with Palmdale. Top speed of 150 MPH using Tier III compliant electric multiple unit trains. Project specific EIS is complete and fed

eral interstate operating licenses were issued in 2011: FRA Record of De

cision (ROD). STB issued Certificate of Public Con

venience and Necessity authorizing DesertXpress as an interstate railroad. BLM ROD; FHWA ROD; executed a ROW lease agreement with BLM High - agree

ments in place with the State of California, and Surface Transportation Board. Support from cities in Antelope and Victor Valleys, San Bernardino County, LA County, and in Nevada. Eventual Phase II Connection to Palm

dale could provide for a connection to Metrolink and ultimately to California High- Speed Rail Very good. Should attract a significant amount of current auto and airline trips along this corridor. $6.5 billion Federal loan or privately funded. Ridership and revenue report completed for loan applica

tion but not yet available. This service is not expected to attract com

muter trips, though DXE staff believe phase II might attract some commuters.. Include in Strategic Plan.

California/ NevadaSuperSpeed Train Maglev project from Las Vegas to Anaheim with intermediate stops in Primm, Bar

stow, Victorville and Ontario. Top speed 300 mph. Program EIS begun in 2004 has not been completed. Low. Project not moving forward and is a compet

ing project to Desert Xpress which is further along in project delivery process. Low. Project not moving forward and is a compet

ing project to Desert Xpress which is further along in project de

livery process. Would be good if project was built. Would be good if project was built. $12.1 billion $45 million federal earmark for environmen

tal work. Potential funding from TIFIA and private bond

ing. 2007 Financial Plan submitted to FRA. Moderate. This service would attract some commuter trips between Vic

torville, Ontario and Anaheim. Include in Strategic Plan. 

### 8 Passenger Rail**Project Project**  **Description Project Readiness**  **Project Consensus**  **Stakeholder Support**  **Regional Con**

  ** nectivity** **Ridership Potential**  **Cost Funding**  **Business Plan Commuter**  **Rail Potential Staff Recom** 

**** **mendation**

California/ NevadaSuperSpeed Train Anaheim to Ontario IOS Initial operat

ing segment, or stand-alone project of CNSSTP from Ontario Air

port to Anaheim. Top speed 220 mph. Program EIS begun in 2004 has not been completed. Good, but lower outside of corridor and operator not identified. Good, but maglev technol

ogy does not have broad stakeholder support and consensus in our region. Very good. Connecting and adjacent transit services must be prop

erly adjusted to provide appropriate feeder role. Good. Will provide excellent con

nection from under-utilized Ontario airport to Anaheim Resort area. $2.77 billion $45 million federal earmark for environmen

tal work. Potential funding from TIFIA and private bond

ing. 2003 Financial Plan submit

ted to FRA and updated in 2011 with Implementa

tion Plan. Moderate. This service would attract some commuter trips between Ontario and Anaheim. Include in Strategic Plan.

Orangeline – Northern Segment Speed and service improvements from Santa Clarita to L.A. Union Sta

tion via Bob Hope Airport. In Metrolink Antelope Val

ley and Bob Hope Airport Ground Access studies. Good with corridor stakeholders. Operational characteristics not yet vetted. Duplicates CAHSRA align

ment. OLDA members strongly sup

port concept. Still need to work with some corridor stakeholders. Good. Provides multi-modal connections along align

ment. Can be integrated to serve as feeder to CA HSR, Metrolink and Amtrak. Includes new station at Bob Hope Airport. Very good. Provides direct connection to Bob Hope Bur

bank Airport and downtown L.A. No up

dated costs avail

able. Not funded. Some station area planning completed. Project re

quires further definition. Very good. This service would attract commuter trips. Include in Strategic Plan.

Amtrak LOSSAN Corridor Improve

ments Speed and service improvements to Pacific Surfliner corridor in SCAG region. Top speeds up to 110 mph in some segments. Improvements ready to go with funding. Very high Very high Very good. Connecting and adjacent transit services must be prop

erly adjusted to provide appropriate feeder role. Very good. Should attract significant intercity and also current auto trips. Cost

ing for
some identi

fied proj

ects is esti

mated. Funding will be committed by CAHSRA MOU – up to $1 billion. 2010 LOS

SAN Cor

ridor Strategic Assessment. Ridership forecasting in progress for 2030. Very good. This service already attracts com

muter trips. Include in Constrained Plan. Passenger Rail 

### 9**Project Project**  **Description Project Readiness**  **Project Consensus**  **Stakeholder Support**  **Regional Con**

  ** nectivity** **Ridership Potential**  **Cost Funding**  **Business Plan Commuter**  **Rail Potential Staff Recom** 

**** **mendation**

IOS HSRT proposed in the 2008 RTP by SCAG IOS West L.A. to Ontario Airport with four ad

ditional possible segments. Tech

nology neutral. In conceptual stage. Moderate, with stronger support in the Inland Empire. Operator not identified. JPA has not met in over a year. Moderate, with some support in the Inland Empire. IOS redundant to CA HSR Phase 2 from L.A. Union Station to San Bernardino. IOS redundant to CA HSR Phase 2 from L.A. Union Station to San Bernardino. $7.8 billion (2007 esti

mate) Not funded. Planning assumptions questionable. 2007 Business Case Study Good. This service would attract com

muter trips. Do not include in 2012 RTP.

Metrolink Improve

ments All current Metro

link corridors, with current emphasis on the Antelope Valley Corridor. Top speeds up to 110 mph in some segments. Improvements being studied. Very high. Very high. Very good. Connecting and adjacent transit services must be prop

erly adjusted to provide appropriate feeder role. Metrolink and the CAHSR will complement one another. Very good. Should attract significant inter-city and also current auto trips. Cost

ing for
some identi

fied proj

ects is esti

mated. Funding will be committed by CAHSRA MOU - up to $1 billion. 2007 Strategic Assessment. Update in progress. Excellent. This service already attracts many commuter trips. Include in Constrained Plan. 

### 10 Passenger RailThe projects selected for inclusion in the Constrained Plan are detailed below: 

## California High-Speed Rail Phase I
Phase I is from San Francisco to Anaheim via L.A. Union Station, and in our region from the Kern County line to Anaheim via L.A. Union Station with stops in Palmdale, Sylmar, Burbank, L.A. Union Station, Norwalk and Anaheim. This inclusion in to the Constrained Plan is conditional upon the California High-Speed Rail Authority (Authority) entering in to a MOU with Southern California transportation agencies to invest $1 billion in HSR fund

ing to the LOSSAN and Metrolink corridors over the next few years.


### AMTRAK LOSSAN CORRIDOR AND METROLINK SYSTEM
There has been strong stakeholder support in our region to pursue significant improve

ments to the LOSSAN corridor and Metrolink system that would enable operation of HSR services at least on some segments that would meet the FRA criteria for HSR (110 mph or above). Amtrak, Metrolink and the LOSSAN Rail Corridor Agency are continuously working towards speed and service improvements. These stakeholders are in the process of identifying and planning corridor projects with estimated costs through the LOSSAN Corridorwide Strategic Implementation Plan, which will identify programs and policies to better coordinate all rail services in the corridor and aim to increase ridership and develop new markets. The plan is expected to be completed in early 2012. This, coupled with the California High Speed Rail Authority’s new blended approach for HSR implementation has resulted in consensus among our Region’s stakeholders, the Regional Council and the Authority that $1 billion in HSR funding be allocated to the LOSSAN and Metrolink corri

dors over the next few years. Currently, a MOU is being developed between the Authority, SCAG, Metrolink, Metro, OCTA, RCTC, SANBAG and SANDAG to prescribe how these funds will be allocated.
This is the most viable way to expedite HSR operation in our region and also to connect to the CA HST Phase I that will begin construction in the Central Valley next year. This new approach in our region is reflected nationwide since much of the federal HSR appropria

tion awards have funded existing Amtrak intercity rail corridors. Passenger Rail 

### 11

### 12

**EXHIBIT 1** 

### C onstrained Plan HSR Map

### 13

**EXHIBIT 2** 

### C ommuter Rail**TABLE 3** 

### T ransit Ridership

**SCAG Region Annual Transit Ridership**
**2001 2005**  **2008 2035 Plan** 
Metro Rail 61,802,000 74,243,000 86,707,000 150,000,000 Commuter Rail 7,398,000 10,693,000 12,681,000 25,000,000
Bus 548,728,000 609,795,000 622,286,000 806,000,000 **Total 617,928,000**  **694,731,000 721,674,000**  **981,000,000**

Source: National Transit Database (NTD) for past years and SCAG model estimates for 2035 based on the 2012 RTP/SCS



## Funding Rail Investment: Phased Implementation and the Blended Approach

The Authority’s Draft 2012 Business plan outlines new capital cost estimates and new strategies to secure necessary revenues. The new estimate of $98.5 Billion (in year of expenditure dollars) will require new state, federal, and public private partnership (P3) revenues to ensure Phase I completion by 2034. The Authority’s new strategy to secure funds and deliver incremental projects between now and 2034 involves a strategy of phased implementation and blended operations.
As part of this strategy, the state’s HST program will proceed in two simultaneous paths: the critical path of major corridor delivery, and a coterminous path of early investments that provide early benefits to existing rail operators and passengers. These early invest

ments will delvier more efficient and safer passenger rail service for current services, while eventually linking our region to the state system. As noted on page 2-3 of the draft 2012 business plan:
“It is important to note that, although improvements to local and regional rail systems are intended to improve or facilitate connections to the High Speed Train System, they do not need to be implemented sequentially. As with the stages of the HST system, these improvements, such as grade crossing eliminations and additional tracks, have indepen

dent utility that will benefit riders prior to connection to the high speed system. Where possible, they should move ahead independently and as quickly as feasible.” The new critical path outlined by the Authority includes a vision of risk mitigation through incremental project delivery. As each phase of the critical path is delivered, the California High Speed Rail Authority’s governing board comes to a decision point:

a. Should the program move forward? b. What is the appropriate next phase/segment?
The draft business plan envisions this strategy as delivering incremental benefits while allowing the state to opt out of the project if cost or schedule overruns become too bur

densome. The plan also lays out the following critical path and concurrent activities: 

### 14 Passenger Rail**TABLE 4** 

### P hased Critical Path Sections, California High-Speed Rail Program

**Section** 

### Length **Endpoints Description**  **Incremental Cost in 2010 Billions**  **Completion Year**

Initial Construction Section (ICS) 130 Fresno – Bakersfield Provides track and structures to support sys

tem spin; allows vehicle testing. $5.2 2018

IOS Options (North/ South) 290/300 Bakersfield to San Jose/ Merced to San Fernando Valley Supports 220 mph HSR service; includes trains and systems. Ridership and revenues sufficient to attract private participation. Connects with regional/local rail for blended operation. $19.4 to $26.4/$21.0 to $25.8 2022

Bay to Basin 410 San Jose and Merced to the San Fernando Valley First HSR service to connect the San Francisco Bay area with the Los Angeles Basin. $14.2 to $17.3 2027

Phase I Blended (Noncritical path) 520 San Francisco to Los Angeles/Anaheim Builds on Bay to Basin with blended opera

tions with existing commuter/intercity rail, and additional improvements for a one-seat ride, connecting downtown San Francisco and Los Angeles/Anaheim. Caltrain corridor electri

fied for HSR, and new dedicated lines into Los Angeles and Anaheim. $14.1 to $18.0 2026–2034

Full Phase I 520 San Francisco to Los Angeles/Anaheim Continues dedicated highspeed alignment in full from San Jose to San Francisco and into Los Angeles/Anaheim. $8.2 to $10.5 2034

The Authority estimates that the Initial Construction Segment (ICS) will be complete in 2018; this will lead to a decision point:

a. Should the program move forward? b. Should the next step be to extend south, or extend north?
The business plan identifies two possible Initial Operating Segments (IOS). The first is a northward connection of the ICS into San Jose. This project is estimated to cost between $19.4 and $26.4 billion, and is estimated to generate between $207 and $368 million in net operating surplus by 2025. This option is named the IOS-North.
The second, IOS-South, would build the system south from Bakersfield, extending HST service into the San Fernando Valley. The estimated capital cost of this extension south would be $21.0 to $25.8 billion. The Authority estimates that the IOS – South would gen

erate between $352 and $582 in annual net operating surplus by 2025.
The step on the critical path after the IOS is the “Bay to Basin” phase. In this phase, the authority will deliver the IOS section that was not selected to move forward in the previ

ous section. Two key decisions will have to be made at this step:

a. Should the program move forward? b. Is the operating surplus significant enough to attract P3 investment?
The net operating surpluses discussed above are crucial to this step. The business plan views the IOS stage as demonstrating the revenue generating potential of the total system, and the first point in the program where there is significant potential to attract Passenger Rail 

### 15private sector funding. As such, a careful analysis of ridership and revenue forecasts it crucial to the IOS selection process.
Concurrent to the critical path activities are the Phase I Blended projects. These improve

ments will consist of incremental projects that deliver benefits to existing railroads and lay the foundation for eventual high speed service. Many core projects in this phase will begin in 2026, but early actions on the LOSSAN Corridor and the Metrolink system will occur before then.
Before the full build out of Phase I of the HST program in 2034, the business plan envi

sions a partial “sharing [of] existing commuter rail infrastructure” resulting in a “oneseat-ride from end-to-end.” By upgrading existing Caltrain, Metrolink, or Amtrak rights of way or infrastructure, high speed trains can travel onward to San Francisco or Los Angeles at lower speeds. Eventually, upgrades to existing infrastructure will allow up to 125 mph service.
In the SCAG Region, this plan will be complicated by drive issues. While the Authority’s HSTs will be electric drive, and powered by direct-overhead contact lines (often called catenaries), Amtrak and Metrolink currently operate diesel-electric locomotives, as do UP and BNSF. Moving forward, the region will have to reconcile the use of electric and diesel-electric locomotives in the same corridor; and resolve whether these two types of locomotives can share facilities. Blended operations may not be possible until these conflicts are resolved.
The final critical step of the program is the full build out of Phase I between downtown San Francisco, Los Angeles, and Anaheim. Final steps will include electrifying rail infra

structure and sealing corridors here in Southern California, and tunneling from 4th and King to the Transbay terminal in San Francisco.
The blended Phase I step is particularly important to the vision for passenger rail in the SCAG Region presented here. The 2012 RTP contains strategies to accelerate and imple

ment Phase I blended investments, allowing the existing Amtrak Pacific Surfliner and Metrolink system to operate at top speeds over 110 mph in the near term. Funds from Proposition 1A and other Authority revenue streams can be leveraged to allow high speed travel years before the 2034 completion of the HST program. The MOU between the Authority and local rail stakeholders discussed above will set a funding mechanism for moving funds for initial investments from the state to local agencies. 

# Strategies and Recommendations

There are several strategies to increase rail ridership in our region. It is important to note that there are three distinct rail markets: commuter, intercity, and interregional. The first served by Metrolink, the second by Amtrak, and the third will be served by the state HST service. However, the three carriers can be attractive to the rail travel markets different from their own. Rail strategies include:

 Increasing speed

 Increasing service levels

 Cooperative fare agreements and media

 Cooperative marketing efforts


## Speed and Service
The LOSSAN partners and Metrolink are in the process of planning and implementing capital projects to improve capacity, speed, and service, bringing at least some seg

ments of their networks up to the federally defined high speed of 110 mph or greater. This includes a strategic implementation plan for 2030 that is estimating ridership and addi

tional service using a coordinated schedule among Metrolink, Amtrak and NCTD’s Coaster commuter rail service. This effort is also looking at extending some Metrolink trips to San Diego and some Coaster trips to L.A. Union Station. As speeds improve, these services will become more competitive with SOV travel and thus ridership will continue to grow. Further, their schedules should be adjusted once the state HST project is implemented so that all rail services complement and feed each other. These local efforts will now be greatly increased and speeded up due to the new funding partnership with the Authority.


## Cooperative Agreements
The LOSSAN Rail Corridor Agency Joint Powers Board consists of the Ventura County Transportation Commission (VCTC), the Orange County Transportation Authority (OCTA), the North County Transit District (NCTD), the San Diego Association of Governments (SANDAG), San Diego’s Metropolitan Transit System (MTS), the San Luis Obispo Council of Governments (SLOCOG), the Santa Barbara County Association of Governments (SBCAG), the Los Angeles County Metropolitan Transportation Authority (Metro), and the California Department of Transportation, Division of Rail (DOR), and coordinates 

### 16 Passenger Rail

### 17

**EXHIBIT 3** 

### S trategic Plan HSR Mapservice and investment planning along the corridor. SCAG, the California High-Speed RailAuthority, Amtrak, and the Riverside County Transportation Commission (RCTC) are exofficio members of the Joint Powers Board.
Amtrak’s Pacific Surfliner is the designated intercity passenger rail service in the corridor, and Caltrans DOR provides administration and management for the Surfliner. Both Amtrak and the DOR currently provide operating subsidies for the Pacific Surfliner. Other rail operations in the corridor include NCTD and Metrolink commuter rail service, and freight service by Union Pacific and Burlington Northern Santa Fe.
The LOSSAN Corridor Strategic Assessment, outlining a long-term, shared vision for enhancing passenger rail service between San Diego, Los Angeles, and San Luis Obispo through 2025, was completed in January 2010. This vision includes express services, faster travel times, and increased coordination between operators.
At the direction of the LOSSAN Board, the LOSSAN member agency CEOs group exam

ined changes to LOSSAN’s governance structure that would enhance LOSSAN’s ability to implement the Strategic Assessment vision, especially in light of upcoming changes to federal operating subsidies per the Passenger Rail Investment and Improvement Act of 2008. The LOSSAN CEOs proposed a new joint powers structure wherein the LOSSAN Rail Corridor Agency would have direct control of Amtrak operations, similar to Northern California’s Capital Corridor JPA. The LOSSAN Board has reiterated that initial governance changes should focus only on the state-supported intercity rail service and not modifica

tions to the Metrolink or NCTD COASTER governance structures.
The benefits of local management of passenger rail service in the LOSSAN corridor include:

 More efficient resource allocation related to service expansion, frequencies, and schedules;

 A unified voice at the state and federal levels when advocating on passenger rail issues, including funding for capital improvements;

 Consolidated services such as fares, ticketing, marketing, and passenger informa

tion systems;

 Coordinated capital improvement prioritization; and  More focused oversight of on-time performance, schedule integration, mechanical issues, and customer service.
It is expected that this new JPA will be formalized over the next year.


## Marketing and Fares
Cooperative fare agreements and media also offer opportunities for increasing rail ridership and attracting new riders. For example, the Rail-to-Rail pass allows Metrolink monthly-pass riders who have origin and destination points along the LOSSAN corridor to ride Amtrak. Agreements like this one could be expanded once the CA HST project is built.
Metrolink has recently been pursuing innovative marketing, ticket pricing and operations strategies to increase ridership and reduce costs. In May 2011, Metrolink started express service demonstration programs on its San Bernardino and Antelope Valley Lines. This service shaves a large amount of travel time off the conventional trips. By skipping most stops, travel time is reduced 33 percent to just one hour on the San Bernardino Line, and 25 percent to an hour and a half on the Antelope Valley Line. Metrolink has also started specific trains for both Dodgers’ and Angels’ games, and other special events.
Amtrak also initiated an express trip in February 2011. It shaves 17 minutes off the north

bound trip (currently, there is no southbound express). The provision of more express trips in the future should attract new transit riders.Metrolink also started some progressive new fares this year, including the $10.00 allweekend pass. From 7:00 p.m. Friday to 12:00 p.m. Sunday, riders can take multiple trips anywhere on the Metrolink system. Monthly pass holders can also take unlimited trips on the weekend regardless of their pass’ origin/destination pair. 

### 18 Passenger Rail

# The Strategic Plan: Our Ultimate Vision for High Speed Rail

Our ultimate vision for a true HST system that would link major urban areas and activ

ity centers within our region and beyond would be incomplete without Phase II of the proposed state HST system. Phase II would link Los Angeles Union station to San Diego via the Inland Empire in our region. The project is being planned in segments all in differ

ent degrees of project readiness. This corridor is approximately 160 miles long, stretch

ing from Union Station in downtown Los Angeles through San Bernardino and Riverside Counties, and terminating in San Diego County. With 20.8 million residents, these four counties make up approximately 56 percent of the state’s current population and will grow significantly by 2050.
Phase II of the state HST system, by adding connections to the Inland Empire and San Diego County, completes the backbone of a true regional High-Speed Transport system. The LOSSAN, Metrolink system, and state HST Phase I investments will provide high speed travel alternatives in Northern Los Angeles County, the San Fernando Valley, the Gateway Cities, and Orange County; Phase II will extend those alternatives to the San Gabriel Valley and the Inland Empire. Upon completion, Phase II will provide important access to planned and existing regional centers, including Ontario International Airport, the March Inland Port, and possibly San Bernardino International and Corona airports, helping to meet SCAG’s long-term goal of regionalizing air travel in Southern California. Furthermore, Phase II may one day be the basis for further high speed rail extensions into Nevada or Arizona. Another possibility for service to Nevada exists with Phase II of the Desert Xpress Project. That service may eventually operate between Palmdale and Las Vegas, allowing Metrolink or CA HST passengers an option.
The state HST system will provide excellent regional connectivity to our region by con

necting with a robust network of intercity and commuter rail, subway and light-rail, and fixed-route transit systems. Integrated planning and service levels of these connecting services will allow them and the state HST to feed and complement each other. While commuter, intercity and interregional rail services are distinct travel markets, the proper coordination of their schedules will further increase the region’s rail and transit ridership by attracting crossover passengers to these different markets. It will also significantly relieve capacity constraints of the existing air and highway transportation system as increases in intercity travel demand in California occur. By attracting a large number of trips from current auto and air travel markets, a significant decrease in GHG emissions will be achieved in our region. In addition, the state HST system will provide a much cheaper alternative to building additional airport and highway capacity to serve intrastate aviation routes and auto trips. 

## Strategic Plan Projects

CALIFORNIA HIGH-SPEED RAIL PHASE II
Phase II is from Madera to Sacramento and in our region from L.A. Union Station to San Diego through the San Gabriel Valley and Inland Empire. Phase II is in the Supplemental Alternatives Analysis phase and includes some alternative alignments in our region: either I-10 or SR 60 through the San Gabriel Valley, and either I-15 or I-215 from the Inland Empire to the San Diego County line. There is currently no funding for Phase II.



## DESERTXPRESS

The Desert Xpress would connect Las Vegas to Victorville using steel wheel on steel rail technology. There are no intermediate stops. The project has completed the environmen

tal process and the FRA issued a record of decision (ROD) on July 8, 2011. DesertXpress Enterprises has applied to the FRA’s Railroad Rehabilitation Improvement Financing (RRIF) program for a loan to start and complete construction of the project. In addition to the RRIF loan, private debt and equity will be included in the project financing. Phase Two of this project would connect Victorville to Palmdale, thereby providing a connection with the CA HST system and the Metrolink Antelope Valley Line. Phase Two was not included in DesertXpress’ environmental process, nor is it part of their FRA loan application. Passenger Rail 

### 19The DesertXpress EIS has received the following Federal approvals:

 July 8, 2011: Federal Railroad Administration Record of Decision (ROD)

 October 26, 2011: Surface Transportation Board issued Certificate of Public Convenience and Necessity.

 October 31, 2011: Bureau of Land Management ROD

 November 18, 2011: Federal Highway Administration ROD

 December 7, 2011: DesertXpress executed a lease agreement with BLM for the alignment and facilities located on federal land.

 Application for a federal loan under the FRA Railroad Rehabilitation and Improvement Financing program currently under review by US Department of Transportation.



## CALIFORNIA/NEVADA SUPER-SPEED TRAIN
The California/Nevada Super-Speed Train (CNSST) project would connect Las Vegas to Anaheim using maglev with intermediate stops in Primm, Barstow, Victorville, and Ontario. A Programmatic EIR/EIS was initiated in 2004 but has not been completed to date, and $45 million of federal funding has been earmarked for the environmental review. Plans call for building the first 40-mile segment either from Las Vegas to Primm or Anaheim to Ontario. To date, no funds for construction have been identified.



## CALIFORNIA/NEVADA SUPER-SPEED TRAIN ANAHEIM TO ONTARIO INITIAL OPERATING SEGMENT
This is a maglev project which is part of the larger Las Vegas to Anaheim project. This southernmost segment from Anaheim to Ontario is being considered as the initial operating segment of the larger project due to its strong ridership potential and regional connectivity, and its ability to operate as a stand-alone project. A $45 million planning project for this segment is also included in the Constrained Plan.



## ORANGELINE NORTHERN SEGMENT
The northern segment of the Orangeline is between Los Angeles Union Station (LAUS) and Santa Clarita. The Orangeline Development Authority (OLDA) is a joint powers author

ity formed to pursue development of a higher speed, environmentally friendly, technology neutral transit system from Cerritos to Santa Clarita. The southern section from LAUS to Cerritos is along the West Santa Ana Branch PE ROW that is partially funded by Measure R.
A series of improvements in the corridor are being evaluated including the previously mentioned high-speed rail memorandum of understanding (MOU) effort, the Antelope Valley Line Infrastructure Improvement Plan, and the on-going Bob Hope Airport Ground Access Study. This interagency MOU includes a list of priority projects including a proposed new Metrolink station at the Bob Hope Airport. Therefore, the OLDA Northern Corridor will benefit from a set of investments during the life of the plan that will improve safety, efficiency, capacity, speed and connectivity. This supports OLDA’s intermediate vision of more frequent service and increased hours of operation within the corridor.


# Greater Vision for our Commuter and Passenger Rail System

Metrolink Enhancements

Metrolink provides our region’s commuter rail service operating 163 trips on seven lines carrying 42,000 passengers on weekdays. With the investments proposed within the Constrained Plan in Chapter 2, we expect to achieve more than double the ridership by 2035. But, we believe, the Metrolink system has even greater untapped potential for our region.
Our region boasts 4.32 commuter rail route miles per 100,000 residents, which is over 2.5 times the median for large metropolitan regions. However, in 2008, residents of the SCAG region took only 0.7 per capita trips on the commuter rail system, well below the national median of 0.82. Chicagoans, by contrast, took 8.28 trips per capita, on a net

work that provides 11.8 route miles for every 100,000 residents. Residents of Baltimore took 34 percent more commuter rail trips per capita on a network similar to that of the SCAG region.
The average speed for Metrolink is about 40 mph today. The average speeds vary by line and while top speeds are 79 mph, the number of stops and physical capacity and geographic constraints result in this average system speed which is lower than one would 

### 20 Passenger Railthink. This shows the need to fund capital projects in order to speed up the service and make Metrolink more attractive to the SOV commuter.
The recent release of the Authority’s draft 2011 Business Plan puts off the arrival of the state HST system in our region to 2033, and greatly escalates the official project cost. This confirms long-standing stakeholder concerns of the project’s implementation time

line and viability, and therefore confirms the need to spend HSR dollars on our region’s current rail services. In fact, the new Business Plan calls for “blended” rail services whereby incremental operating segments of the state HST system will connect with exist

ing rail services until the entire project gets built.
Our Strategic Plan vision for Metrolink speed and service improvements calls for an intensive investment in capital projects to further increase speed and service levels over and above the Constrained Plan. The Strategic Plan results in even more segments of the network operating at speeds of 110 mph or greater. These projects include additional double tracking, sidings, station improvements, grade separations, and grade crossings. Not only will this benefit commuter rail trips in our region, but will benefit Amtrak intercity and the state HST interregional trips also as the three systems feed and complement each other. While these are three distinct travel markets, improving all three networks encour

ages cross-over rail travel market trips.
In addition to capital improvements, our strategic vision calls for:

 A doubling of system use by 2020, and possibly doubling again by 2035. The con

strained plan increases ridership by 338 percent from 2001 to 2035.

 Considerably more express trips

 Regular special event services

 A connection to Ontario International airport

 The implementation of new BRT services that directly connect with the Metrolink system

 A robust growth of TOD around Metrolink stations

 The implementation of first mile/last mile policies for robust bicycle and pedestrian improvements around Metrolink stations. 

## Additional Passenger Rail Service
An additional Strategic Plan passenger rail element implements daily passenger rail service between downtown Los Angeles and the Coachella Valley. Stops would include L.A. Union Station, Fullerton, Riverside, Redlands/Loma Linda, Beaumont/Banning, Palm Springs, Rancho Mirage and Indio. Service would be operated by Amtrak with ideally at least two if not three daily round trips.
Currently, rail service between downtown L.A. and the Coachella Valley is only provided three days a week with an unattractive schedule as part of Amtrak’s interstate services. Union Pacific Railroad owns this rail corridor east of Colton and is opposed to implement

ing additional passenger service without large capital improvements. However, Amtrak retains the right to operate passenger service on freight-owned railroads and there is a process in place to resolve freight opposition, although Amtrak and other partners such as Caltrans DOR and RCTC may be required to fund capital projects to mitigate potential financial damages to Union Pacific. A 2010 RCTC study estimates $75 million in station costs, $40 million in equipment costs, and $11.4 million in yearly operating costs to start this service. These figures do not include any capital costs required to mitigate service disruptions incurred by Union Pacific. Passenger Rail 

### 21818 West 7th Street, 12th Floor Los Angeles, CA 90017 Phone: (213) 236-1800 Fax: (213) 236-1825 www.scag.ca.gov

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