capi tol co rri do r...thecapitolcorridor ® isanintercity passengerrailroutethatprovidesa...
Post on 10-Jul-2020
1 Views
Preview:
TRANSCRIPT
CAPITOLCORRIDOR
2007 Performance Report
Contents1 Letter from Executive Management
2 Welcome Aboard: Capitol CorridorOverview
8 Where We’ve Been: FY 2007Performance
13 Where We’re Going: FY 2008 Planning
14 Itinerary: 2008 Legislative Agenda
To the Governor, Legislature, Local Elected Officials, and Taxpayers of California:
We are pleased to give you an update on the plans and progress of the Capitol CorridorJoint Powers Authority (CCJPA) as stewards of the publicly-funded Capitol Corridor trainservice. Since assuming management of the Capitol Corridor nine years ago, the CCJPA hasconsistently improved the quality, frequency, efficiency, and financial performance of theservice. In 2007, the Capitol Corridor continued to set records for ridership (up 14%) andrevenue growth (up 24%), demonstrating the increasing popularity of riding the train.
The completion of several large capital improvement projects last year enabled the CapitolCorridor to achieve a significant service expansion in August 2006. That investment in theservice paid off in 2007 with gains in ridership and revenue. However, State budget limitationsand the reassignment of traditional financial resources for future capital funds will make itdifficult to proceed with the construction projects needed to maintain quality, improvereliability, and expand beyondthe 32-train service plan. Theinfusion of Proposition 1B fundsmeets only immediate capitalneeds; having reached themaximum service capacity withthe funding available, we arefocused on securing a consistentand steady flow of capital fundsto meet our near-term and long-term capital needs.
Public demand for safe and convenient transportation options continues to rise, as evidencedby the passage of State ballot measures such as Proposition 1B. Furthermore, awarenessof global warming and environmental issues is at an all-time high. Traveling by train decreasesthe number of cars on the road, lessens the consumption of gasoline, and reduces emissionsof harmful pollutants and greenhouse gases. By investing in improvements to the CapitolCorridor train service, the State will satisfy voters’ demands for transportation alternatives anddemonstrate its commitment to reducing traffic congestion and its associated environmentalconsequences.
We remain grateful to all the stakeholders who have contributed to our success – the CCJPABoard, our six member agencies, our transportation partners, and our loyal riders – and welook forward to improving the Capitol Corridor service and increasing its value to the publicthat we serve.
1
Dorothy W. DuggerExecutive Director
Eugene K. SkoropowskiManaging Director
Letter FromExecutive Management
Performance NINE YEARS OF CCJPA MANAGEMENT
Ridership
1,450,069
463,000
Revenue
$19.45 million
$6.25 million
Revenueto CostRatio
48%
30%
213% 210%
ServiceLevel
32 daily trains
8 daily trains
FY 2007
(PRE-CCJPA)FY 1998
Nine YearImprovement 60%300%
The Capitol Corridor® is an intercitypassenger rail route that provides aconvenient choice for people travelingalong the congested I-80, I-680 and I-880freeways by operating safe, frequent, reliable,
and environmentally friendlytrain service to 16 stations in8 Northern California counties:Placer, Sacramento, Yolo,Solano, Contra Costa, Alameda,San Francisco, and Santa Clara.Today, it is the third busiestAmtrak-operated route inthe nation.
As manager of the CapitolCorridor service since October1998, the Capitol CorridorJoint Powers Authority (CCJPA)
has built a record of continuous growthand strong financial results. Over the pastnine years, ridership on the Capitol Corridorincreased 213%, revenue increased 210%,and the revenue-to-cost ratio improvedby 60%. In the same period, service levelsincreased from 8 to 32 daily train trips.Meanwhile, State subsidy allocation hasremained flat for six years. These trendsreflect the success of the Capitol Corridortrain system as a viable transportationalternative in the communities it serves.
Our Vision
The CCJPA’s priorities and guiding valuesare described in our Vision Statement.We exist to:• Provide high-quality passenger railand connecting bus service that is safe,frequent, reliable, and affordable
• Develop rail service as the preferredmeans of travel along the San Jose –Oakland/San Francisco – Sacramento –Auburn route
• Deliver cost-effective expansion ofsuperior passenger rail service
• Build on constructive relationships withour partners: riders, local communities,Amtrak, the Union Pacific Railroad(UPRR), and the State of California
Our History
On December 12, 1991, the State of CaliforniaDepartment of Transportation (Caltrans) andthe National Railroad Passenger Corporation(Amtrak) initiated the Capitol Corridorintercity train service with six daily trainsbetween San Jose and Sacramento. In 1996,legislation was enacted to establishthe Capitol Corridor Joint Powers Authority(CCJPA), a partnership among six localtransportation agencies to share in theadministration and management of theCapitol Corridor intercity train service. TheCCJPA is overseen by a Board of Directorscomprised of members from each of the sixagencies along the Capitol Corridor route.
In July 1998, an Interagency TransferAgreement (ITA) transferred the operationof the Capitol Corridor service to the CCJPAfor a three-year term. In July 2001, the ITAwas extended for another three-year termthrough June 2004. In September 2003,legislation was enacted that eliminated thesunset date in the ITA and established thecurrent, permanent governance structurefor the CCJPA.
2
Welcome Aboard:Capitol Corridor Overview
“I love thistrain. It's a
beautiful rideand very clean.
I appreciatethe low cost,and having a
real alternativeto driving.”
3
A Green ChoiceWith gas prices creeping higher, more travelers are taking the train as a lessexpensive alternative to driving. The savings can be significant. According tothe American Automobile Association (AAA), the average cost of driving acar is 44–62 cents per mile, not including tolls and parking. The averagecost of a full-fare Capitol Corridor ticket is about 21 cents per mile traveled,and can be as low as 11 cents per mile with a multi-ride ticket.
In addition to putting more “green” back into your wallet, riding theCapitol Corridor is also an environmentally friendly choice. This year CapitolCorridor trains kept 105 million vehicle miles traveled (VMTs) off the road,greatly reducing traffic congestion, the consumption of gasoline, andemissions of harmful pollutants and greenhouse gases. Each gallon ofgasoline burned produces 19 pounds of carbon dioxide, the primarygreenhouse gas that contributes to global warming. More and more travelersare opting to leave their cars at home to save money, avoid traffic, and dosomething positive for the environment at the same time.
Service Overview
In FY 2007, the Capitol Corridor providedintercity passenger trains between San Joseand Sacramento/Auburn with service to 16stations spanning the 170-mile rail corridor.
The Capitol Corridor route operates ontracks primarily owned and dispatched bythe UPRR and Caltrain. The CCJPA nowmanages the Capitol Corridor service throughan operating agreement with Amtrak. Trainsprovide direct connections to 19 local publictransit systems and five passenger rail or railtransit systems, including BART, VTA, ACE,Caltrain, and Amtrak’s national train network.To supplement the train service, dedicatedfeeder bus and local transit routes servecommunities south of San Jose (Santa Cruz,Monterey, Salinas, San Luis Obispo, SantaBarbara) and east of Sacramento (GrassValley, Truckee, Colfax, Reno, South LakeTahoe). Together, these transit systems servethe second-largest urban area in the WesternUnited States.
Administration & Management
The interregional partnership among the
CCJPA’s six member agencies is the first and
only one of its kind to manage an intercity
train service. The CCJPA Board of Directors
is supported by the CCJPA staff and the
staff of its member agencies, who work
collaboratively to develop the service’s
operating strategies, marketing programs,
and service planning activities. The CCJPA
establishes operating and management
policy on capital and operating funds, fares,
service levels, equipment maintenance,
schedules, marketing, and business planning
for the Capitol Corridor as part of the
State’s intercity rail program.
SAN FRANCISCO BAY AREA RAPID TRANSITDISTRICT (BART) MANAGEMENT CONTRACT
The enabling legislation calls for BART to
provide dedicated staff and administrative
management to the CCJPA (extended
4
AUBURN/CONHEIM
ROCKLIN
ROSEVILLE
SACRAMENTO
DAVIS
SUISUN/FAIRFIELD
MARTINEZ
RICHMOND/BART STATION
EMERYVILLE
OAKLAND/JACK LONDON SQUARE
HAYWARD
FREMONT/CENTERVILLE
SANTA CLARA/GREAT AMERICA
SAN JOSE DIRIDON/CALTRAIN STATION
89M
ILE
S4
5M
ILE
S• Depot building, Quik-Trak machines, limited free parking• Local transit connections
• Depot building, Quik-Trak machines, limited free parking• Local transit connections
• Station staffed by travel agency, Quik-Trak machineslimited parking
• Local transit connections
• Staffed station, Quik-Trak machines, limited paid parking• Motorcoaches to Redding, Reno and South Lake Tahoe• Local transit connections
• Staffed station, Quik-Trak machines, permit parking• Local transit connections
• Depot building, Quik-Trak machine, limited free parking• Local transit connections
• Staffed station, Quik-Trak machine, limited free parking• Motorcoaches to Vallejo, Napa and Santa Rosa• Local transit connections
• Intermodal station,Quik-Trak machines, limited parking• Local transit connections
• Staffed station, Quik-Trak machine, limited free parking• Motorcoach connection to San Francisco• Local transit connections
• Staffed station, Quik-Trak machine, limited paid parking• Local transit connections
• Platform only,Quik-Trak machine, limited free parking• Local transit connections
• Depot building, Quik-Trak machine, limited free parking• Local transit connections
• Platform only,Quik-Trak machines, limited free parking• Local transit connections and employer shuttles
• Staffed station, Quik-Trak machines, limited free parkingfor Capitol Corridor passengers
• Motorcoaches to Santa Cruz, Monterey andSanta Barbara
• Local transit connections
BERKELEY• Boarding area only, Quik-Trak machines• Local transit connections
36M
ILE
S
OAKLAND COLISEUM/BART STATION• Intermodal platform,Quik-Trak machine, limited parking• Local transit connections, access to Oakland InternationalAirport via AirBART shuttle
170
MIL
ES
through February 2010). BART’s management
responsibilities on behalf of the CCJPA include:
overseeing day-to-day train and motorcoach
scheduling and operations; reinvesting operating
efficiencies into service enhancements; overseeing
deployment and maintenance (by Amtrak) of
rolling stock for the Capitol Corridor and San
Joaquin routes; managing subcontracted feeder
bus routes; interfacing with Amtrak and the UPRR
on dispatching and railroad-related issues; and
coordinating with Caltrans, Amtrak, the UPRR, the
California Transportation Commission (CTC), and
local communities to develop and implement a
Capital Improvement Program.
OTHER PARTNERS
The Capitol Corridor service is developed with
input from our riders, private sector stakeholders
(such as Chambers of Commerce), and public
sector stakeholders (such as local transportation
agencies), along with the partners who help
deliver the service – Amtrak, the UPRR, Caltrans,
and the various agencies and communities that
are along the Capitol Corridor.
Finances
Each year the CCJPA receives funding from the
State of California Business, Transportation and
Housing Agency (BT&H) to cover operating costs
and marketing expenses. In turn, the CCJPA pays
Amtrak for the operation of the Capitol Corridor
service. The primary source of funding for capital
improvements is the State Transportation
Improvement Program (STIP), which allocates
funds every two years. Previous allocations from
the State’s Public Transportation Account and
the Traffic Congestion Relief Program provided
additional funding for track and station upgrades
which enabled the August 2006 service expansion
to occur. The CCJPA also receives local
transportation funds directly or via collaborative
track and station projects sponsored by local
communities.
The CCJPA is committed to maximizing cost
efficiencies in its operation of the service. By
continuing its fixed-price operating agreement with
Amtrak, the CCJPA is able to stabilize operating
costs and maximize revenue yield by reinvesting
cost savings and revenues above business plan
projections into service enhancements.
Annual Business Plan
Each year the CCJPA submits to the State a
Business Plan for the following two fiscal years
that specifies annual operating and marketing
strategies; performance standards and goals for
farebox ratio, ridership, and on-time performance;
capital improvement plans; and the funding request
to the State for the CCJPA’s annual operating,
marketing, and administrative costs for inclusion
in the State budget proposal to the Legislature.
5
Operating Budget (millions)
FY 06-07 32 $22.0 $20.2 $1.8
FY 07-08 32 $22.4 $21.1a $1.3
FY 06-07 $1.1 $1.1
FY 07-08 $1.1 $1.1
Marketing Budget (millions)
FiscalYear
ServiceLevels
AllocatedBudget
ActualCosts
Reinvested inImprovements
a. Projected.
Long-Term Objectives
To supplement the annual Business Plan,
the CCJPA Board developed a Vision Plan
(updated in April 2005) that includes a list of
long-term financial and service objectives to
guide our plans over the next 5 to 20 years:
• Provide hourly service daily, 5 a.m.–10 p.m.
• Achieve farebox recovery of 50%
• Reduce train cost per passenger mile to 20¢
• Reduce travel time by 12%
• Achieve on-time performance of 90% ormore
• Continuously improve customer satisfaction
Both Caltrans and Amtrak used these
objectives to develop their respective state or
national passenger rail plans that include the
Capitol Corridor.
Operations
TRAIN EQUIPMENT
The CCJPA is responsible for the
administration and maintenance supervision
of the State-owned fleet of rail cars and
locomotives assigned to Northern California.
Train equipment includes: the California
Locomotive – among the most modern,
quiet, and clean operating in the United
States; the California Café Car with space
for 49 passengers and on-board food service;
and the wheelchair accessible California
Coach Car with space for 88 passengers
and restrooms.
The California Car mechanical overhaul
program that began in 2005 has been
completed. Further upgrades will include
new upholstery, carpets, and curtains on the
entire fleet. Planned enhancements include
rebuilding the head-end power (HEP)
units on all locomotives, adding security
cameras, and testing new systems to
improve locomotive performance and meet
the latest emissions standards.With certain
trains now filled to capacity, the CCJPA is
working with Caltrans to procure additional
rail cars and locomotives to accommodate
more passengers. Since this may take a few
years, Caltrans has arranged for two
Superliner Coaches to be leased to help the
Capitol Corridor as a short-term solution,
with several more on the way.
MOTORCOACH EQUIPMENT
Through its contracted private motorcoach
operators, Amtrak provides feeder bus routes
that connect outlying communities to the
Capitol Corridor service. Each air-conditioned
motorcoach is equipped with a wheelchair
lift, restroom, and storage space for baggage
and bicycles.
Local Connections
The unique structure of the CCJPA enablescommunities served by the Capitol Corridorto participate in the development ofprograms to promote the use of the CapitolCorridor trains.
6
Surveys show that more than 20% of Capitol Corridorpassengers arrive at the station via bus, light rail or otherforms of transit. By coordinating transit connections withother services, the Capitol Corridor helps reduce the numberof vehicles contributing to traffic congestion and pollution.
• The Transit Transfer program allowspassengers to transfer free of charge tonearly all local transit lines that servethe stations, including Sacramento RT,Rio Vista Transit, E-Tran (Elk Grove Transit),Yolobus, Unitrans, County Connection,Santa Clara VTA, AC Transit, Fairfield-SuisunTransit, Benicia Breeze, and WestCAT.
• The CCJPA has negotiated reciprocalticketing agreements with Roseville Transitand Placer Commuter Express buses thatparallel the Capitol Corridor route betweenSacramento, Roseville, and Auburn.
• Passengers are entitled to a 20% discounton BART tickets purchased on board theCapitol Corridor trains to facilitate transfersto the Richmond and Oakland ColiseumIntermodal Stations.
• Partnerships with Gold Country Stage,Monterey-Salinas Transit, and Santa CruzMetro offer passengers more transportationchoices throughout Northern California.
Rail Safety
One of the CCJPA’s top priorities is to
promote rail safety awareness to the public
(especially schoolchildren) by partnering
with local agencies and communities to
provide effective education, outreach, and
enforcement. Trespassing and grade crossing
incidents have a severe impact on our service
performance and reliability. With the number
of these incidents on the rise, the CCJPA will
increase its coordination with Operation
Lifesaver, a voluntary effort by railroads, safety
experts, law enforcement officials, and public
agencies to participate in safety education
campaigns for the media and the public.
Ridership
The typical rider on the Capitol Corridor
takes the train as a convenient and enjoyable
alternative to driving. Riders take the train
both for business and leisure travel, with
destinations concentrated in the Sacramento
Valley, Sierra Nevada Foothills, San Francisco/
East Bay area, and San Jose/Silicon Valley
area. Roughly half of all riders use discounted
multi-ride tickets, an attractive option for
regular business travelers and those who
take the train two or three times a week.
Customer Feedback
The CCJPA takes pride in its customer-
focused service delivery. Our standards
are high and we encourage passengers to
provide input on our service performance.
The CCJPA receives customer feedback
through comment cards on the trains,
phone calls, letters, and email. We use this
feedback to identify and prioritize service
modifications, capital improvements, and
desired amenities in the Capitol Corridor
service. In an effort to provide more efficient
customer service to our passengers, the
CCJPA transferred call center functions
from Amtrak to BART in 2006.
7
RIDER PROFILE – REASON FOR USINGTHE CAPITOL CORRIDOR
WORK/BUSINESS60%
LEISURE30%
SCHOOL 6%
TICKET TYPES FY 2007
ONE-WAY/ROUNDTRIP48%
MONTHLY30%
10-RIDE22%
PERSONAL 4%
FY 2007 Service Plan Highlights
The CCJPAmaintained the service plan that
started in August 2006, with 32 weekday
trains between Sacramento and
Oakland/San Francisco; 14 daily
trains to San Jose; and 2 daily trains
east of Sacramento to Roseville,
Rocklin, and Auburn. Despite a
flat budget allocation, the CCJPA
once again raised the bar on
performance. Targeted marketing
and revenue management
programs contributed to another
solid year:
• Overall ridership grew 14%, continuing thetrend of ridership growth every year
• As a result of the August 2006 serviceexpansion to San Jose, average stationactivity between Oakland and San Jose hasincreased 27% over last year
• Many weekday morning and some eveningtrains are regularly filling to capacity,indicating a need for additional train cars toallow for continued ridership growth inthose time slots
• Operating ratio (farebox recovery)improved to 48%, approaching the 50%goal stated in our Vision Plan
• Gains in ridership contributed to recordrevenue, up 24% for the year
While ridership and revenue increasedsubstantially over the past year, the CapitolCorridor experienced a slight improvementin on-time performance. Primary reasons fortrain delays were due to service disruptions
caused by weather, train congestion, andconstruction work. Continued improvementin reliability will be a priority in FY 2008.
Capital Improvement Program (CIP)
The completion of several large capital
improvement projects in FY 2006 enabled
the Capitol Corridor to expand service in
August 2006. FY 2007 was about reaping
the rewards of those investments through
record high ridership and revenue.
However, State budget limitations and the
reassignment of traditional financial
resources for future capital funding will
make it difficult to proceed with the capital
improvement projects needed to expand
beyond the current 32-train service plan.
Only previously programmed projects have
been included in the CIP. The one bright
spot is that passage of Proposition 1B has
made funding available for limited service
improvement projects and several safety
and security projects included in the
CCJPA’s Safety and Security Plan.
STATION UPGRADES
• Quik-Trak ticket vending machines wereinstalled at all Capitol Corridor stations.
• The Richmond Intermodal Station buildingwas completed and incorporates a newtransit center that houses a passengerwaiting area and police substation.
8
Where We’ve Been:FY 2007 Performance
8
“I amcompletely
satisfiedby the
performanceof the Capitol
Corridor.”
75%
9
Ridership NINE YEARS OF CCJPA MANAGEMENT
FFY 97-98(PRE-CCJPA)
463,000
FFY 98-99 FFY 99-00 FFY 00-01 FFY 01-02 FFY02-03 FFY 03-04 FFY 04-05 FFY 05-06 FFY 06-07
544,000
768,000
1,073,000 1,080,000 1,139,100
1,260,249 1,273,632
1,450,0691,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
NINE YEAR IMPROVEMENT +213%
Revenue NINE YEARS OF CCJPA MANAGEMENT
FFY 97-98(PRE-CCJPA)
FFY 98-99 FFY 99-00 FFY 00-01 FFY 01-02 FFY02-03 FFY 03-04 FFY 04-05 FFY 05-06 FFY 06-07
$20M
$17.5M
$15M
$12.5M
$10M
$7.5M
$5M
ANNUAL REVENUE (IN MILLIONS OF DOLLARS)NINE YEAR IMPROVEMENT +210%
6.257.31
9.12
11.6912.20
12.7913.15
15.27 15.67
19.45
On-Time Performance NINE YEARS OF CCJPA MANAGEMENT
FFY 97-98(PRE-CCJPA)
FFY 98-99 FFY 99-00 FFY 00-01 FFY 01-02 FFY02-03 FFY 03-04 FFY 04-05 FFY 05-06 FFY 06-07
100%
95%
90%
85%
80%
75%
70%
80% 79%78%
84%
79%
85%
73%
Farebox Recovery NINE YEARS OF CCJPA MANAGEMENT
FFY 97-98(PRE-CCJPA)
FFY 98-99 FFY 99-00 FFY 00-01 FFY 01-02 FFY02-03 FFY 03-04 FFY 04-05 FFY 05-06 FFY 06-07
50%
40%
30%
20%
10%
30% 31%36%
40% 37% 38% 39%43%
46% 48%
1,165,300
NINE YEAR IMPROVEMENT +60%
A STEADY SOURCE OF CAPITAL FUNDS IS NEEDED TO IMPROVE RELIABILITYAND ON-TIME PERFORMANCE, WHICH WILL ENHANCE AND GROW RIDERSHIP.
90%
86%
Budget(millions) Status
Automated Ticket Validation Program: Introduce handheldcomputer units that automatically perform ticket validationand sales on Capitol Corridor trains. Conductors will be providedwith units on the Capitol Corridor trains as a pilot program inpartnership with Amtrak, Caltrans, and federal law enforcementagencies
Outdoor Ticket Vending Machines: Install ticket vendingmachines at all stations
On Board Security Cameras: Purchase and install Wi-Fienabled security cameras on all locomotives and cab cars in theNorthern California intercity passenger rail fleet
Capitalized Maintenance Program: Joint effort with UPRR toreplace ties, rails, and switches to improve reliability, maintaingood ride quality, and keep tracks in state of good repair
SUBTOTAL–PROJECTS UNDERWAY
$1.20 Design plans complete.Testing of first phasescheduled for Fall 2008
$0.52 Installation completedat all stations
$0.38 Installation to be phasedin during FY 2008
$2.00 Program started in 2007and will continue through2008
$4.10
Sacramento-Roseville Track Improvements: Add track andrelated infrastructure between Sacramento and UPRR’s RosevilleYard, for near-term expansion of Capitol Corridor trains toRoseville and Auburn
Bahia-Benicia Crossover Project: Install a universal crossoverin the Bahia-Benicia area to facilitate switching and increasecapacity
San Jose 4th Track Phase 1: Add 4th main line track betweenSanta Clara and San Jose to accommodate more Caltrain, ACE,and Capitol Corridor trains
Emeryville Phase 2 Station and Track Improvement Program:Complete track improvement project, which will allow forincreased capacity through the congested Emeryville Stationtrack area
Transit Security Improvements: Potential projects forFY 2008 include security cameras, wireless network, andupgrades to electronic real-time station message signs
SUBTOTAL–COMMITTED PROGRAMMING
TOTAL SECURED FUNDING
$7.28 Design plans under review
$7.50 Financed with Bay AreaRegional Measure 2 (RM-2)and State transportationfunds. Design planscomplete; construction tostart in early 2008
$20.00 Design plans 90%complete; construction tostart in 2008-09
$10.00 Programmed in 2010.Attempting to advanceproject since design plansare complete
$1.92 Programmed in FY2008with the enactment ofProp 1B (Transit SecurityAccount) funds as part of amulti-year $19.2M programfor the Capitol Corridor
$46.70
$50.80
Projects Completed/Underway
Budget(millions) StatusCommitted Programming
10
Wireless Networking
Throughout 2007, the CCJPA continued to
evaluate a variety of unique business models
that would ensure the wireless networking
program could provide sufficient bandwidth
to run important operational and
safety/security applications, in addition to
providing passengers with internet access.
During the evaluation process, the Union
Pacific Railroad – the CCJPA’s host railroad –
indicated that their radio spectrum policies
would restrict solutions based upon licensed
radio spectrum. The CCJPA is working
with industry leaders in this emerging field
to negotiate a fully functional system that
meets specifications using a radio solution
with a licensed spectrum holder. The CCJPA
anticipates that details of a joint development
project will emerge during 2008.
Marketing Program
The CCJPA combines grassroots local
marketing efforts and collaborative media
campaigns to build awareness of the Capitol
Corridor as a distinct brand in the Northern
California region. In FY 2007, marketing
efforts were primarily aimed at building
ridership amongst leisure travelers in
selected demographic and niche markets.
The CCJPA continued several ongoing
campaigns and repeated its most successful
promotional events. In addition, the CCJPA
introduced a new Capitol Corridor logo to
update the image of the service and enhance
brand recognition.
ADVERTISING AND JOINT CAMPAIGNS
The CCJPA, along with Amtrak and
Caltrans, continued the “Travel Made Simple”
campaign, emphasizing the convenience
of modern train travel. Radio and online ads
supported the campaign in three major
markets.
PROMOTIONAL EVENTS, PROGRAMS& PARTNERSHIPS
A variety of events and programs promotedawareness and ridership this year:
• Stitch ‘n Ride – This award-winningpromotion encourages ridership amongknitters attending the annual Stitches WestConvention in Santa Clara.
• Rider Appreciation Events – During thesequarterly events, passengers are treated tofood and beverage samples and prizedrawings from promotional partners, andare able to speak directly with CCJPA teammembers about the service.
• Oakland A’s – This ongoing promotionalpartnership includes radio spots and grouptravel discounts targeted at A’s fansheading to the Oakland Coliseum.
• Cal Football – Sacramento-area alumniand fans are encouraged to take the trainto Berkeley games. Stadium signage,videoboard spots, direct mail inserts, andradio spots during game broadcastssupport this promotion.
• Train Treks – This discount program istargeted at school and youth groups usingthe train for midday/mid-week travel.
Revenue Enhancement
Targeted marketing via the Train Treks
program and leisure-activity oriented
promotions on weekends, as well as the
addition of Quik-Trak ticket vending machines
at all Capitol Corridor stations, contributed
to a 24% increase in revenue in FY 2007.
11
12
Way to Grow!The Capitol Corridor has steadily increased service levels andsustained record ridership growth every year since it beganoperating in 1998. In less than a decade, we have quadrupledthe number of weekday trains between Sacramento andSan Jose, and more than tripled the volume of passengers weserve. Today, nearly 1.5 million travelers ride the CapitolCorridor trains each year.
Our growth accelerated with the August 2006 serviceexpansion, which increased train frequency and attractedthousands of new riders. This and previous expansions wereachieved with no additional operating funds from the State;instead, we have continuously improved our efficiency andreinvested cost savings into the service. We have alsocompleted a number of capital improvement projects toincrease capacity and reliability along the route, and areworking actively to ensure a steady flow of capital funding foradditional upgrades so we can continue to thrive and grow.
13
Where We’re Going:FY 2008 Planning
FY 2008 Service Plan Highlights
With limited new capital funds, the CCJPA will
focus on maintaining the 32-train service
plan and improving service performance and
reliability. Programs planned or underway
will allow for the following improvements in
FY 2008:
• Installation of the next phase of securityimprovements including onboard securitycameras on all locomotives and cab cars
• Implementation of on-board AutomatedTicket Validation (ATV) pilot program
• Upgrades to Passenger InformationDisplay Signs (PIDS)
• Initiation of first phases of wireless internetaccess in late 2008
• Installation of Bahia-Benicia crossoverto improve reliability and increase fluidityof passenger and freight trains
CAPITAL IMPROVEMENT PROGRAM
The CCJPA has developed a $3.95 billion
Capital Improvement Program (CIP) that
represents a long-term investment in capital
projects designed to support the ongoing
service improvement of the Capitol Corridor
and other partner agency corridors. The CIP
is primarily State funded with some local
funding support. In FY 2008, the future of
the CIP remains uncertain due to changes at
the State level regarding transportation
funding. Given this situation of limited State
funding, the CCJPA will work to build support
for Federal capital funding for California’s
intercity rail services.
MARKETING PROGRAM
Marketing efforts in FY 2008 will continue tobuild awareness of the Capitol Corridor asa distinct regional service, and drive ridershipto trains with available capacity. Key tacticswill include radio spots, media campaigns,and a strong online presence. Additionaltactics may include:
• Seasonal promotions supported byadvertising
• Public relations campaigns to maximizeawareness of the Capitol Corridor brandand service
• Enhancements to the Capitol Corridorwebsite and customer communications
• Outreach and loyalty programs such asRider Appreciation Events
• Coordination with Amtrak and Caltrans onselected events, promotions, and creativecampaigns
Longer-term marketingplans include thedevelopment of moretargeted promotionsand outreach via acustomer relationshipmanagement (CRM)program. Thedeployment of a CRMsolution will enablethe Capitol Corridor to strengthen itsrelationship with customers by learningabout passengers’ travel preferences,delivering more tailored promotions, andfollowing up on customer service issues.
“Fantastic service—the CapitolCorridor trainis the reasonI can work inSilicon Valley.”
14
The Capitol Corridor actively participates
in seeking legislative solutions to enhance
train service and transportation choices in
Northern California.
FY 2007 Accomplishments
• Feeder Buses – SB 684 (Cox): This billwas enacted in September 2007 andallows the general public to board theSacramento – Placerville – South LakeTahoe intercity rail feeder bus without aconnecting train ticket as long as there isno regular intercity bus service on thatroute provided by a private intercity buscompany. This change is effective January1, 2008 and creates an additional nichemarket for travel to and from the LakeTahoe area.
• Transportation Investment Fund –SB 717 (Perata): This bill extends thelegislative deadline on the Proposition42 (State gas sales tax receipts) transfersto the Transportation Investment Fund(TIF), which expires at the end of the2007-08 fiscal year. In addition, this bill asenacted now reduces funding to the Public
Transportation Account (PTA) by $85million per year. The PTA is currently theonly source of capital and operationalfunding for the CCJPA and the CapitolCorridor services.
FY 2008 Action Plan
• Secure future capital funding sufficient tomeet the CCJPA’s goal for expanded trainservice to San Jose and Roseville/Auburnand enhanced system safety and securityprojects to protect employees, passengers,and facilities
• Campaign for enactment of Federallegislation (such as S.294) that will establisha dedicated federal capital funding programfor intercity passenger rail systems
Itinerary: 2008Legislative Agenda
25 YearPlannedInvestment
Cost(millions)
IncreaseTrainCapacity
ImproveOn-TimePerformance
Serve More/DifferentDestinations
ImprovePassengerAmenities/Value
$300M � � �
$145M � � �
$299M � � �
$3,206M � � �
New/ImprovedStations
Amenities/Safety/SecurityImprovements
Track/SignalImprovements
AdditionalTrainsets
Capital Investment
15
Closing MessageThis annual report is designed to provide an
overview of the Capitol Corridor train service
and an update on our operational and
financial success in fiscal 2007.We are proud
that we have been able to steadily improve
our performance over the years without any
increase in funding. Our customer focus,
creative marketing programs, service
upgrades, and relentless pursuit of efficiency
have made effective use of the financial
resources available to us.
Continued investment will help the Capitol
Corridor expand service, improve reliability,
and sustain ridership growth for the years to
come. It will also pay environmental dividends
in the form of millions of vehicle miles
eliminated from Northern California highways
each year, helping to reduce traffic congestion,
air pollution, and greenhouse gas emissions.
While we are temporarily challenged to find
additional funding for new capital projects,
our overall mission remains unchanged – to
improve the quality of life in the communities
we serve by providing safe, frequent, reliable,
and affordable intercity train service. On behalf
of the CCJPA Board of Directors and our
member agencies and partners, thank you for
your ongoing support of the Capitol Corridor.
System Operating Efficiency (System Operating Ratio)
31% 36% 40% 35% 38% 39% 43% 46% 48% 49%$.35
$.30
$.25
$.20
$.15
NET TRAIN COST PER PASSENGER MILE YIELD (TOTAL REVENUE PER PASSENGER MILE)
While we are temporarilychallenged to find additionalfunding for new capitalprojects, our overall missionremains unchanged – toimprove the quality of lifein the communities we serveby providing safe, frequent,reliable, and affordableintercity train service.
FFY 98-99 FFY 99-00 FFY 00-01 FFY 01-02 FFY02-03 FFY 03-04 FFY 04-05 FFY 05-06 FFY 06-07 FFY 07-08(PROJECTED)
16
Placer County TransportationPlanning AgencyGina GarbolinoJim HolmesSherrie Blackmun (Alternate)
Sacramento RegionalTransit DistrictSteve CohnRoger DickinsonBonnie Pannell (Alternate)
San Francisco Bay AreaRapid Transit DistrictThomas BlalockJames FangBob FranklinJoel KellerGail MurrayLynette SweetZoyd Luce (Alternate)
Santa Clara ValleyTransportation AuthorityForrest Williams, ChairDean Chu
Solano Transportation AuthorityMary Ann Courville, Vice ChairJames P. SperingLen Augustine (Alternate)
Yolo CountyTransportation DistrictChristopher CabaldonSue GreenwaldMike McGowan (Alternate)
Executive OfficersDorothy W. Dugger, Executive DirectorThomas E. Margro, Executive Director (through June 2007)
Eugene K. Skoropowski, Managing DirectorKenneth A. Duron, SecretaryMatthew Burrows, General CounselScott Schroeder, Controller-Treasurer
IN PARTNERSHIP WITH:
Capitol Corridor Joint Powers AuthorityBoard of Directors FY 2007
300 LAKESIDE DRIVE, 14TH FLOOR EAST • OAKLAND, CA 94612PHONE: 877-9-RIDECC (877-974-3322) • FAX: 510-464-6901
WWW.CAPITOLCORRIDOR.ORG
2007 PERFORMANCE REPORT, ADOPTED NOVEMBER 2007 PRINTED ON RECYCLED PAPER
top related