PASSENGER RAIL PROGRAM DEVELOPMENT PEER SESSION______________________

CAPITOL CORRIDOR: A RECIPE FOR SUCCESS

2011 AASHTO SCORT Meeting David B. KutroskyCCJPA Managing DirectorMarch 15, 2011 Washington DC

OBJECTIVES

• Identify goals for service’s success• Commit to an efficient and effective

management• Secure partnerships with service users

and providers and funding agencies• Maintain control of service performance• Guide expansion via collaboration efforts

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BASELINE ASSUMPTIONS

• Conducted studies -- ridership markets are key- Schools/universities - Business

districts- Vacation destinations - State capitol

• Approved service plan; buy-in from Host RR• Capital/construction funds• Operating plan/financing support• Dedicated management team

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(1999-2011)Performance Improvements

Measure FY 1998/99 FY 2009/10 % change FY 2010/11 YTD

Ridership 463,000 1.60 million 244% improvement

+8.4%

Revenue $6.25M $24.37M 289% improvement

+10.9%

System Operating Ratio

30% 47% 56% improvement

49%

Service Level 8 daily trains 32 weekday trains(22 weekend trains)

300% improvement

Same

On-Time Performance

86% 93% Standard = 90%

96%

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• Capitol Corridor enters into an annual operating contract– Service/Schedule– Budget and payment provisions– Performance Standards; incentives + penalties

• Surveys (twice a year) to gauge customer satisfaction• Distinct State source of funds (diesel sales tax)

– Requires early budget planning process (at least 6 months) – Lock in budget; share risk; focus on improving customer service

• Review performance: bi-weekly calls; quarterly meetings• Make sure front line employees know what’s going on!

Amtrak Operating Agreement

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• Capitol Corridor amended out of national Amtrak-UP OTP agreement into a stand-alone 3-party contract– Ensure payment to RR for Capitol Corridor OTP– Eliminated penalties, “look-backs” of national OTP agreement– Each month “hit restart button”

• Same definition for “on-time” but bar raised to min 92%• Payments increased:

– by 50% if continued 92%-96%; – by 100% if continued 96+%

• Benefit of single RR owner who dispatches trains• Results: Best OTP in Amtrak; UP earning max incentive

Tri-Party On-Time Performance Agreement

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• Part of Construction/Maintenance Agreement – Continuously revised as funds are allocated– Funding above Amtrak incremental MoW payments

• Private-Public Partnership/shared funding1. Night-time surfacing gang assigned to route2. Spring-frog replacement (no more spot welding)

• Improved ride quality; no slow orders• Results: Retained ridership during down

economy; highest customer satisfaction

Supplemental Capitalized Maintenance

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What’s Planned for the next 10 years…

• Build upon the achievements in the prior 10 years• Acquire additional rolling stock:

– to add cars on existing trains– for service expansions

• Increase frequencies to San Jose/Placer County• Using technology to

– Improve operating efficiencies– Enhance customer service/safety

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(2010-2019)Ridership Projections

118% increase over 10 years

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(2010-2019)Train Miles Projections

Annual Train Miles Projections

1,000,0001,100,0001,200,0001,300,0001,400,0001,500,0001,600,0001,700,0001,800,0001,900,0002,000,000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

44% increase over 10 years

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Customer and Safety Enhancements

• Service advisory alerts via texting, e-mail (Aug 2010)• Wireless Internet for riders, operations (Oct 2011)• E-Ticketing with print-at-home ability (Nov 2011)• Business Class with new trainsets (June 2013)• Security cameras at unstaffed stations (Sept. 2011)• Cameras on locomotives/cab cars (in conjunction

with new trainsets) (June 2013)• Implementation of Positive Train Control (Dec. 2015)

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Opportunities Challenges • Federal partner• Industry hungry• Overall public support• Industry/peer assistance• Tool to

• offset rising gas prices• reduce GHG emissions• offer viable alternative to

air/highway travel

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• New federal fund source

• Long term political support

• Getting grants obligated efficiently

• Limited experience in project delivery

• Host RR buy-in

Closing Questions• Prudent manager of

allocated funds– Efficient management

of operation– Expedite delivery of

projects• Support and grow

partnerships– Customers (advocates)– Service providers– Funding agencies

• Success begets success

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• Formula-based program for existing HSIPR corridors?

• FRA “Lessons Learned” for awarded applications?

• Guidebook for new starts operations?

CCJPA Structure

ManagingDirector

Planning &Projects

Engineering MechanicalMarketing &

CommunicationsTransportation Administration

Call Center & Customer Comments

(BART)

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