proposal to serve as managing agency in the los angeles ... · Arthur T. Leahy. Chief Executive...

proposal to serve as managing agency in the los angeles - san diego - san luis obispo (lossan) corridor

MEMBER AGENCIES

> Los Angeles County Metropolitan Transportation Authority

> North San Diego County Transit District

> Orange County Transportation Authority

> Riverside County Transportation Commission

> San Diego Association of Governments

> San Diego Metropolitan Transit System

> San Luis Obispo Council of Governments

> Santa Barbara County Association of Governments

> Ventura County Transportation Commission

EX-OFFICIO MEMBERS

> Amtrak

> California Department of Transportation

> California High-Speed Rail Authority

> Southern California Association of Governments

ADDITIONAL TECHNICAL ADVISORY COMMITTEE MEMBERS

> Burlington Northern Santa Fe Railway

> California Public Utilities Commission

> Southern California Regional Rail Authority

> Union Pacific Railroad

LOSSAN Member Agencies

Arthur T. LeahyChief Executive O;cer213.922.6888 Tel213.922.7447 Fax

metro.net

One Gateway PlazaLos Angeles, CA 90012-2952

June 14, 2013

The Honorable Fred Strong

Chair, LOSSAN Rail Corridor Agency

City of Paso Robles

1000 Spring Street

Paso Robles, CA 93446

SUBJECT: Proposal for Managing Agency to Oversee State Supported Intercity Passenger Rail Service in the Los Angeles – San Diego – San Luis Obispo (LOSSAN) Rail Corridor

Dear Mr. Strong:

With the transfer of responsibility for management of the LOSSAN Corridor to the LOSSAN Joint Powers Authority (JPA), the Board will become nationally significant as the oversight agency of the second busiest passenger rail corridor in the nation. This is an important step in achieving the Board’s vision for synergy and enhanced service.

The Los Angeles County Metropolitan Transportation Authority (Metro) is pleased to provide this Proposal to become the Managing Agency to oversee State supported intercity passenger rail service in the Los Angeles – San Diego – San Luis Obispo (LOSSAN) Rail Corridor.

Since the formation of the LOSSAN JPA and the creation of Metrolink commuter rail services, Metro has worked actively with the transportation agencies along the Corridor, as well as throughout the state, to foster the cooperative development and integration of passenger rail services in the region. As the owner, operator, maintenance entity, builder, and planner of transit, commuter rail, bus services, and highways in Los Angeles County, Metro has the full range of technical and administrative expertise to assume the duties of Managing Agency to support the LOSSAN Board. Furthermore, Metro’s demonstrated record of success in delivering major initiatives – enabled by innovative, effective marketing campaigns and consensus-building community outreach efforts – will provide value in achieving the Board’s vision.

Metro is pleased to offer Don Sepulveda as Managing Director of the LOSSAN Service. Don’s understanding of the issues in the Corridor, the transportation challenges facing the Member Agencies, and the needs of the passengers, provides the LOSSAN Board with a strong champion to achieve their vision. Don has spent his career developing transportation projects that serve many of the counties along the Corridor. He has been a leader in efforts to integrate the statewide passenger rail system and implement advance investment in the corridors for high speed rail service. In addition, his involvement with the Federal Railroad Administration, California Public Utilities Commission, Caltrans Division of Rail, California High Speed Rail Authority, Business Transportation and Housing, as well as the freight railroads provides an added dimension that will facilitate the effective and efficient transition to local management. His dedication to establishing synergy in the Corridor and his strong advocacy with these agencies provides the LOSSAN Board with a Managing Director that will ensure comprehensive LOSSAN management and implement programs that benefit all Member Agencies.

Under direction of the LOSSAN Board, Don will ensure that Metro provides the support necessary to develop capacity improvement projects, increased service, skip-stop services, improved schedule coordination, better fare integration, and expansion to additional markets and service areas. In addition, with their strong relationships in Washington and Sacramento, Don and Metro will coordinate efforts of the LOSSAN Member Agencies to secure the funding required to realize these opportunities. The combination of the LOSSAN Board and Don Sepulveda provides the strong team that will achieve the vision shared by the Member Agencies of this important JPA.

The central location of historic Los Angeles Union Station as a regional transportation hub within the Corridor owned by Metro makes this the optimal location for the LOSSAN JPA, creating unique synergistic opportunities for greater overall coordination and integration of the various services along the Corridor. Locating the Managing Agency at Union Station will position the LOSSAN JPA at the same location as the offices of Metrolink, Amtrak, and the California High Speed Rail Authority. While we believe that Metro as the Managing Agency offers the greatest value and opportunity to the LOSSAN JPA, we will make headquarters space available in Union Station for whatever management is selected.

As Chief Executive Officer, I am committing Don Sepulveda and all of the resources of Metro to achieve the success of the LOSSAN JPA. As the Managing Agency, Metro will hit the ground running to achieve the objectives of the LOSSAN Board. We are excited about the opportunity to work with you to take the Pacific Surfliner service into the future, serving all of the communities along the LOSSAN Corridor.

If you have questions, please contact Don Sepulveda at 213-922-7491.

Sincerely,

Arthur T. Leahy

Chief Executive Officer

LOSSAN Proposal | Table of Contents

The Los Angeles - San Diego - San Luis Obispo (LOSSAN) Corridor .................. 1 Introduction .......................................................................................................1 Issues and Opportunities in the LOSSAN Corridor ......................................... 5

Multiple Corridor Rail Services ................................................................................ 5

Enhanced and Expanded Service Desires of the Member Agencies ..................... 5

Limitations on Rail System Capacity ....................................................................... 5

Complexity of Ownership ........................................................................................6

Funding Requirements under PRIIA ........................................................................6

State Funding Required for Operations ..................................................................6

Agency Capabilities ................................................................................................9 Metro’s Unique Qualifications to be Managing Agency ..................................9

A Multipurpose, Multimodal Agency ......................................................................9

Administrative and Technical Support to LOSSAN JPA ....................................... 10

Culture of Safety .................................................................................................... 10

Focus on the Customer .......................................................................................... 11

Highlight: SoCal 511 ................................................................................................. 11

Legal Expertise to Guide Drafting and Negotiations .............................................12

State and Federal Government Relations ..............................................................12

Prior Experience with Member Agency Structures ...............................................12

Working Relationships with Rail Related Agencies .........................................13

Approach to Tasks ................................................................................................15 Administrative Service Agreement (Task 1) .....................................................15 Staff Transition and Interim Work Plan (Task 2) ............................................ 16 Interagency Transfer Agreement (Task 3) ........................................................17 Managing Agency Facilities and Staffing (Task 4) ......................................... 19 Location, Location, Location ................................................................................. 19

Staffing of the Managing Agency .......................................................................... 19

Shared vs. Dedicated Positions .............................................................................20

Staffing Needs by Phases ......................................................................................20

Key Metro Staff Bios............................................................................................... 25

Bio for Don A. Sepulveda, P.E. ..............................................................................26

Agency Budget (Task 5) ................................................................................... 27 Key LOSSAN Initiatives (Task 6) ..................................................................... 32 Visioning and Strategic Plan .................................................................................. 32

Strategic and Coordinated Brand Communications ............................................. 32

Comprehensive Legislative Advocacy ................................................................... 32

Targeted Marketing Efforts .................................................................................... 32

Partnerships for Ridership ......................................................................................33

On-Time Performance Incentive Program .............................................................33

Customer Call Center ..............................................................................................33

Table of Contents

Popu

latio

n(in

mill

ions

)Le

vel o

f Ser

vice

(tra

ins

per

day)

2010 2030

21.9

22

22

14

103

40

36

25.9

186

+63%

+18%

+82%

+81%

* Metrolink/Coaster joint Thru-Service

*

1 LOSSAN Proposal | The Los Angeles - San Diego - San Luis Obispo (LOSSAN) Corridor

The Los Angeles - San Diego - San Luis Obispo (LOSSAN) Corridor

The passage of Senate Bill (SB) 1225 provides the Member Agencies of the Los Angeles – San Diego – San Luis Obispo Corridor Joint Powers Authority (LOSSAN) the opportunity of using local management of the Amtrak Pacific Surfliner service to create synergy among passenger rail services in this very important corridor. This is a Corridor whose time has come. The LOSSAN JPA has a unique opportunity to unite around a shared vision to expand passenger rail service to underserved and unserved markets, enhance intermodal connectivity, improve on-time performance, integrate fare policy, increase revenues, and enhance the overall customer experience. Furthermore, local management creates options to work with local owners of railroad rights-of-way to increase capacity and upgrade infrastructure, necessary improvements to accomplish LOSSAN’s vision of the Corridor.

To accomplish the goals of LOSSAN in providing seamless, efficient, and customer focused passenger services, an effective Managing Director is needed to lead a team backed by an effective Managing Agency.

Introduction

Metro is pleased to offer Don Sepulveda, Executive Officer of Regional Rail for Metro, as the Managing Director to lead an executive team for the “New LOSSAN”. As his bio on page 25 indicates, Don is committed to the development and implementation of a shared vision for the Corridor and embraces the historic opportunity to collaborate with the Member Agencies on new and enhanced future services. This team, consisting of Don, Member Agencies and supported by the deep resources of the Los Angeles County Metropolitan Transportation Authority (Metro), will work with the LOSSAN Board to effect the transition from current management, negotiate the Interagency Transfer Agreement, and usher in local management of the “New LOSSAN”.

The 351-mile LOSSAN Corridor, extending from San Luis Obispo in the north to San Diego in the south, parallels I-5 and US-101, two of the busiest and most congested freeway corridors in the region. With the even broader geographic reach provided by Amtrak Thruway Bus services, which provide important linkages between the Corridor cities, San Joaquin

Figure 1. Projected Population Growth and Level of Service Increases in the LOSSAN Corridor

LOSSAN Proposal | The Los Angeles - San Diego - San Luis Obispo (LOSSAN) Corridor 2

Valley, and northern California, the LOSSAN Corridor plays a vital role in the mobility and economic growth of California. The Corridor offers a robust mix of intercity, commuter, and long-distance rail services that serve a diverse set of travel needs. As the second busiest Amtrak corridor in the nation, Pacific Surfliner service transports more than 2.7 million intercity rail passengers annually with 12 daily roundtrips. The variety of passenger travel for pleasure and business between destination points along the entire Corridor can best be served through local management by Member Agencies with knowledge of the diverse needs of the passengers and constituencies along the Corridor.

In addition to the Pacific Surfliner intercity rail service, the Corridor is also host to North County Transit District’s (NCTD) COASTER service and the Metrolink service operated by the Southern California Regional Rail Authority (SCRRA). Together, these two commuter rail services add 4.5 million Corridor passengers, with additional passengers served by Amtrak’s long distance national trains. The full coordination of these multiple rail services creates significant opportunities for synergy in the region.

As shown in Figure 1, the population along the LOSSAN Corridor is expected to grow by 20% between now and 2030. In addition, there is a growing economy fed by industry growth along the corridor. A robust and integrated intercity and commuter rail network is needed to meet the future demand. Successful implementation of this network can only occur with the strong partnership among the Member Agencies and leadership from the LOSSAN Board, guided by an experienced Managing Director with support provided by an effective Managing Agency.

Serving at the pleasure of LOSSAN, Don will draw from the full range of Metro’s experience as an owner, operator, maintenance entity, builder and

planner of transit, commuter rail, bus, and highways to provide best value in securing the expertise and resources upon which to set the foundation for local management. Don will also draw upon Metro’s demonstrated record of success in delivering major programs that have been supported by innovative, effective marketing campaigns and consensus-building community outreach efforts. Don will use these capabilities to advance major initiatives that will achieve the Board’s vision. Furthermore, the strong relationships in Washington and Sacramento established by Metro and Member Agencies through years of project and program development as well as grants management will provide a consolidated – and therefore highly effective – force to secure funding for the service initiatives that will benefit all sectors of the Corridor.

Under Don’s leadership as the Managing Director, supported by the Member Agencies, the LOSSAN Board will be able to reinvigorate and grow passenger rail services with projects and programs that will add capacity, increase overall ridership and revenues, and provide a high quality customer experience. Furthermore, service can be enhanced through operational initiatives such as express and skip stop services, improved schedule integration, fare integration, expansion to additional markets and, potentially, to an expanded service area. In that way, we can work together to serve the many faces and places of the LOSSAN Corridor.

KEY STRENGTHS: CORRIDOR EXPERIENCE

> Management Team located in LAUS, the same building as Amtrak, in the same complex as Metrolink, the California High Speed Rail Authority, and support staff from the Managing Agency.

> Centrally located within 2 hours – 40 minutes from any Member Agency

> Management Team located a mile from the Amtrak maintenance facility.

> Member Agency of Metrolink and strong partner with the southern California agencies as well as other agencies throughout the state.

> Strong promoter of integrated passenger rail systems.

3

Charles, 45 boarding the express train to Downtown LA for an early morning meeting. He plans to strategize with his team in a group chat session using on-board wi-fi.

Ondi, 35, filmmaker, flew in to Bob Hope Airport from SFO to attend a creative meeting at Warner Brothers, then heading north on the train to scout beach locations for her new film project.

Hiroto, 58, and Yoko, 53, visiting from Japan, after a concert at LA Live, are headed to Santa Barbara for weekend winery tours.

Josh, 27, marketing director, en route to his job at a tech start-up in Goleta.

Lindsey, 19, college student at Cal Poly San Luis Obispo, returning from a weekend visit with his family in Oxnard (with a load of clean laundry).

The Faces and Places of LOSSAN

4

Maya, 25, teacher, escorting a class trip to the California Science Center near USC via Metro Rail, connecting at Union Station.

Sanjay, 59, doctor, and Mitali, 10, grandfather and granddaughter heading to the San Diego Zoo.

The Gomez Family, took the Thruway Bus from Bakersfield, now connecting at Union Station to visit Disneyland.

Sandra, 48, partner in a real estate investment firm, commuting to company headquarters in Irvine to meet with potential investors.

Stephanie, 32, and Dan, 30, taking a bike tour the entire length of the Corridor.


The LOSSAN Corridor is characterized by a number of issues and opportunities that must be considered in refining and accomplishing the Member Agencies’ vision to provide safe, reliable, efficient, enhanced, and coordinated passenger rail services. These are discussed below and shown in Figure 2.

Enhanced and Expanded Service Desires of the Member AgenciesThe Member Agencies have recognized that there is a need to expand service to unserved, underserved, and emerging markets and to increase the levels of the existing service. Such growth in service is important to the economic development of the region and a sustainable transportation future envisioned under SB 375.

Some of the concepts that have been considered include the extension of service beyond San Luis Obispo to serve the Coastal Corridor (the Coast Daylight), introduction of commuter-friendly trains from Ventura to Santa Barbara and Goleta to serve a blossoming tech industry, increased COASTER and Metrolink intra-county service in Orange County, Los Angeles-San Diego inter-county thru-commuter service, and additional limited-stop Pacific Surfliner trains. In addition, more effective and timely service to northern destinations along the Corridor is necessary to provide greater value to passengers and their communities. In addition, new intercity service to the Coachella Valley and integration of intercity/commuter rail with the California High Speed Rail system further increase the attractiveness of the passenger rail service to meet growing transportation needs.

Throughout his career, Don has been involved with these plans and is ready to conquer the challenges associated with making these ideas a reality. Building on strong relationships with the freight railroads, commuter operators, and other involved agencies, Don will guide the efforts of the LOSSAN Member Agencies to advance their desires for enhanced and expanded service.

Limitations on Rail System CapacityAs shown in Figure 2, there are both extended segments as well as site-specific locations along the Corridor with single track, railroad signal systems in need of upgrades to support expanded service, inconsistent crossovers and passing sidings, station track configuration limitations, and limited layover space. Even if localized in geographic extent, such limitations create a domino effect that impacts the entire Corridor, resulting in poor on-time performance and service unreliability, longer travel times, and restrictions on the ability to add or extend service. In addition, this creates the need for padded schedules intended to address on-time performance needs.

Issues and Opportunities in the LOSSAN Corridor

KEY ISSUES > Multiple Corridor Rail Services;

> Enhanced and Expanded Service Desires of the Member Agencies

> Limitations on Rail System Capacity;

> Complexity of Right-of-Way Ownership;

> Funding Requirements under PRIIA; and

> State Funding Support for Operations.

Multiple Corridor Rail ServicesWith COASTER and Metrolink commuter services, Amtrak’s Pacific Surfliner intercity service and long-distance national trains, and freight services provided by the Union Pacific Railroad (UPRR) and the Burlington Northern Santa Fe Railway Company (BNSF), there are multiple competing demands for utilization of the existing LOSSAN Corridor track capacity. These demands have resulted in poor on-time performance as well as a fragmented voice in the region regarding passenger rail. In addition, multiple marketing and branding strategies are used to advertise services offered on the Corridor, with each focusing on the cultivation of customer brand loyalty to its own service. This has created confusion among passengers as well as the operators of the services and the communities that are served.

The result has been a fragmented perception of the LOSSAN Corridor by elected officials and the traveling public, at the expense of a larger regional vision and identity for intercity rail service in southern California. In January 2009, rider surveys commissioned by the LOSSAN JPA showed that eight out of ten passengers had never heard of the LOSSAN Corridor. There are significant opportunities to improve customer awareness and explore partnerships to increase overall ridership. The Managing Director can seize these opportunities when supported by a strong team and the LOSSAN Board, all of whom work together to make the “New LOSSAN” a success.


As Managing Director, Don Sepulveda will work with Member Agencies to assure that we speak with a single voice for the entire Corridor. Backed by the administrative resources of Metro, Don will lead the Member Agencies’ efforts to identify opportunities for growth, including development of funding and cost-sharing arrangement for mutually beneficial passenger and goods movement projects.

Complexity of OwnershipThe complexity of right-of-way (ROW) ownership makes implementation of additional service, as well as the expansion of service to new markets, subject to the approval of multiple stakeholders, including freight railroad partners that have historically been resistant to passenger service expansion. Of the 351 miles of ROW over which the Pacific Surfliner operates, the UPRR and BNSF own 54 percent, with the UPRR owning 175 miles of ROW between San Luis Obispo and Moorpark and the BNSF owning 22 miles between Redondo Junction and Fullerton. The remaining 46 percent is owned by five regional agencies. In addition, Riverside County Transportation Commission owns passenger rights between Redondo Junction and Fullerton. These multiple ownership roles emphasize the need for a better coordinated LOSSAN speaking with a single voice.

Another issue affecting future service is Amtrak’s ownership of rail equipment. With the negotiation of the Interagency Transfer Agreement and the development of the agreement with Amtrak, the Managing Director, supported by the resources of Metro and the Member Agencies will establish the guidelines for equipment use and serviceability. Furthermore, this team will guide efforts to work collaboratively with Amtrak and the State on the effective management and use of vehicles and locomotives. Working together, we can pursue funding opportunities for cleaner, more affordable locomotives. With the single voice that only a unified LOSSAN can provide, we can assure that each investment is in the best interest of the service and communities along the Corridor.

Funding Requirements under PRIIAThe Passenger Rail Investment and Improvement Act of 2008 (PRIIA) reauthorized Amtrak and strengthened the U.S. passenger rail network by tasking Amtrak, the United States Department Of Transportation, the Federal Railroad Administration (FRA), states, and other stakeholders with improving service, operations, and facilities. Funding was provided for PRIIA capital assistance programs for

Metro’s experience in coordinating capital improvements in shared-use corridors, either owned jointly with or entirely owned by Class One railroads, will provide the LOSSAN Board and the Member Agencies with expertise needed to resolve performance issues and build consensus.

three years. Since FY 2010, no additional grant funds have been authorized or appropriated.

If PRIIA reauthorization proceeds, either through standalone legislation or as a separate rail title to surface transportation authorization, priority capital improvement projects within the LOSSAN corridor would benefit from a robust, on-going capital revenue source. During the Managing Agency’s start-up period, the LOSSAN Corridor must be represented in any potential funding allocation discussions on the same level as other intercity corridors, including the Northeast Corridor. Leading the Government Relations team of Michael Turner and Raffi Hamparian and at the discretion of the LOSSAN Board, Don will ensure that State and federal resources are channeled to LOSSAN in these discussions. After the start-up of local management, the LOSSAN Board may elect to bring this function in-house.

State Funding Required for OperationsWith the elimination of federal subsidies for Amtrak corridors less than 750 miles under PRIIA Section 209, the State of California will lose an annual federal operating subsidy of approximately $15 million (in FY 2011/12) currently provided for the LOSSAN Corridor. As a result, beginning in FY 2013/14, the full net-cost of the Pacific Surfliner service will be borne by the State. The State budget proposes adding $18.6 million for Amtrak intercity rail services to offset the loss of federal funding for LOSSAN. While this addresses the incremental funding required for transition to PRIIA Section 209 requirements, the continuity and level of the State’s financial commitment is a high-priority concern shared by all Member Agencies. Such an assurance must be immediately secured during the start-up period of local management. While SB 1225 commits the State to maintaining funding levels for service for three years after the signing of the ITA, funding levels must be maintained thereafter. The Managing Director can make available Metro's Government Relations staff to coordinate LOSSAN’s efforts in Sacramento on this critical issue and to negotiate a baseline of service.

5

5

80

15

40

215

10

8

Caltrain

ACE

Coast Starlight

Capitol Corridor

San Joaquin

Thruway Bus

San Joaquin

Pacific Surfliner

MetrolinkSouthwest Chief

Metrolink

Coaster

Sunset Limited

Stockton

SFO

Industry

San Clemente

Laguna Niguel/Mission Viejo

Carlsbad Village

Encinitas

Sorrento Valley

Tustin

Norwalk

Poinsetta

Commerce

Burbank

Vasco Tracy

Denair

Auburn

M a d e ra

F re s n o

Oxnard

Merced

Rocklin

Anaheim

Old Town

Richmond

Palo Alto

Riverbank

Roseville

San Luis Obispo

Grover Beach Guadalupe

Santa Barbara

Goleta

CamarilloVan Nuys

Glendale

Los AngelesUnion Station

San Juan Capistrano

San Clemente Pier

Santa Ana

Fullerton

Carpenteria

Fremont

Hanford

Corcoran

Wasco

Bakersfield

Oceanside

Solana Beach

Bob Hope Airport

Ventura

MoorparkSimi Valley

Irvine

Gilroy

Salinas

Pasa Robles

Marysville

Chico

Redding

Dunsmuir

Indio

Palm Springs

Orange

West Corona

Pomona Upland San BernardinoRialto

Vincent

Lancaster

Palmdale

Chatsworth

Pedley Riverside

San Diego

Lompoc

SACRAMENTO

FRESNO

CALIFORNIA

NEVADA

OREGON

BAKERSFIELD

LOS ANGELES

LONG BEACH

OAKLAND

SANTA BARBARA

SAN LUIS OBISPO

SAN DIEGO

SANTA ANA

ANAHEIM

RIVERSIDE

SAN JOSE

SAN FRANCISCO

PACIFIC OCEAN

Not to scale © 2013 LACMTA

North

North Central

Central

South Central

South

Metrolink

San Joaquin

Southwest Chief

Sunset Limited

Thruway Bus

Major cities

Pacific Surfliner Segments

Other Service


UPRR

NCTD SDMTS

Metro UPRR VCTC

Metro BNSFUPRR RCTC

OCTA NCTD

Figure 2. Corridor Issues by Segment

SYMBOLS KEY

Trackissues

Connectionsissues

Signal/Crossovers

OwnershipA

5

5

80

15

40

215

10

8

Caltrain

ACE

Coast Starlight

Capitol Corridor

San Joaquin

Thruway Bus

San Joaquin

Pacific Surfliner

MetrolinkSouthwest Chief

Metrolink

Coaster

Sunset Limited

Stockton

SFO

Industry

San Clemente

Laguna Niguel/Mission Viejo

Carlsbad Village

Encinitas

Sorrento Valley

Tustin

Norwalk

Poinsetta

Commerce

Burbank

Vasco Tracy

Denair

Auburn

M a d e ra

F re s n o

Oxnard

Merced

Rocklin

Anaheim

Old Town

Richmond

Palo Alto

Riverbank

Roseville

San Luis Obispo

Grover Beach Guadalupe

Santa Barbara

Goleta

CamarilloVan Nuys

Glendale

Los AngelesUnion Station

San Juan Capistrano

San Clemente Pier

Santa Ana

Fullerton

Carpenteria

Fremont

Hanford

Corcoran

Wasco

Bakersfield

Oceanside

Solana Beach

Bob Hope Airport

Ventura

MoorparkSimi Valley

Irvine

Gilroy

Salinas

Pasa Robles

Marysville

Chico

Redding

Dunsmuir

Indio

Palm Springs

Orange

West Corona

Pomona Upland San BernardinoRialto

Vincent

Lancaster

Palmdale

Chatsworth

Pedley Riverside

San Diego

Lompoc

SACRAMENTO

FRESNO

CALIFORNIA

NEVADA

OREGON

BAKERSFIELD

LOS ANGELES

LONG BEACH

OAKLAND

SANTA BARBARA

SAN LUIS OBISPO

SAN DIEGO

SANTA ANA

ANAHEIM

RIVERSIDE

SAN JOSE

SAN FRANCISCO

PACIFIC OCEAN


Future interest in extending service beyond San Luis Obispo for Coastal Corridor. UPRR and Coast Coordinating Council Board have been working on an extension for several years.

Addition of a second Goleta platform just north of the existing station needed to better serve commuters to burgeoning tech employment hub.

Large segments of single track along the ocean. Future growth could be hampered by environmental issues.

Additional layover track capacity needed at Goleta and in East Ventura.

84% operated under Track Warrant Control utilizing hand thrown or spring switches for the sidings.

Ongoing discussions between the City of Santa Barbara and UPRR regarding the addition of two sidings that would accommodate additional commuter service along the route.

UPRR owned and dispatched, with up to 4 weekday freight trains. Currently used as “overflow” for more heavily utilized Central Valley lines through Fresno and Bakersfield.

Increasing demand for intermodal rail at Port Hueneme could impact future service expansion.

Significant workforce commuter base from Ventura currently underserved; additional rush hour train in both directions needed to serve that market and to mitigate the effects of construction on 101 Freeway traffic.

Single platform at Oxnard.

Large sections (23 miles, of which only 2.6 miles are double track and CTC controlled) are single track. Contributes to delay of Amtrak and Metrolink, and may require “recovery”time to “hold” trains for meetings, thereby lengthening travel times.

Capacity related infrastructure improvements would have to be funded through non-local funds.

Enhancements needed to the Montalvo Wye to increase commuter slots to Santa Barbara.

Continued use of manually controlled switches for Leesdale Siding.

UPRR owned and dispatched, up to 6 weekday freight trains, including 1 local train that originates and terminates in Oxnard Yard servicing Santa Paula-based industries.

Jointly owned by VCTC and LA Metro from Moorpark to Chatsworth. Metrolink dispatches. UPRR trackage rights for up to 6 weekday trains.

Better connections needed in Fullerton to accommodate increases in service for the 91/Perris Valley Line and OC Intra-County service.

No single track segments upon completion of the Raymer to Bernson second track and the Van Nuys Second Platform projects.

Most congested segment from Burbank to Los Angeles. In addition to 73 passenger trains and 11 freights, 248 train moves into and out of LAUS, of which 25% are non-revenue trains operating to or from the Central Maintenance Facility.

Grade separations at Rosecrans/Marquardt Avenues required.

New crossover needed between Tracks 3 and 4 at CP Dayton to minimize conflicts from trains continuing to layover at the CMF.

Jointly owned by LA Metro along the River Subdivision (LAUS to CP Soto) and by BNSF Railway along the San Bernardino Subdivision (CP Soto to Fullerton Junction as part of the BNSF’s transcontinental line. Former is dispatched by Metrolink; latter by BNSF.

Passenger rail rights owned by RCTC south of Redondo Junction.

Increase in number of trains originating and terminating at Laguna Niguel/Mission Viejo Metrolink station requires Pacific Surfliner trains to make “reverse” movements, with trains operating on the left side to pass Metrolink trains.

Long sections of single track in south Orange County and through Camp Pendleton.

Single track limits operations. Local communities opposed to adding tracks. Segments of the tracks run along the beach. Environmental challenges may hamper growth of the system.

Metrolink trains required to turn on main track due to insufficient “turnaround” time on pocket track adjacent to CP Avery while another train occupies the turnback track. Further conflicts occur at the Irvine station.

Owned by OCTA in Orange County and by NCTD in San Diego County. Former dispatched by Metrolink; latter by NCTD.

BNSF and UPRR both maintain trackage rights and operate limited freight service with up to 8 weekday trains.

Coordination is needed with the MidCoast Light Rail project and with multimodal connections at Santa Fe Depot and the Airport Intermodal Transportation Center in San Diego.

A significant bottleneck caused by current stretch of single track between Sorrento Valley and Miramar Road.

Long-term need to add double-tracking.

Contains the slowest, steepest, and highest curve territories of any segment on the LOSSAN Corridor.

Owned by NCTD, with portion in City of San Diego owned by San Diego MTS. Dispatched by NCTD. BNSF maintains trackage rights and operates limited freight service with up to 6 weekday trains.

CONNECTIONS TRACK SIGNALS/CROSSOVERS

OWNERSHIP

NO

RTH

CEN

TRA

LN

OR

TH C

ENTR

AL

SOU

TH C

ENTR

AL

SOU

THFigure 2. Corridor Issues by Segment

A

9 LOSSAN Proposal | Agency Capabilities

Agency Capabilities

The LOSSAN Managing Agency must be able to provide the resources necessary to achieve the goals of the LOSSAN Board. The management team and the supporting staff serve at the pleasure of the LOSSAN Board and therefore must be clearly separated from the operations of Metro. These resources must be provided in a seamless, transparent, and effective manner. As the Managing Director for the LOSSAN Board, Don will ensure that his team clearly understands the reporting structure and will install a management and administrative structure that maintains the autonomy of the LOSSAN JPA and is responsive to the needs of the service and Member Agencies as a whole. This structure is important to achieve a single, effective, and unified voice for service in the Corridor.

Metro’s Unique Qualifications to be Managing Agency

In addition to the extensive countywide bus service, Metro currently operates 87.7 miles of subway and light rail along six service lines, with additional lines under development. As part of this service, Metro maintains a fleet of approximately 300 rail cars serviced at four separate maintenance facilities. The Managing Director will draw upon the experience and efficiencies learned from this vast countywide network and apply that knowledge to the two separate maintenance facilities in San Diego and Los Angeles, as well as the several light duty maintenance sites located throughout the system.

As part of the development of the rail system, Metro purchased the ROW for many of these lines and approximately 150 miles of Metrolink-operated ROW from the Southern Pacific Railroad (now UPRR), and BNSF. In some cases, BNSF continues to operate freight services over corridors in use (or soon to be in use) by transit rail lines. Through its ownership, and in accordance with the numerous agreements negotiated by Metro’s legal team with the railroads regarding the operation and maintenance of this ROW, Metro has maintained standing and effective relationships with the UPRR and BNSF. These relationships, and those built by Don Sepulveda, will provide the LOSSAN Board with effective staff to work with the railroads to achieve the vision of LOSSAN.

Over this same period, Metro also led negotiations with BNSF on behalf of member counties and agencies (OCTA, NCTD, SDMTS, RCTC, SANDAG as well as Metro) for the $500 million acquisition of the then-Santa Fe Railway Company rights-of-way and trackage rights for passenger rail services. At several key junctures, the freight railroads attempted to deploy a “divide-and-conquer” strategy whereby they approached individual counties with agreements that would have reduced the collective leverage and bargaining power of the then-nascent Southern California Regional Rail Authority. These efforts were unsuccessful, as Metro and its peer agencies had forged a strong relationship of trust and confidence in one another. This mutually beneficial coordination is what will be needed under local management of the service.

In his current position, Don Sepulveda leads the Regional Rail Division that is responsible for coordinating capital and service improvements within Los Angeles County on corridors currently used by Metrolink, Amtrak, UPRR, and the BNSF, as well as

Metro’s experience serving the county’s different geographies and demographics will benefit the LOSSAN Member Agencies in serving the diverse communities along the LOSSAN Corridor.

A Multipurpose, Multimodal AgencyAs a multipurpose and multimodal agency, Metro partners with 88 incorporated cities within Los Angeles County to meet the mobility needs of the County’s 10 million residents as well as the needs of intercounty travelers. As the funding entity, transportation planner and coordinator, designer, builder, and operator of the highway and transit system for the nation’s most populous county, Metro commands the depth of resources ready to support the LOSSAN leadership in the safe and efficient operation of the Pacific Surfliner service. The experience in operating transportation networks in a variety of densities, from the downtown urban core to more sparsely-populated rural neighborhoods, is particularly suited to benefit the LOSSAN JPA and the people and places of the LOSSAN Corridor. As the integrated owner, planner, and operator for bus services, Metro safely operates 183 daily buses used by nearly 360 million passengers per year while also providing funding for service provided by separate and independent municipal operators. The experience from this vast and varied service will be of benefit in coordinating the multiple transit services and Amtrak Thruway Bus Service throughout the Corridor.

LOSSAN Proposal | Agency Capabilities 10

assistance and resources necessary to coordinate these projects effectively and efficiently. Don's experience with Class 1 railroad force accounting will be invaluable during negotiations with the railroads and will be a significant benefit as new projects and programs are initiated under local management.

Under Don’s leadership, Metro has led efforts with Caltrans Division of Rail (DOR), the UPRR, and the BNSF to secure funding and implement important capacity projects along the Corridor including the BNSF Third Track, Raymer to Bernson Double Track, and Van Nuys Second Platform projects. In addition, Don can draw upon Metro staff’s established grants management process and relationships with the California Transportation Commission necessary to pursue and track funding for capital projects and other grants.

Finally, the Managing Agency can use the Financial Information System (FIS) at Metro to manage the financial resources of the LOSSAN JPA. The FIS can be utilized and effectively “firewalled” from the Metro system, creating an autonomous, verifiable financial accounting system from the start of the transition to the Managing Agency.

Culture of SafetyLOSSAN’s success as a public transportation service under local management requires a strong culture of safety. As the Managing Director, Don will establish that culture of safety from the beginning. By applying Don’s experience as co-lead of the Safety Peer Review of Metrolink after the Chatsworth accident, as well as his leadership on industry-wide safety programs and initiatives, the LOSSAN Board will demonstrate its firm commitment to safety. Supporting Don will be the strong culture of safety provided by Metro. This commitment to a culture of safety permeates every department and represents one of the core values instilled in every employee. This culture of safety has been carefully cultivated over a number of years and requires reinforcement through ongoing initiatives.

those planned to be used by the future California High Speed Rail program. In addition, this division works with Metrolink on the funding for operations and rehabilitation of railroad infrastructure in Los Angeles County. Don’s knowledge of the regional rail system and the relationships with all of the operators over the ROW provide the LOSSAN JPA with the knowledge and experience that will be necessary to set the foundation for and manage the “New LOSSAN”.

Furthermore, Don’s background as a railroader provides the LOSSAN JPA with the experience necessary to work with the railroads “on their turf”. Don will make available the Regional Rail Engineering and Planning Bench, consisting of five major consultant teams with extensive intercity, commuter, and freight rail experience, available immediately to respond to the needs of the LOSSAN JPA. While the LOSSAN JPA may decide to develop its own on-call engineering support, these expert teams can support the initial efforts of the LOSSAN JPA through planning, engineering, technical studies, modeling, and financial analysis.

Administrative and Technical Support to LOSSAN JPA As the Managing Director, Don will be reaching into the existing departments at Metro to provide administrative services to the LOSSAN JPA during both the start-up and Initial periods. Each of these phases requires a different level of support. The staffing plan defines the roles necessary to support the LOSSAN JPA in an efficient and economical manner.

Don and his division will draw from Metro's unparalleled technical expertise and experience in rail capital project planning, administration, and delivery. While many of the capital projects benefitting the LOSSAN service and its Member Agencies will be implemented through third parties, such as the Class 1 railroads, Metro is able to provide the

KEY STRENGTHS: CAPABILITIES

> Knowledgeable Managing Director with strong railroad and Corridor experience.

> Available space at LAUS, located centrally to the Corridor.

> Experienced and established legal and Government Relations staff.

> Depth of staff available to support the LOSSAN JPA with all administrative matters.

> Effective separation of the Management Team from Metro.

Select Your County ALL

ALL

LA OC RC SB VC


As evidence, Metro completed the construction of the Metro Gold Line Eastside Extension Project with over 4½ million work hours without a single lost-time injury. Furthermore, the safety staff is renowned throughout the industry for their knowledge and expertise in railroad safety, including Wyman Jones who serves as an investigator for the National Transportation Safety Board. In its role as Managing Agency under Don’s leadership, Metro will draw upon the knowledge and experience of its corporate safety division to promote the same culture of safety throughout the LOSSAN Corridor starting with the transfer of management.

Focus on the CustomerIn addition to a culture of safety, Don will bring Metro’s history of customer-focused service and communications to LOSSAN. One of the many reasons for local management of the LOSSAN service is to better serve the unique needs of customers along the Corridor. Metro's range of customer focused programs—from customer surveys to operator courtesy programs, from targeted marketing campaigns to innovative mobile apps—

have a proven record of success and have resulted in increased ridership and customer satisfaction. In addition its own award-winning campaigns within LA County (e.g.“Carmageddon” and the recent launch of ExpressLanes), and through the use of innovative outsourcing partnership agreements, the agency has advised other regional partner organizations on successful communications initiatives such as SoCal 511 (see below) and Access Services.

Recognizing the importance of strong, targeted, customer focused communications and marketing campaigns as key factor to the LOSSAN corridor’s success, we have included a Director of Customer Relations as part of the dedicated management team available to the LOSSAN Board. This Director will be supported by a Marketing Assistant and together they will develop and produce range of customer focused communications and marketing materials in range of mediums including print, online/web and social media. Building on the success of and lessons learned from the Capitol Corridor model, this dedicated team will also provide business outreach and promotional programs, safety campaigns, market research,

SoCal 511 provides a compelling example of Metro’s ability to advise in the development of a new regional brand initiative outside of its core agency identity.

The Los Angeles County Service Authority for Freeway Emergencies (LA SAFE) sought the advice of Metro’s Communications in the development of their communications planning and branding initiatives. In addition to helping LA SAFE procure qualified consultants Metro also advised them in the hiring of as-needed communications staff. This resulted in the development of a unique brand identity for the SoCal 511 program.

This brand identity created a unified look and feel for the SoCal 511 communications throughout the 5 County area that could be used by each County in their respective communications programs and marketing campaigns. A carefully constructed kit-of-parts enabled

consistent branding regionally while allowing each individual County/agency to apply the brand elements to their own print, online and outdoor advertising materials.

A coherent brand identity enabled a more effective market penetration than would have otherwise occurred with separate county-by-county campaigns. Focus groups conducted before and after the SoCal 511 rollout confirmed a significant increase in awareness of the service.

Highlight: SoCal 511


media placement, design, production, surveys and special event support. Lynda Bybee, Metro’s Chief Communications Officer will be available to provide advice and as-needed support to Don and the LOSSAN Board on outreach, communications, marketing, branding, and customer relations issues.

Legal Expertise to Guide Drafting and Negotiation of AgreementsMetro’s Legal Counsel, Charles M. Safer, will provide and coordinate legal services necessary for the development and negotiation of the ITA and other agreements prior to the transfer of LOSSAN to local management. In these initial steps, Don will rely on Metro’s legal counsel, until the LOSSAN Board decides its preferred arrangement for ongoing legal services.

Supporting Don and Charles will be Charles “Chuck” Spitulnik as special counsel in the negotiations and development of the agreements necessary for the service. Chuck’s expertise in regulatory, labor, and other issues relevant to railroad agreements will be beneficial for the ITA negotiation. He has represented numerous local and State entities in negotiating agreements with freight railroads and Amtrak related to rights-of-way acquisition and agreements for shared use of corridors by freight, intercity passenger, regional/commuter passenger and/or light rail operations. Chuck is well known and respected for his knowledge and unique ability to build consensus while negotiating from a position of strength. With Chuck’s representation, the LOSSAN Board can be comfortable that the agreements are fair and appropriate. Additional support from Nossaman LLP, the firm that prepared the ITA for the Capitol Corridor JPA, can also be made available to the LOSSAN JPA.

Metro’s experience setting up separate management structures will benefit LOSSAN by providing a responsive and autonomous management team.

State and Federal Government RelationsAvailable to Don and the LOSSAN Board is the Government Relations Department at Metro. This team, led by Michael Turner, worked with the other Member Agencies in the advancement of SB 1225. In coordination with the other signatories in the region, Michael worked with the State Legislature to ensure that the Advance Investment Memorandum of Understanding between regional agencies and the California High Speed Rail Authority was funded. This team has also championed a broad range of State and federal initiatives that have directly benefitted LOSSAN Member Agencies and the public transportation industry as a whole. These initiatives include America’s Fast Forward, a proposed federal program that would allow “self-help” cities and counties to leverage local revenue streams through low-cost financing to advance transit and rail infrastructure projects. Metro’s foundational role in the establishment of Mobility 21, a transportation advocacy group, offers another example of the team’s ability to unify a diverse coalition of interests into an effective agent of legislative change.

Prior Experience with Member Agency Structures Also available for Don to draw upon is Metro’s experience developing similar multi-jurisdiction entities, including several construction authorities and SoCal 511 real-time traffic service. The LOSSAN local management structure will require similar separated management, staff recruitment, and financial and accounting functions. As with these other Metro-developed and -supported entities, the LOSSAN JPA can be assured that the management of the LOSSAN service will be effectively staffed and firewalled to retain its autonomy.


Don Sepulveda and the staff proposed to support the LOSSAN Managing Agency have decades of combined experience working successfully and collaboratively with federal and State commissions and agencies, regional transportation partners, local governments, private utilities, and other stakeholders with jurisdiction over, and direct involvement in, various aspects of the LOSSAN Corridor. Key in this regard are Federal Railroad Administration (FRA), Caltrans Division of Rail (DOR), California Public Utilities Commission (CPUC), Amtrak, and the freight railroads.

This experienced collaboration will benefit the LOSSAN Member Agencies. The staff’s extensive network of relationships, combined with its technical expertise, will provide the Managing Agency with the credibility and trust required to implement the ambitious yet focused work plan and vision for the LOSSAN JPA.

> Federal Railroad Administration (FRA). Working with the DOR, Metro recently applied for and was awarded FRA High Speed Intercity Passenger Rail (HSIPR) grants for projects under development in the corridor. Furthermore, Don, supported by several departments within Metro, has also been closely working with Metrolink to seek FRA grants for the implementation of Positive Train Control, grade crossing improvements, and other passenger rail projects in the County. Currently Metro is developing projects that will provide interconnectivity between the California High Speed Rail Program, Metrolink, and the proposed XpressWest project. A specific example is the Southern California Regional Interconnector Project (SCRIP). Located at Union Station, the hub for intercity and commuter rail service in the region, this project provides benefits to all members of the LOSSAN JPA. Furthermore, as a trusted partner, Don and his team are working with the FRA on critical issues such as Positive Train Control and level boarding, two issues with varying degrees of consensus.

> Caltrans Division of Rail (DOR). The DOR partners with Metro, SCRRA, and LOSSAN on commuter and intercity rail programs in LA County. The Regional Rail team, as well as Metro’s construction team, have been working with the DOR on the recently completed Platform 7 expansion at Union Station. Another example of Metro-DOR collaboration is the ongoing BNSF triple track program, which includes construction of track, civil infrastructure, and grade separations in a congested section of the Corridor.

> California Public Utilities Commission (CPUC). Working with the CPUC for more than 15 years, Don has developed safety programs and projects, including grade crossings, grade separations, and safety standards that have benefited the region. Metro staff supporting Don has overseen the development of several transit programs requiring close work with the CPUC including development of policies relating to the establishment of crossings that have become industry standards. As the owner of more than 150 miles of ROW operated by Metrolink, Metro interacts regularly with the CPUC and other local agencies on grade separation and grade crossing improvements that benefit local communities. Furthermore, Metro's close collaboration with the CPUC extends to the development of multiple regional transit rail corridors, on which corridor and passenger safety issues have been paramount.

Working Relationships with Rail-Related Agencies

Don and his staff have ongoing relationships with federal and State agencies and commissions, regional transportation partners, local governments, private utilities, and other stakeholders in the LOSSAN Corridor.

Working with the other transportation agencies in the region, Don Sepulveda has been leading the development of the Advance Investment Memorandum of Understanding between southern California agencies and the California High Speed Rail Authority (CHSRA). This MOU is the outcome of a regional consensus-building process in which Don played a key coordinating role that continued into his leadership of the Southern California Rail Partners Group (SCRPG). This effort has also involved other regional rail agencies from around the State who share the common goal of developing an integrated statewide passenger rail system. This work involves working closely with the Federal Railroad Administration and Business, Transportation and Housing (BT&H) as part of the SCRPG and MOU effort.


KEY STRENGTHS: ADMINISTRATIVE EXPERIENCE

> Experienced in delivering railroad capital projects of varying sizes.

> Active grants administration department with strong federal and state experience

> Strong partners with Caltrans DOR

> Effective working relationships with the CPUC and the FRA

> Relationships with Amtrak through years of coordination and project development along the Corridor.

> Strong railroad negotiating experience through many ROW purchases, shared use agreements, and construction and maintenance agreements.

> Strong Risk Management department with experience in managing risk on large construction projects and operations.

> Absolutely no conflict of interest regarding the use of state supported intercity funds.

> Freight Railroads. As the owner of ROW over which the UPRR and the BNSF both operate, Metro takes pride in the productive relationship that it has cultivated with both freight railroads on the design and engineering of capital improvements beneficial to both passenger and freight services. Some examples of this partnership include:

• CP Raymer to Bernson double tracking in VanNuys. Upon completion, this project will provide a continuous double-tracked corridor from Chatsworth south to the OC/San Diego County line; and

• Additional Station Platform at the Van NuysStation. Once completed, this expanded station – an important intermodal link – will no longer be an operational bottleneck and can better serve intercity and commuter rail passengers, by providing a more efficient connection with local transit.

• Future Linkages. Don and his team are coordinating the development of future linkages between California High Speed Rail and the future XpressWest (Las Vegas to Victorville) at the existing Metrolink Palmdale station. As the proposed ROW is adjacent to the UPRR, the team has been working to ensure that all of the operators’ input is being included in initial feasibility studies.

• BNSF Triple Track. Don’s team is coordinating with the BNSF and the cities in the Gateway Cities Council of Governments on the Gateway Cities LOSSAN Corridor Grade Separation Program. Grade separations are currently under construction at Passons and Valley View with grade separations in development at Rosecrans/Marquardt, Lakeland, Los Nietos, and Pioneer. This program will result in six grade separations from Los Angeles Union Station to the LA/OC County line. Furthermore, Metro will be a funding partner in some of these future projects as they are developed. In addition, we are working with BNSF, Caltrans DOR, and Metrolink to develop fiber optic infrastructure that will support passenger amenities and enhance railroad signal redundancy in the region.

• Shared Corridors. Working with the UPRR and BNSF in developing capital improvements in shared use corridors in LA County both owned and not owned by Metro.

15 LOSSAN Proposal | Approach to Tasks

Approach to Tasks

The Administrative Services Agreement (ASA) will define the Managing Agency’s support functions to be provided during the start-up and initial periods and identify specific core staff positions. Development of the ASA will begin immediately following selection of the Managing Agency during the transition period, with a targeted October 1, 2013 milestone date for implementation.

Don’s approach to the negotiation and approval of the ASA will reflect a multi-step process:

1) Draft of ASA. Working with a core team selected by the LOSSAN Board and supported by Metro, Don will lead development of the initial draft ASA. This development will begin with the existing ASA between the Capitol Corridor Joint Powers Authority (CCJPA) and Bay Area Rapid Transit (BART) with excerpts from the “guidebook” of roles and responsibilities currently being prepared by SANDAG.

2) Review. The initial draft ASA will be reviewed concurrently by the LOSSAN TAC, the Board, and Member Agencies to ensure that all stakeholders have an opportunity to provide input and to ensure that the ASA can be finalized within 60 days of the selection of the Managing Agency. Any input received will inform revisions to the draft ASA. Additionally, the ASA will reflect the proposed Staff Transition Plan and Interim Work Plan developed in parallel in Task 2.

3) LOSSAN TAC and CEO Group Review. These two key groups will provide comments on the Revised Draft ASA. The ASA will be finalized based on these additional comments.

4) LOSSAN JPA Board. Reflecting comments received from Metro, LOSSAN TAC and the CEO Group, the Final ASA will be presented to the LOSSAN JPA Board for approval.

Key components of the ASA will include:

> Managing Agency Functions. The support functions to be performed by the Managing Agency during Start-Up and the initial three years of operations will be defined.

> Facilities. The management of the LOSSAN service will be located at LAUS. The ASA will define the requirements of this location and the needs of the LOSSAN JPA and the Managing Agency for the use of the facility.

Administrative Service Agreement (Task 1)

> Budget. The budget component of the ASA will reflect the level of effort necessary to implement local management of the Corridor. Specifically, the level of effort for the transition of management and the effort necessary for the implementation of the Interagency Transfer Agreement (ITA) will be addressed. In addition, the ASA will address the other agreements and the Business Plan that will be necessary to implement local management.

CORE TRANSITION TEAM

LEAD STAFF

> (Interim) Managing Director

> Executive Assistant

SUPPORT STAFF

> Legal Counsel

> Communications

> Board Secretary

> Ethics Officer

> Legislative Affairs (State & Federal)

> Corporate Safety Officer

> Chief Finance Officer

> Human Resources

> Staffing. An important aspect of the ASA will be the definition of staff support necessary to support the activities of the LOSSAN JPA. Working with the LOSSAN Board, Don will define the administrative requirements required for local management with administrative support by Metro as Managing Agency. As interim Managing Director, Don will lead a core team, drawing on part-time resources as necessary. This will create a streamlined and efficient transition, saving budget for the important development of the ITA and the other work necessary to strengthen the JPA.

LOSSAN Proposal | Approach to Tasks 16

Don will work with SANDAG and the other Member Agencies to operationalize the Staff Transition Plan provided by SANDAG. While this plan is currently being developed, key components should include: Public Information, LOSSAN Board support, agenda preparation and posting, file transfer and storage, record keeping, and State reporting and other necessary reporting functions.

The Interim Work Plan (IWP) will identify the recommended work during the start up period and the budget for any additional work necessary to initiate local management. The IWP will set the foundation for the effective transition to local management. In addition to the staff plan, facilities, marketing, and other necessary facets, the following key tasks will be important for an effective transition.

1) Corporate Safety. Developing and reinforcing a Culture of Safety from the Managing Agency’s first day is an important part of the structure for LOSSAN. Reporting directly to Don, and working in a shared capacity with LOSSAN, Vijay Khawani, Metro’s Executive Director for Safety, will immediately initiate a safety program to provide the foundation for safe, efficient operation of the Pacific Surfliner service. The initial steps will set the tone for management of the service, ensuring that every person involved in the delivery of passenger rail services has customer and employee safety as his or her foremost goal.

2) Legislative Affairs. PRIIA will have a direct impact on operating and capital funding for the Pacific Surfliner service. During this period, it will be particularly important to maintain a presence in both Sacramento and Washington. Led by Don and serving at the pleasure of the LOSSAN Board, Michael Turner and Raffi Hamparian will coordinate with the JPA Member Agencies to work at the State and federal levels, respectively, to ensure that the proposed FY 2013/14 and FY 2014/15 State funding levels are maintained until the ITA is enacted, so that the LOSSAN JPA begins its negotiations with the State from a position of strength – i.e. without having to advocate for funding to be restored (see Task 4). At the federal level, Raffi will harness the collective clout of Member Agencies to ensure the LOSSAN Corridor is “at the table” during any discussions related to PRIIA reauthorization and the potential allocation of formula and/or discretionary funds.

Staff Transition and Interim Work Plan (Task 2)

WORK PLAN ELEMENTS > Organizational and Administrative

Support

> Preparation of Interagency Transfer Agreement

> Risk Management Program

> Visioning and Strategic Plan Refinement

> Government Relations/Legislative Affairs Program

> Public Information

> Branding Program

> Rail Services Coordination

> Business Plan Development

> Railroad Negotiations

Additionally, for each Element, the following details will be provided:

> Objective

> Prior Accomplishments

> Proposed Budget

> Proposed Funding

> Justification

> Project Manager

> Committee/Working Group

> Products, Tasks, and Schedule

> Future Activities


Interagency Transfer Agreement (Task 3)

The Interagency Transfer Agreement (ITA) will define the terms under which management of the service is transferred from the State of California to the LOSSAN JPA. Within this agreement, the roles and responsibilities of the State, LOSSAN JPA, and Amtrak are defined for Pacific Surfliner and Thruway Bus service.

Don will work with Charles Safer and Charles Spitulnik in the negotiations and development of agreements necessary for the service. If desired, on-call legal services contracted with Nossaman LLP will also be available. Nossaman was a key author of the CCJPA/State of California ITA, which will provide a working model for the LOSSAN ITA.

Don will also establish a coordinated process with the San Joaquin Corridor in the development of its own ITA for transition of service and important Thruway Bus connections to LOSSAN. In addition, Don will reach out to David Kutrosky, Managing Director of the Capitol Corridor service to identify any lessons learned from the Capitol Corridor's past ITA negotiations. These consultations will help the LOSSAN JPA to identify and resolve any "hot button" issues before initiating negotiations with the State.

One such “hot-button” issue will involve liability and indemnification issues. Don will draw upon the expertise of Metro’s Chief Risk Officer, Greg Kildare, to work with legal counsel and the LOSSAN Board in identifying the indemnification needs of the JPA along with specific levels and details of coverage at the outset of ITA negotiations.

While the tasks below were not specifically addressed in the RFP, we believe that these will be important steps in setting the foundation for local management. In some cases, these tasks should be concurrent with the development of the ITA to ensure a smooth transition of responsibility.

1) Visioning and Strategic Planning and Brand Development. As described in further detail in Task 6, visioning, strategic planning, and brand development will be critical to increase the visibility of the LOSSAN Corridor at both the State and federal levels as well as to better serve customers. The vision of the LOSSAN Board should be established at an early stage to set the tone for the development of the ITA and the Business Plan. To assist in these tasks during the transition, start up, and initial service periods, Don will work with the LOSSAN Board and Member Agencies to retain a consultant with expertise in visioning and strategic planning. As a team, LOSSAN will develop a comprehensive plan to guide development of the "New LOSSAN." Don will also initiate a Branding Task Force with Member Agencies to re-envision and foster a local management approach to serving the people and places of the LOSSAN Corridor.

ITA KEY ARTICLES > Annual Budget And Business Plan;

> Planned Service Improvements;

> Performance Standards;

> Liability and Indemnification;

> Equipment Lease; and

> Operations and Maintenance.

Don will establish an internal working group to ensure the full participation of Member Agencies. A regular progress report on the draft ITA document will be given at every LOSSAN TAC, CEO, and Board meeting. Approval and consensus of these entities will be critical to the timely development of a draft ITA used as the starting point for negotiations with the State.

The State Transportation Secretary and Caltrans’ Director of the Division of Rail will likely be representing the State of California in the ITA negotiations. Building upon their strong and productive relationships with both parties, Don and the legal staff will work with Member Agencies to address and incorporate their individual and collective issues into this wcritical document.


2) Negotiations with Amtrak. Amtrak will continue to operate the Pacific Surfliner Service, but the LOSSAN JPA will be responsible for establishing the culture of that service. Some of the existing agreements between the State and Amtrak regarding services and operations may not be in sync with the vision of the LOSSAN Board. As the Managing Director, Don and his team will work with the Member Agencies and Amtrak to undertake a review of existing agreements and initiate new agreements as necessary, to establish service criteria and standards, maintenance standards, on-time performance standards, and other critical issues affecting the quality of the customer experience. Another important aspect of this agreement will be the use of equipment. Under the current agreement between Amtrak and the State, Amtrak has committed to providing specific equipment for the Pacific Surfliner service. With local management, an agreement has to be negotiated that establishes the use of equipment on the Corridor in a manner responsive to LOSSAN.

3) Agreements with Host Railroads. There are existing agreements with UPRR, BNSF, NCTD, and SCRRA regarding dispatching and other tenant railroad-related issues along the Corridor. Each of these agreements will be examined for compatibility with the service objectives of the LOSSAN JPA.

4) Development and Negotiation of the Business Plan. The Business Plan must be in place before the state will establish funding. The development of this plan will take place concurrently with the ITA.

In addition to presenting the historical and projected performance of the Pacific Surfliner service, the Business Plan will reflect the vision of the LOSSAN Board with respect to:

> Operating Plan and Strategies > Short and Long Term Capital > Improvement Program > Performance Standards and Action Plan > Establishment of Fares > Service Amenities, Food Service and Equipment > Marketing Strategies > Annual Funding Requirement: Costs and

Ridership Projections > Separation of Funding > Consideration of Other Service Expansions

and Enhancements

SETTING THE FOUNDATION FOR LOCAL MANAGEMENT OF THE "NEW LOSSAN"

> Interagency Transfer Agreement

> Visioning, Strategic Planning, and Brand Development

> Negotiations with Amtrak

> Agreements with Host Railroads

> Development of the Business Plan


Managing Agency Facilities and Staffing (Task 4)

Location, Location, LocationThe Managing Agency should be based in a central location of the Corridor with convenient access to ALL segments. With the concurrence of the LOSSAN Board, we will place these offices at Los Angeles Union Station. This is centrally located in the Corridor, within two hours and forty minutes of each of the Member Agencies. These offices will be located at the same location as the Amtrak offices and in close proximity to the offices of Metrolink, California High Speed Rail Authority, and Caltrans. Additionally, the administrative support of the Managing Agency, Metro Headquarters, is directly connected to Union Station via an underground passageway, affording convenient access between LOSSAN management and shared support staff.

The location at Union Station will provide key advantages and opportunities for greater overall coordination and integration of rail services in the region.

Approximately 3,500 to 4,000 square feet of office space will be needed for the management staff. This space is suitable for all of the personnel indicated in the start-up and initial periods. Additional space is available for expansion if necessary.

This location is also one mile away from the primary maintenance facility for all Pacific Surfliner rolling stock, the Redondo Locomotive Maintenance Facility (RLMF) in Los Angeles. This facility includes the locomotive and vehicle repair shop that performs safety inspections, servicing, and maintenance of all Amtrak locomotives and rolling stock, in addition to the rolling stock for long-distance trains (Coast

Starlight, Southwest Chief, and Sunset Limited), and major repairs to Amtrak equipment in operation throughout California. The accessibility of the RLFM for performance monitoring purposes is another key advantage that the Union Station location offers. It is expected that key management staff will be co-located at this facility to ensure compliance with FRA rules, maintenance agreements specified in the ITA, and agreements with Amtrak.

The establishment and development of the “New LOSSAN” increases the stature and relevance of the LOSSAN Board. Accordingly, this Board should have a meeting place that is symbolic of its responsibilities. Locating the management of the Corridor at LAUS allows convenient access to state-of-the-art Board Room facilities at Gateway Plaza (Metro Headquarters) – the same facilities currently used by the Metro Board and Metrolink Board of Directors. It is also anticipated that some Board meetings will be held on a rotating basis at other suitable locations along the LOSSAN Corridor for the convenience of member agencies.

Staffing of the Managing AgencyUnder the leadership of Don Sepulveda, Metro will provide the staff necessary for the LOSSAN JPA to operate as a fully-functioning Managing Agency. As his resume documents, Don’s management of multi-disciplinary teams in a variety of programs and projects provides the expertise needed to deliver an effective, responsive organization. To this end, he will ensure that shared staffing is transparent and efficient. Leveraging his private-sector management experience, Don will ensure that LOSSAN will operate without cumbersome layers of bureaucracy or siloed structures that run counter to productivity and growth of the service.

The proposed staffing structure will empower each manager with the resources needed to complete his/her mission. The organizational chart shown in Figure 3 recognizes the unique composition of the management of the LOSSAN service to support the Board by combining the talent and resources of individual Member Agencies to advance shared initiatives and coordinate agency-specific initiatives, such as legislative outreach and marketing. In addition to identifying the resources that will support the management of the service, the organizational chart illustrates the range of talent available to achieve the vision and objectives of the LOSSAN Board.

Corporate SafetyVijay Khawani

Legislative AffairsMichael Turner

Legislative AffairsFederal

Raffi Hamparian

DeputyDirector

TransportationOfficer

Technical Advisory

Committee

ManagingDirector

ManagingAgency

Staff Support

Executive Assistant

AssistantMechanical

Officer

Rail ServicesCompliance

Officer

EngineeringOfficer

Director ofCustomer Relations

MarketingAssistant

Project ServicesManager

Grants AdministratorCosette Stark

Member Agency Involvement

ManagingAgency

Board Support

Legal Counsel: Charles M. SaferChief Auditor: Ruthe HoldenChief Financial Officer: Terry MatsumotoEthics/Office of the Inspector General: Karen GormanBoard Secretary

LOSSANJPA

Board

ChiefExecutiveOfficers

Legal Counsel: Charles M. SaferRisk Management: Greg KildareCommunications: Lynda BybeeHuman Resources: Stefan ChasnovPublic Information Officer: Rick Jager

Finance Manager

AdministrativeAnalyst

Chief MechanicalOfficer

Figure XX. Organization Chart for Management Team

Shared w/ Metro as-needed

Dedicated

Advisory/Additional Resources


Shared vs. Dedicated Positions. Figure 4 on the following pages identifies the staffing needed to operate the LOSSAN service during the transition, start-up, and initial period of the Managing Agency. Some of these positions would be dedicated and others shared as-needed. Figures 3 and 4 identify the name, position, and function of the shared staff. The percentage of time expected to be allocated is shown in the Budget worksheets.

For dedicated positions, the understanding is that the Managing Director and the LOSSAN Board will together recruit these positions, including the railroad specialized staff. Through its Human Resources personnel, Metro will assist with recruitment and the necessary processing of effective candidates to serve the LOSSAN JPA.

Staffing Needs by PhasesThe needs of LOSSAN management during the transition and start-up periods vary greatly from the staff necessary to manage the “New LOSSAN”. In particular, the key management during the transition and start-up periods will be involved with negotiations and setting up the management and organizational for the initial period. Consequently, the staffing needs for effective and efficient management can be divided into distinct phases:

1.) Transition Period, defined by transfer of management from SANDAG to the Managing Agency. Don Sepulveda, working with the LOSSAN JPA and SANDAG, will set up the organization for effective management of the service. This critical first step will provide the organizational backbone for LOSSAN as the program moves into the development of the ITA. During this period it will be necessary to set up the financial and organizational structure that

Figure 3. Functional Organization Chart for Management Team

Mile

ston

esK

ey In

itiat

ives

Ded

icat

ed S

taff

ing

Shar

ed S

taff

ing

(as-

need

ed)

Managing Agency Selected

Administrative Support Agreement Signed

Interim Work Plan Submitted

Draft ITA Approved by LOSSAN Member Agencies

FY 2014 Budget Adopted


FY 2016 Business Plan & Budget Adopted

FY 2017Business Plan & Budget Adopted

Deadline forFinal ITA Approvalby State of California

INITIAL PERIODSTART-UPTRANSITION

(3 mos) (~18 mos) (36 mos)Managing Dir

Deputy Managing DirExecutive Asst

Finance Manager

Engineering Ofc

Administrative Analyst

Project Services Manager

Chief Mechanical OfcAsst Mechanical OfcRail Svcs Compliance Ofc

Transportation Ofc

Marketing AsstDir Customer Relations

Aug2013

Jan2014

Jan2015

Jan2016

Jan2017

Jan2018

Jun2018

LOSSAN Member Branding Task Force

Visioning + Strategic Planning

LOSSAN Board/CEO/TAC Input On ITA

ITA Negotiation with State

Rebranding Rollout

Revenue Service Under Local Management

Legal Counsel

Chief Financial Ofc

Public Information Ofc

Ethics OfcBoard Secretary

Legislative (State)

Human Resources

Risk Management

Grants Administrator

Corporate Safety

Legislative (Federal)

Chief Auditor

Communications


Figure 4. Staffing Plan and Timeline

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ives

Ded

icat

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taff

ing

Shar

ed S

taff

ing

(as-

need

ed)

Managing Agency Selected

Administrative Support Agreement Signed

Interim Work Plan Submitted

Draft ITA Approved by LOSSAN Member Agencies



FY 2016 Business Plan & Budget Adopted

FY 2017Business Plan & Budget Adopted

Deadline forFinal ITA Approvalby State of California

INITIAL PERIODSTART-UPTRANSITION

(3 mos) (~18 mos) (36 mos)Managing Dir

Deputy Managing DirExecutive Asst

Finance Manager

Engineering Ofc

Administrative Analyst

Project Services Manager

Chief Mechanical OfcAsst Mechanical OfcRail Svcs Compliance Ofc

Transportation Ofc

Marketing AsstDir Customer Relations

Aug2013

Jan2014

Jan2015

Jan2016

Jan2017

Jan2018

Jun2018

LOSSAN Member Branding Task Force

Visioning + Strategic Planning

LOSSAN Board/CEO/TAC Input On ITA

ITA Negotiation with State

Rebranding Rollout

Revenue Service Under Local Management

Legal Counsel

Chief Financial Ofc

Public Information Ofc

Ethics OfcBoard Secretary

Legislative (State)

Human Resources

Risk Management

Grants Administrator

Corporate Safety

Legislative (Federal)

Chief Auditor

Communications



KEY STRENGTHS: STAFFING PLAN

> Efficient and effective staffing plan that benefits the negotiations with reduced cost to the Member Agencies

> Effective use of dedicated and shared staff to create an efficient system.

> Dedicated team in place at the assumption of management responsibilities.

will be used through the development of the ITA and associated agreements. Don will be involving, on a limited basis, senior management of Metro to install an autonomous organization.

2a.) Start-Up Period – Early Phase, defined by preparation and negotiation of the ITA and other documents necessary for the establishment of the “New LOSSAN”. This phase sets the stage in preparation for local management of the LOSSAN Corridor service. An enhanced vision for the service will be established and key agreements with various stakeholders will be reviewed and revised as needed.

Key Staff: (Will continue into Initial Service)

> Don Sepulveda > Charles Safer > Charles Spitulnik > Michael Turner > Raffi Hamparian > Lynda Bybee

The main focus of the Start-Up Period is the negotiation of the ITA. Don will establish a core team to develop these agreements and will draw upon the expertise of legislative and legal consultants.

In addition to the ITA three initiatives are proposed to begin during this period: Visioning and Strategic Planning, Branding Task Force, and Business Plan preparation.

Visioning and Strategic Plan. Local management is a unique opportunity for the LOSSAN JPA to redefine the service and initiate a strategy of customer service and growth. As discussed later in Task 6, an important step in the development of this strategy is a visioning workshop held with the Board, the CEOs, and the TAC and facilitated by a consultant that will enhance and refine the vision for the LOSSAN Corridor.

Branding Task Force. Building upon the visioning and strategic plan, a branding task force will be initiated in anticipation of the roll-out of improved service under the Management Team. This process will occur

over several months, with ample opportunity for member agency participation in the development of branding elements and marketing materials prior to the roll-out.

Business Plan. The Business Plan will be developed in parallel with the ITA and build upon the Visioning and Strategic Plan for the LOSSAN Corridor discussed above. The Business Plan will define the roadmap to implement the vision and objectives for the LOSSAN Corridor and provide the basis for service under the ITA.

2b.) Start-Up Period – Late Phase, defined as the six to eight weeks prior to the effective local management date. With the assumptions of the responsibilities of local management, key management staff must be in place and established on day one of the service to ensure that the management team is not “going in cold” on the first day. Since the costs during the Start-Up Period are borne by the Member Agencies, it will be important to minimize this overlap as much as possible to minimize costs. As the Managing Director, Don will ensure that the right people are in place at the right time. This will create the effective, efficient, and economical transition to local management. Figure 4 identifies the key staff in place at this point. During the development of the organizational structure, Don will work with LOSSAN to identify key management staff that must be in place prior to the assumption of management responsibilities.

3) Initial Period, defined by the initiation of service under the control of local management. The full team will be in place upon implementation of local management. This team, supported by part time resources of the Managing agency will assume management of the service. At the initiation of the Initial Period, the marketing plan defining the “New LOSSAN” will be in place.

The following table defines the dedicated positions that will be in place at the time of Initial Service. A bio for Managing Director Don Sepulveda is also provided.


DEDICATED POSITION JOB DESCRIPTION

Managing Director* > Facilitates the transfer of management from SANDAG to the Managing Agency and establishes the organizational structure.

> Leads the negotiations of the agreements necessary for local service.

> Manages the business of the JPA and is responsible for the safe operation of the service.

> Prepares Board reports and provides regular updates to the LOSSAN Board.

Deputy Managing Director

> Supports the Managing Director in the day to day operations of the service.

> Directly oversees the planning, financial, and customer relations portion of the agency

Executive Assistant* > Serves the Office of the Managing Director.

Chief Mechanical Officer > Responsible for the management of all rail equipment maintenance and repair.

> Oversight responsibilities of staff dedicated to ensuring the safe and clean operation of equipment.

> Oversight of equipment compliance with FRA rules.

Assistant Mechanical Officer*

> Supports the Chief Mechanical Officer in providing safe and clean operating equipment.

Rail Services Compliance Officer*

> Oversees the maintenance activities of rail equipment, structures and facilities within the Corridor passenger rail and feeder bus service area.

> Monitors the implementation of goals, objectives, policies, procedures and work standards for the Corridor passenger rail and feeder bus service.

> Administers, reviews and evaluates the activities of the contracted service operator including food services.

> Operates and maintains computer-generated database relating to rail equipment maintenance and other service-related activities.

Transportation Officer* > Assumes management responsibility for managing the service delivery and performance of contracted services.

> Monitors and evaluates the efficiency and effectiveness of service delivery methods and procedure.

> Plans, directs, coordinates and reviews the Corridor passenger rail service work plan.

> Oversees and coordinates the provision of contracted services for fare collection, station maintenance and appearance and police support services.

Engineering Officer > Prepare/Review Prelim Engineering (PE) and Final Design (FD)

> Oversee RR-Related Construction Activities

> Conduct Site Inspections

> Verify Installation of RR Infrastructure and Review and Approve Related Invoices

> Ensure Sustained Benefits (Maintenance) Of RR Projects.

Finance Manager > Responsible for the day to day financial responsibilities of the agency.

> Manages Accounts Payable, Accounts Receivable, revenues, and other issues related to the finances of the agency.

Administrative Analyst > Assists the Finance Manager with the financial aspects of the organization

> Works with the Project Services Manager and Engineering Officer with project budget support

Project Services Manager > Day-to-day project management for technical and other non-railroad projects

> Project Controls

> Project Development

> Grants preparation and monitoring

> Work with Member Agencies to advance projects.

Director of Customer Relations*

> Responsible for LOSSAN customer communications, public relations and marketing strategies and activities.

> Oversee business outreach and promotional programs.

> Oversee provision of market research, design, production and other contracts.

> Develop surveys and quality control measures.

Marketing Assistant > Responsible for promoting LOSSAN ridership, customer courtesy and safety campaigns.

> Develop, prepare and produce communications in print, online/web, and social media.

> Provide media planning/placement and pre/post evaluations to ensure effectiveness.

> Assist with special events and joint promotions.

*Indicates staff member in place prior to assumption of responsibility for local management.


Key Metro Staff Bios

It is expected that the full-time dedicated staff will be recruited by the Managing Director and LOSSAN Board. This includes the specialized railroad-related Transportation and Equipment (T&E) team that will be co-located with Amtrak.

In addition to the dedicated positions, the following executive leadership will be providing support to the LOSSAN JPA. These part-time staff will be utilized on an as-needed basis.

Terry Matsumoto, Chief Financial Officer. Terry will be responsible for overseeing financial services for LOSSAN. As CFO of Metro since 2006, Terry is responsible for accounting, debt, investments, risk management, pension and benefits, and revenue.

Michael Turner, Legislative Affairs (State). Michael will be responsible for the initial efforts of advocacy on all state legislation and issues affecting LOSSAN. Currently he manages communication with the 39 members of the Los Angeles County Legislative Delegation, the Governor’s Office and State agencies, and has been involved with legislation related to carbon fees, infrastructure financing districts, congestion pricing and the legislation authorizing Measure R.

Raffi Hamparian, Legislative Affairs (National). Raffi will be responsible for advocacy at the federal level for LOSSAN. He manages communication on federal transportation policy and programs with the United States Senate, United States House of Representatives and agencies such as the FTA, FHWA, FRA and the office of the Secretary of Transportation at the USDOT.

Lynda Bybee, Chief Communications Officer. Lynda will advise Don and the LOSSAN Board on the development of successful strategic communications and outreach plans for LOSSAN. Lynda oversees Metro’s award-winning multi-disciplinary Communications Division.

Charles M. Safer, Legal Counsel. As Metro’s in-house legal counsel, Charles will provide and coordinate legal services for development and negotiation of the Interagency Transfer Agreement. For the past 26 years, Charles has provided transit-related legal services to Metro and its predecessor, the Southern California Rapid Transit District.

Vijay Khawani, Corporate Safety Officer. Vijay will foster LOSSAN’s Culture of Safety. He has been responsible for managing Metro’s system, construction, and employee safety programs. Vijay is also responsible for ensuring compliance with State and federal regulations and implementing the Safety Oversight Plan activities with the California Public Utilities Commission (CPUC).

Greg Kildare, Chief Risk Officer. Greg will oversee risk management for the LOSSAN JPA. He manages two “captive” insurance programs for Metro with nearly $300 million in assets and liabilities. Greg also purchases insurance for the agency and provides risk management consulting and insurance advice on Metro contracts, including multi-billion dollar construction projects.

Cosette Stark, Grants Administrator. Cosette will provide grants administration support for LOSSAN. She is responsible for securing federal, state, and local funds programmed for projects and programs, including the Jobs Access/Reverse Commute (JARC) and New Freedom Programs.

Charles A. Spitulnik, Special Legal Counsel. Charles will be supporting the LOSSAN JPA in the negotiations of the agreements necessary for local management. An attorney with Kaplan Kaplan Rockwell, Charles has more than 25 years experience in the practice of law, including extensive experience in transportation, major transactions, federal regulatory practice, and litigation. In recent years, his practice has been devoted to the representation of state and local governments in their negotiations with railroads. Charles has negotiated with freight railroads and Amtrak on the acquisition of ownership or other rights to use rights-of-way as well as on arrangements for shared use of the corridors or tracks by freight, intercity passenger, regional/commuter passenger and light rail/transit operations. In addition, he has assisted these governments in addressing environmental, competitive, service quality and other issues. Where transit systems propose to share tracks with freight railroads, he advises the systems on compliance with FRA rules and has secured waivers of those rules where the shared use involves non-compliant vehicles using the same tracks as freight or traditional passenger operators.


Professional Experience:Don is a Professional Engineer and leads the Regional Rail Team at Metro. His team is responsible for managing Metro’s commitment as a member agency of Metrolink and the LOSSAN JPA and for coordinating development of the California High Speed Rail Program in LA County. In addition, Don is responsible for the development and adoption of the County’s first Regional Rail Capital Program that includes grade separations, the Southern California Regional Interconnector Project, and other capital programs involving freight and passenger carriers and benefitting passengers and communities throughout the region.

Don works closely with the Federal Railroad Administration, California High Speed Rail Authority, and agencies around the State in development of a Statewide integrated passenger rail network that incorporates intercity, commuter, and high speed rail, with connections to local transit services. Further, he leads the efforts of the Southern California Rail Partners Group to incorporate blended high speed rail service with Metrolink and Amtrak and represents this group at the Statewide level.

Don has extensive experience in leading multi-disciplinary teams to develop and implement

Education: BS Civil Engineering, California State University, Northridge

AA General Education, Pierce College, Los Angeles, California

Professional Registration: Professional Engineer (Civil): California: No. C58225

Professional Memberships: American Society of Civil Engineers (ASCE) – Fellow

American Railway Engineering & Maintenance of Way Association (AREMA)

Member: Commuter and Intercity Rail Systems and High Speed Rail Systems

transportation projects and programs involving consensus building, policy making, and the development of contract documents. He has unique experience in uniting design and construction, while addressing public issues, from initial planning through construction.

Prior to joining Metro, Don worked closely with agencies such as Metrolink, the Class 1 railroads, Caltrans, Amtrak, and North County Transit District in the design and development of infrastructure and safety projects and programs. With his expertise in cost loading, job costing, program management, and rail project procurement, Don provides unique insight into approaches to minimize project development budget and schedule risk.

Don has led and participated in industry peer reviews, including leading the Metrolink Safety Peer Review after the Chatsworth accident. He serves on the American Railroad Engineering and Maintenance of Way Association (AREMA) committees on Commuter/Intercity and High Speed Rail and works as a leader in developing recommended practices for the industry. In addition, he has served in leadership roles in ASCE including strategic planning for the Society.

Key rail programs managed by Don include: > LOSSAN Corridor Strategic

Implementation Plan > SCRRA Safety Peer Review Panel > SCRRA Sealed Corridor Program > NCTD Positive Train Control (PTC)

Implementation > Alameda Corridor Transportation Authority

> Caltrans Division of Rail Passenger Rail Transportation Facilities

> Burlington Northern Santa Fe (BNSF) Facilities

Bio for Don A. Sepulveda, P.E.

RFPProposing Agency

Combined Overhead (%)* = 150.16%Annual Escalation on Base Hourly Rates = 3.00%

Min Mid Max Min Mid Max Min Mid Max

FY 14 560 41% $64.61 $80.76 $96.91 $161.63 $202.03 $242.43 $90,512 $113,136 $135,761 FY 15 960 46% $66.55 $83.18 $99.82 $166.48 $208.09 $249.70 $159,818 $199,766 $239,715

1,520 $250,330 $312,903 $375,476

FY 14 560 41% $23.01 $28.76 $34.51 $57.56 $71.95 $86.33 $32,235 $40,290 $48,345 FY 15 960 46% $23.70 $29.62 $35.55 $59.29 $74.10 $88.92 $56,917 $71,140 $85,363

1,520 $89,152 $111,430 $133,708

FY 14 0 0% $45.60 $56.99 $68.38 $114.07 $142.57 $171.06 $0 $0 $0 FY 15 160 8% $46.97 $58.70 $70.43 $117.50 $146.84 $176.19 $18,799 $23,495 $28,191

160 $18,799 $23,495 $28,191

FY 14 0 0% $31.24 $39.04 $46.83 $78.15 $97.66 $117.15 $0 $0 $0 FY 15 160 8% $32.18 $40.21 $48.23 $80.49 $100.59 $120.66 $12,879 $16,095 $19,306

160 $12,879 $16,095 $19,306

FY 14 0 0% $57.46 $73.62 $89.78 $143.74 $184.17 $224.59 $0 $0 $0 FY 15 160 8% $59.18 $75.83 $92.47 $148.06 $189.69 $231.33 $23,689 $30,351 $37,013

160 $23,689 $30,351 $37,013

FY 14 0 0% $45.91 $58.82 $71.73 $114.85 $147.14 $179.44 $0 $0 $0 FY 15 160 8% $47.29 $60.58 $73.88 $118.29 $151.56 $184.82 $18,927 $24,249 $29,572

160 $18,927 $24,249 $29,572

FY 14 0 0% $39.18 $50.19 $61.21 $98.00 $125.56 $153.12 $0 $0 $0 FY 15 160 8% $40.35 $51.70 $63.05 $100.94 $129.33 $157.71 $16,151 $20,692 $25,234

160 $16,151 $20,692 $25,234

FY 14 0 0% $42.25 $54.13 $66.01 $105.68 $135.41 $165.13 $0 $0 $0 FY 15 160 8% $43.51 $55.75 $67.99 $108.85 $139.47 $170.08 $17,417 $22,315 $27,214

160 $17,417 $22,315 $27,214

FY 14 0 0% $42.25 $54.13 $66.01 $105.68 $135.41 $165.13 $0 $0 $0 FY 15 160 8% $43.51 $55.75 $67.99 $108.85 $139.47 $170.08 $17,417 $22,315 $27,214

160 $17,417 $22,315 $27,214 4,160 $464,760 $583,846 $702,927

Min Mid Max Min Mid Max Min Mid MaxFY 14 10 1% $64.61 $80.76 $96.91 $161.63 $202.03 $242.43 $1,616 $2,020 $2,424 FY 15 20 1% $66.55 $83.18 $99.82 $166.48 $208.09 $249.70 $3,330 $4,162 $4,994

30 $4,946 $6,182 $7,418 FY 14 48 3% $28.72 $35.90 $43.07 $71.85 $89.81 $107.74 $3,449 $4,311 $5,172 FY 15 104 5% $29.58 $36.98 $44.36 $74.00 $92.50 $110.98 $7,696 $9,620 $11,542

152 $11,145 $13,931 $16,713 FY 14 140 10% $50.66 $63.32 $75.97 $126.73 $158.40 $190.05 $17,742 $22,176 $26,607 FY 15 208 10% $52.18 $65.22 $78.25 $130.53 $163.15 $195.75 $27,151 $33,936 $40,716

348 $44,893 $56,112 $67,322 FY 14 70 5% $50.66 $63.32 $75.97 $126.73 $158.40 $190.05 $8,871 $11,088 $13,303 FY 15 120 6% $52.18 $65.22 $78.25 $130.53 $163.15 $195.75 $15,664 $19,578 $23,490

190 $24,535 $30,666 $36,793 FY 14 20 1% $64.61 $80.76 $96.91 $161.63 $202.03 $242.43 $3,233 $4,041 $4,849 FY 15 104 5% $66.55 $83.18 $99.82 $166.48 $208.09 $249.70 $17,314 $21,641 $25,969

124 $20,546 $25,682 $30,818 FY 14 40 3% $60.73 $75.91 $91.10 $151.92 $189.90 $227.90 $6,077 $7,596 $9,116 FY 15 120 6% $62.55 $78.19 $93.83 $156.48 $195.59 $234.73 $18,778 $23,471 $28,168

160 $24,854 $31,067 $37,284 FY 14 0% $34.11 $42.63 $51.15 $85.33 $106.64 $127.96 $0 $0 $0 FY 15 64 3% $35.13 $43.91 $52.68 $87.89 $109.84 $131.80 $5,625 $7,030 $8,435

64 $5,625 $7,030 $8,435 FY 14 100 7% $68.27 $85.34 $102.40 $170.78 $213.48 $256.17 $17,078 $21,348 $25,617 FY 15 80 4% $70.32 $87.90 $105.48 $175.91 $219.88 $263.86 $14,072 $17,591 $21,109

180 $31,151 $38,938 $46,726

1,248 $167,695 $209,609 $251,509

Worksheet 1LOSSAN Managing Agency RFP

Cost Proposal for Start-up PeriodEstimated Timeframe of December 2, 2013 - June 30, 2015

Shared Staff

To Be Determined Transportation Officer

Subtotal, Dedicated Staff

Dedicated LOSSAN Staff

To Be Determined Executive Assistant

To Be Determined Director Customer Relations

To Be Determined Finance Manager

% Share

LOSSAN Managing AgencyLos Angeles County Metropolitan Transportation Authority

Don Sepulveda Managing Director

Loaded Rate/Hr*** Labor Amount

Name

Classification /

Title Year

Actual

Hours**

Base Rate/Hr

Vijay Khawani

Stefan ChasnovDeputy Executive

Officer Human Resources

Subtotal, Shared Staff

Lynda BybeeChief

Communications Officer

Greg Kildare

Michelle Jackson Board Secretary

Rick Jager

Corporate Safety Officer

Loaded Rate/Hr*** Labor AmountActual

Hours**

Base Rate/Hr

Public Information Officer

% Share

Director of Govt Relations (State)

Director of Govt Relations (Federal)

Risk Management

Michael Turner

Raffi Hamparian

To Be Determined Engineering Officer

Cost Proposal for Initial

Period under ITA

Classification /

Title Year

To Be Determined Chief Mechanical Officer

To Be Determined Asst. Mechanical Officer

To Be DeterminedRail Services Compliance Inspector


Agency Budget (Task 5)

KEY STRENGTHS: PROGRAM COST

> Budget based on effective and efficient use of dedicated and shared staff.

> Leverages purchasing power

> Use of on-call services as needed to reserve financial resources for major initiatives.

In the preparation of the agency staffing plan and budget, every effort has been made to maximize use of available personnel and resources, and to minimize costs to the Member Agencies. As a guiding principle, the Managing Agency will seek to leverage Metro’s resources while ensuring that any shared systems can

be appropriately firewalled to safeguard LOSSAN’s independence Program Cost Templates for the Start-Up and Initial periods are provided on the following pages.

Year AmountFY 14 $0 FY 15 $29,920

$29,920FY 14 $10,168 FY 15 $17,431

$27,599FY 14 $350,000 FY 15 $550,000

$900,000FY 14 $2,940 FY 15 $5,040

$7,980

Subtotal, Other Direct Costs $965,499

Min Mid MaxTotal Start-up FY 14 $543,921 $589,114 $634,301 Total Start-up FY 15 $1,054,033 $1,169,840 $1,285,633Total, Start-up Period $1,597,954 $1,758,953 $1,919,935

* Includes Labor Overhead, Fringe Benefit and General Administrative Expenses (% of Total Direct Labor Cost)** For calculating purposes, 2080 hours per year equals a full time staff position. In FY14, the Start-up Period will begin on 11/1 therefor the maximum annual hours in FY 14 will be 1379.*** Loaded Hourly Rate Calculation: $ Actual Hourly Rate X (1+Combined of Overhead&Fringe%) x escalation rate (1+escalation %)

June 6, 2013Signature Date

Item Cost/month FY 14 FY 15Travel

Automobile $429 $3,000 $5,143Train $154 $1,078 $1,848Plane $670 $4,690 $8,040Other (Hotel, Meals, etc.) $200 $1,400 $2,400

Subtotal - Travel $1,453 $10,168 $17,431

Consulting Visioning and Planning $250,000Legal $100,000 $250,000LegislativeMisc. Consulting $100,000Marketing $200,000

Subtotal - Consulting $350,000 $550,000

Other Direct CostsConference Calls $420 $2,940 $5,040Misc Equipment

Subtotal - Other Direct Costs $2,940 $5,040

Start Up Total $363,108 $572,471

Start-up Period: Other Direct Costs Summary Table

Assumes 2 trips north and south each month.

Assumes a marketing campaign in advance of local

Notes

Name/Title of Authorized RepresentativeArthur T. Leahy, Chief Executive Officer

Travel (mileage, train, other travel)

Consultant Services (specify)

Other Direct Costs (specify)

Total Start-up Costs

See ODC Summary Table below for travel cost estimate assumptions. Note: reflects an initial estimate subject to LOSSAN Board approval

See ODC Summary Table below for annual consulting services estimate assumptions. Note: reflects an initial estimate subject to LOSSAN Board approval

See ODC Summary Table below for other direct costs estimate assumptions. Note: reflects an initial estimate subject to LOSSAN Board approval

Other Direct Costs

Assumes 4,000 square feet at $1.87 per square foot per month (4 months). Note: reflects an initial estimate subject to LOSSAN Board approval

Notes

Office Space

Type

RFPProposing Agency

Combined Overhead (%)* = 150.16%Annual Escalation on Base Hourly Rates = 3.00%


FY 14 560 41% $64.61 $80.76 $96.91 $161.63 $202.03 $242.43 $90,512 $113,136 $135,761 FY 15 960 46% $66.55 $83.18 $99.82 $166.48 $208.09 $249.70 $159,818 $199,766 $239,715

1,520 $250,330 $312,903 $375,476

FY 14 560 41% $23.01 $28.76 $34.51 $57.56 $71.95 $86.33 $32,235 $40,290 $48,345 FY 15 960 46% $23.70 $29.62 $35.55 $59.29 $74.10 $88.92 $56,917 $71,140 $85,363

1,520 $89,152 $111,430 $133,708

FY 14 0 0% $45.60 $56.99 $68.38 $114.07 $142.57 $171.06 $0 $0 $0 FY 15 160 8% $46.97 $58.70 $70.43 $117.50 $146.84 $176.19 $18,799 $23,495 $28,191

160 $18,799 $23,495 $28,191

FY 14 0 0% $31.24 $39.04 $46.83 $78.15 $97.66 $117.15 $0 $0 $0 FY 15 160 8% $32.18 $40.21 $48.23 $80.49 $100.59 $120.66 $12,879 $16,095 $19,306

160 $12,879 $16,095 $19,306

FY 14 0 0% $57.46 $73.62 $89.78 $143.74 $184.17 $224.59 $0 $0 $0 FY 15 160 8% $59.18 $75.83 $92.47 $148.06 $189.69 $231.33 $23,689 $30,351 $37,013

160 $23,689 $30,351 $37,013

FY 14 0 0% $45.91 $58.82 $71.73 $114.85 $147.14 $179.44 $0 $0 $0 FY 15 160 8% $47.29 $60.58 $73.88 $118.29 $151.56 $184.82 $18,927 $24,249 $29,572

160 $18,927 $24,249 $29,572

FY 14 0 0% $39.18 $50.19 $61.21 $98.00 $125.56 $153.12 $0 $0 $0 FY 15 160 8% $40.35 $51.70 $63.05 $100.94 $129.33 $157.71 $16,151 $20,692 $25,234

160 $16,151 $20,692 $25,234

FY 14 0 0% $42.25 $54.13 $66.01 $105.68 $135.41 $165.13 $0 $0 $0 FY 15 160 8% $43.51 $55.75 $67.99 $108.85 $139.47 $170.08 $17,417 $22,315 $27,214

160 $17,417 $22,315 $27,214

FY 14 0 0% $42.25 $54.13 $66.01 $105.68 $135.41 $165.13 $0 $0 $0 FY 15 160 8% $43.51 $55.75 $67.99 $108.85 $139.47 $170.08 $17,417 $22,315 $27,214

160 $17,417 $22,315 $27,214 4,160 $464,760 $583,846 $702,927

Min Mid Max Min Mid Max Min Mid MaxFY 14 10 1% $64.61 $80.76 $96.91 $161.63 $202.03 $242.43 $1,616 $2,020 $2,424 FY 15 20 1% $66.55 $83.18 $99.82 $166.48 $208.09 $249.70 $3,330 $4,162 $4,994

30 $4,946 $6,182 $7,418 FY 14 48 3% $28.72 $35.90 $43.07 $71.85 $89.81 $107.74 $3,449 $4,311 $5,172 FY 15 104 5% $29.58 $36.98 $44.36 $74.00 $92.50 $110.98 $7,696 $9,620 $11,542

152 $11,145 $13,931 $16,713 FY 14 140 10% $50.66 $63.32 $75.97 $126.73 $158.40 $190.05 $17,742 $22,176 $26,607 FY 15 208 10% $52.18 $65.22 $78.25 $130.53 $163.15 $195.75 $27,151 $33,936 $40,716

348 $44,893 $56,112 $67,322 FY 14 70 5% $50.66 $63.32 $75.97 $126.73 $158.40 $190.05 $8,871 $11,088 $13,303 FY 15 120 6% $52.18 $65.22 $78.25 $130.53 $163.15 $195.75 $15,664 $19,578 $23,490

190 $24,535 $30,666 $36,793 FY 14 20 1% $64.61 $80.76 $96.91 $161.63 $202.03 $242.43 $3,233 $4,041 $4,849 FY 15 104 5% $66.55 $83.18 $99.82 $166.48 $208.09 $249.70 $17,314 $21,641 $25,969

124 $20,546 $25,682 $30,818 FY 14 40 3% $60.73 $75.91 $91.10 $151.92 $189.90 $227.90 $6,077 $7,596 $9,116 FY 15 120 6% $62.55 $78.19 $93.83 $156.48 $195.59 $234.73 $18,778 $23,471 $28,168

160 $24,854 $31,067 $37,284 FY 14 0% $34.11 $42.63 $51.15 $85.33 $106.64 $127.96 $0 $0 $0 FY 15 64 3% $35.13 $43.91 $52.68 $87.89 $109.84 $131.80 $5,625 $7,030 $8,435

64 $5,625 $7,030 $8,435 FY 14 100 7% $68.27 $85.34 $102.40 $170.78 $213.48 $256.17 $17,078 $21,348 $25,617 FY 15 80 4% $70.32 $87.90 $105.48 $175.91 $219.88 $263.86 $14,072 $17,591 $21,109

180 $31,151 $38,938 $46,726

1,248 $167,695 $209,609 $251,509


Cost Proposal for Start-up PeriodEstimated Timeframe of December 2, 2013 - June 30, 2015

Shared Staff

To Be Determined Transportation Officer


Dedicated LOSSAN Staff

To Be Determined Executive Assistant

To Be Determined Director Customer Relations

To Be Determined Finance Manager

% Share

LOSSAN Managing AgencyLos Angeles County Metropolitan Transportation Authority

Don Sepulveda Managing Director

Loaded Rate/Hr*** Labor Amount

Name

Classification /

Title Year

Actual

Hours**

Base Rate/Hr

Vijay Khawani




Lynda BybeeChief

Communications Officer

Greg Kildare


Rick Jager

Corporate Safety Officer

Loaded Rate/Hr*** Labor AmountActual

Hours**

Base Rate/Hr


% Share

Director of Govt Relations (State)

Director of Govt Relations (Federal)

Risk Management

Michael Turner

Raffi Hamparian

To Be Determined Engineering Officer

Cost Proposal for Initial

Period under ITA

Classification /

Title Year

To Be Determined Chief Mechanical Officer

To Be Determined Asst. Mechanical Officer

To Be DeterminedRail Services Compliance Inspector


RFP

Proposing Agency

Combined Overhead (%)* = 150.16%Annual Escalation of Rate/Hr (%) = 3.00%


FY 16 2,080 100% $91.65 $112.85 $134.04 $229.27 $282.31 $335.31 $476,885 $587,196 $697,454 FY 17 2,080 100% $94.40 $116.24 $138.06 $236.15 $290.77 $345.37 $491,192 $604,811 $718,378 FY 18 2,080 100% $97.23 $119.72 $142.20 $243.23 $299.50 $355.74 $505,927 $622,956 $739,929

6,240 $1,474,004 $1,814,963 $2,155,761

FY 16 2,080 100% $72.76 $90.94 $109.13 $182.01 $227.50 $273.01 $378,576 $473,192 $567,864 FY 17 2,080 100% $74.94 $93.67 $112.41 $187.47 $234.32 $281.20 $389,933 $487,388 $584,900 FY 18 2,080 100% $77.19 $96.48 $115.78 $193.09 $241.35 $289.64 $401,631 $502,010 $602,447

6,240 $1,170,141 $1,462,591 $1,755,211

FY 16 2,080 100% $26.17 $32.71 $39.24 $65.47 $81.82 $98.17 $136,184 $170,188 $204,193 FY 17 2,080 100% $26.96 $33.69 $40.42 $67.44 $84.28 $101.11 $140,269 $175,294 $210,318 FY 18 2,080 100% $27.77 $34.70 $41.63 $69.46 $86.80 $104.15 $144,477 $180,553 $216,628

6,240 $420,930 $526,034 $631,139

FY 16 2,080 100% $33.14 $41.42 $49.68 $82.91 $103.61 $124.28 $172,451 $215,509 $258,511 FY 17 2,080 100% $34.14 $42.66 $51.17 $85.40 $106.72 $128.01 $177,625 $221,974 $266,267 FY 18 2,080 100% $35.16 $43.94 $52.71 $87.96 $109.92 $131.85 $182,954 $228,634 $274,255

6,240 $533,030 $666,117 $799,033

FY 16 2,080 100% $53.75 $67.18 $80.60 $134.45 $168.05 $201.62 $279,654 $349,540 $419,370 FY 17 2,080 100% $55.36 $69.19 $83.01 $138.48 $173.09 $207.67 $288,043 $360,026 $431,952 FY 18 2,080 100% $57.02 $71.27 $85.50 $142.64 $178.28 $213.90 $296,685 $370,827 $444,910

6,240 $864,382 $1,080,392 $1,296,232

FY 16 2,080 100% $48.71 $62.40 $76.10 $121.84 $156.11 $190.38 $253,431 $324,710 $395,990 FY 17 2,080 100% $50.17 $64.28 $78.39 $125.50 $160.79 $196.09 $261,034 $334,452 $407,870 FY 18 2,080 100% $51.67 $66.20 $80.74 $129.26 $165.62 $201.97 $268,865 $344,485 $420,106

6,240 $783,329 $1,003,648 $1,223,966

FY 16 2,080 100% $60.96 $78.10 $95.25 $152.50 $195.38 $238.27 $317,194 $406,399 $495,601 FY 17 2,080 100% $62.79 $80.45 $98.10 $157.07 $201.25 $245.42 $326,710 $418,591 $510,469 FY 18 2,080 100% $64.67 $82.86 $101.05 $161.78 $207.28 $252.78 $336,512 $431,149 $525,783

6,240 $980,416 $1,256,139 $1,531,853

FY 16 2,080 100% $48.71 $62.40 $76.10 $121.84 $156.11 $190.38 $253,431 $324,710 $395,990 FY 17 2,080 100% $50.17 $64.28 $78.39 $125.50 $160.79 $196.09 $261,034 $334,452 $407,870 FY 18 2,080 100% $51.67 $66.20 $80.74 $129.26 $165.62 $201.97 $268,865 $344,485 $420,106

6,240 $783,329 $1,003,648 $1,223,966

FY 16 2,080 100% $41.56 $53.25 $64.94 $103.97 $133.21 $162.45 $216,260 $277,072 $337,887 FY 17 2,080 100% $42.81 $54.85 $66.88 $107.09 $137.20 $167.32 $222,747 $285,384 $348,024 FY 18 2,080 100% $44.09 $56.49 $68.89 $110.30 $141.32 $172.34 $229,430 $293,946 $358,465

6,240 $668,437 $856,402 $1,044,376

FY 16 2,080 100% $44.82 $57.42 $70.03 $112.12 $143.65 $175.19 $233,208 $298,800 $364,390 FY 17 2,080 100% $46.16 $59.15 $72.13 $115.48 $147.96 $180.44 $240,204 $307,764 $375,321 FY 18 2,080 100% $47.55 $60.92 $74.29 $118.95 $152.40 $185.86 $247,410 $316,997 $386,581

6,240 $720,822 $923,561 $1,126,292

FY 16 2,080 100% $44.82 $57.42 $70.03 $112.12 $143.65 $175.19 $233,208 $298,800 $364,390 FY 17 2,080 100% $46.16 $59.15 $72.13 $115.48 $147.96 $180.44 $240,204 $307,764 $375,321 FY 18 2,080 100% $47.55 $60.92 $74.29 $118.95 $152.40 $185.86 $247,410 $316,997 $386,581

6,240 $720,822 $923,561 $1,126,292 FY 16 2,080 100% $24.41 $30.51 $36.61 $61.07 $76.33 $91.59 $127,020 $158,761 $190,502 FY 17 2,080 100% $25.14 $31.43 $37.71 $62.90 $78.62 $94.34 $130,831 $163,524 $196,218 FY 18 2,080 100% $25.90 $32.37 $38.84 $64.79 $80.98 $97.17 $134,756 $168,430 $202,104

6,240 $392,606 $490,715 $588,824FY 16 2,080 100% $26.17 $32.71 $39.24 $65.47 $81.82 $98.17 $136,184 $170,188 $204,193 FY 17 2,080 100% $26.96 $33.69 $40.42 $67.44 $84.28 $101.11 $140,269 $175,294 $210,318 FY 18 2,080 100% $27.77 $34.70 $41.63 $69.46 $86.80 $104.15 $144,477 $180,553 $216,628

6,240 $420,930 $526,034 $631,139

81,120 $9,933,177 $12,533,804 $15,134,083

Staff #12 Administrative Analyst

Worksheet 2

Year

Actual

Hours**

Base Rate/Hr

LOSSAN Managing Agency RFP

Cost Proposal for Initial Period under ITAEstimated Timeframe of July 1, 2015 - June 30, 2018

LOSSAN Managing Agency

Los Angeles County Metropolitan Transportation Authority

Dedicated LOSSAN Staff Loaded Rate/Hr*** Labor Amount

% ShareName

Classification /

Title

Staff #1 Managing Director

Staff #3 Executive Assistant

Staff #4 Finance Manager

Staff #5 Project Services Manager

Staff #6 Director of Customer Relations

Staff #7 Chief Mechanical Officer

Staff #11 Engineering Officer

Staff #2 Deputy Managing Director

Staff #8 Asst. Mechanical Officer


Staff #13 Marketing Assistant

Staff #9Rail Services Compliance Inspector

Staff #10 Transportation Officer



FY 16 210 10% $68.54 $85.68 $102.81 $171.47 $214.33 $257.19 $36,009 $45,010 $54,011 FY 17 210 10% $70.60 $88.25 $105.90 $176.62 $220.76 $264.91 $37,089 $46,360 $55,631 FY 18 210 10% $72.72 $90.90 $109.07 $181.91 $227.39 $272.86 $38,202 $47,751 $57,300

630 $111,300 $139,121 $166,942

FY 16 104 5% $30.47 $38.09 $45.69 $76.22 $95.28 $114.31 $7,927 $9,909 $11,888 FY 17 104 5% $31.38 $39.23 $47.06 $78.51 $98.14 $117.73 $8,165 $10,206 $12,244 FY 18 104 5% $32.32 $40.41 $48.48 $80.86 $101.08 $121.27 $8,410 $10,512 $12,612

312 $24,502 $30,627 $36,744

FY 16 180 9% $53.75 $67.18 $80.60 $134.45 $168.05 $201.62 $24,201 $30,249 $36,292 FY 17 180 9% $55.36 $69.19 $83.01 $138.48 $173.09 $207.67 $24,927 $31,156 $37,380 FY 18 180 9% $57.02 $71.27 $85.50 $142.64 $178.28 $213.90 $25,675 $32,091 $38,502

540 $74,802 $93,495 $112,174

FY 16 150 7% $53.75 $67.18 $80.60 $134.45 $168.05 $201.62 $20,167 $25,207 $30,243 FY 17 150 7% $55.36 $69.19 $83.01 $138.48 $173.09 $207.67 $20,772 $25,963 $31,150 FY 18 150 7% $57.02 $71.27 $85.50 $142.64 $178.28 $213.90 $21,396 $26,742 $32,085

450 $62,335 $77,913 $93,478

FY 16 120 6% $68.54 $85.68 $102.81 $171.47 $214.33 $257.19 $20,577 $25,720 $30,863 FY 17 120 6% $70.60 $88.25 $105.90 $176.62 $220.76 $264.91 $21,194 $26,492 $31,789 FY 18 120 6% $72.72 $90.90 $109.07 $181.91 $227.39 $272.86 $21,830 $27,286 $32,743

360 $63,600 $79,498 $95,395

FY 16 80 4% $68.27 $85.34 $102.40 $170.78 $213.48 $256.17 $13,663 $17,078 $20,494 FY 17 80 4% $70.32 $87.90 $105.48 $175.91 $219.88 $263.86 $14,072 $17,591 $21,109 FY 18 80 4% $72.43 $90.53 $108.64 $181.18 $226.48 $271.77 $14,495 $18,118 $21,742

240 $42,230 $52,787 $63,345

FY 16 160 8% $64.43 $80.53 $96.65 $161.17 $201.46 $241.77 $25,788 $32,234 $38,684 FY 17 160 8% $66.36 $82.95 $99.55 $166.01 $207.50 $249.03 $26,562 $33,201 $39,844 FY 18 160 8% $68.35 $85.44 $102.53 $170.99 $213.73 $256.50 $27,358 $34,197 $41,040

480 $79,708 $99,631 $119,568

FY 16 104 5% $36.19 $45.23 $54.27 $90.53 $113.14 $135.75 $9,415 $11,766 $14,118 FY 17 104 5% $37.27 $46.58 $55.89 $93.24 $116.53 $139.82 $9,697 $12,119 $14,541 FY 18 104 5% $38.39 $47.98 $57.57 $96.04 $120.03 $144.02 $9,988 $12,483 $14,978

312 $29,100 $36,369 $43,637

3,324 $487,577 $609,441 $731,283

Year Amount

FY 16 $200,000 FY 17 $200,000 FY 18 $200,000

$600,000FY 16 $18,888 FY 17 $18,888 FY 18 $18,888

$56,664FY 16 $1,375,000 FY 17 $1,375,000 FY 18 $1,375,000

$4,125,000FY 16 $106,040 FY 17 $106,040 FY 18 $106,040

$318,120

Subtotal, Other Direct Costs $5,099,784

Min Mid Max

Total FY 16 $5,071,358 $5,952,167 $6,832,856 Total FY 17 $5,172,501 $6,079,734 $6,986,844 Total FY 18 $5,276,679 $6,211,128 $7,145,451 Total, Initial Period $15,520,538 $18,243,029 $20,965,150

* Includes Labor Overhead, Fringe Benefit and General Administrative Expenses (% of Total Direct Labor Cost)** For calculating purposes, 2080 hours per year equals a full time staff position.*** Loaded Hourly Rate Calculation: $ Actual Hourly Rate X (1+Combined of Overhead&Fringe%) x escalation rate (1+escalation %)

June 6, 2013Signature DateName/Title of Authorized Representative

Type

Office Space

Other Direct Costs (specify)

Total Initial Period Costs

Travel (mileage, train, other travel)

Consultant Services (specify)

Assumes the following annual expenses for Travel Related Costs: Automobile - $5,000; Train - $1,848; Plane - $8,040; and Other (hotel, meals, etc.) - $4,000. Note: These reflect an initial estimate subject to LOSSAN Board approval

Assumes the following annual expenses for Consultant Services: Legal - $75,000; Misc. Consulting - $100,000; and Marketing - $1,200,000. Note: These reflect an initial estimate subject to LOSSAN Board approval

Assumes the following annual expenses for Other Direct Costs: Conference Attendance - $1,000; Errors and Omissions - $100,000; and Conference Calls - $5,040. Note: These reflect an initial estimate subject to LOSSAN Board approval

Greg Kildare Risk Management


Arthur T. Leahy, Chief Executive Officer

Vijay Khawani Corporate Safety Officer

Chief Communications

Officer

Other Direct Costs



Rick Jager

Notes

Assumes 4,000 square feet at $2.50 per square foot per month. Also include Common Area Maintenance (CAM) of $20 per square foot per year. Note: reflects an initial estimate subject to LOSSAN Board approval


Lynda Bybee

Base Rate/Hr Loaded Rate/Hr*** Labor Amount

% ShareName

Classification /

Title

Raffi Hamparian

Year

Actual

Hours**

Director of Govt. Relations (Federal)


Michael Turner Director of Govt. Relations (State)

Shared Staff


RFPProposing Agency

Min Mid Max$464,760 $583,846 $702,927 $167,695 $209,609 $251,509 $965,499 $965,499 $965,499

$1,597,954 $1,758,953 $1,919,935

$9,933,177 $12,533,804 $15,134,083 $487,577 $609,441 $731,283

$5,099,784 $5,099,784 $5,099,784 $15,520,538 $18,243,029 $20,965,150

$17,118,492 $20,001,983 $22,885,085

Year Min Mid Max

FY 14 $543,921 $589,114 $634,301 FY 15 $1,054,033 $1,169,840 $1,285,633 FY 16 $5,071,358 $5,952,167 $6,832,856 FY 17 $5,172,501 $6,079,734 $6,986,844 FY 18 $5,276,679 $6,211,128 $7,145,451

$17,118,492 $20,001,983 $22,885,085

June 6, 2013Signature DateName/Title of Authorized Representative


Cost Proposal Summary

Estimated Timeframe of December 2, 2013 - June 30, 2015

Managing Agency Initial Period Under ITAJuly 1, 2015 - June 30, 2018

Managing Agency Dedicated Staff

Managing Agency Other Direct CostManaging Agency Start-up Cost

MANAGING AGENCY TOTAL COST

Managing Agency Dedicated StaffManaging Agency Shared StaffManaging Agency Other Direct Cost

Managing Agency Initial Period Cost

LOSSAN Managing Agency

Managing Agency Shared Staff

Arthur T. Leahy, Chief Executive Officer

Managing Agency Start-up Cost

Managing Agency Initial Period under ITA

Los Angeles County Metropolitan Transportation Authority

Cost Proposal for Start-up Period

Annual Costs

Total



Key LOSSAN Initiatives (Task 6)

The July 2008 LOSSAN Corridor Quick Improvements Study outlined a list of improvements with low cost and high utility for riders, many of which have been implemented. Building on that document and the LOSSAN Strategic Implementation Plan, these proposed initiatives continue and amplify the efforts to optimize service and create synergy in the Corridor already initiated by the LOSSAN Board.

Visioning and Strategic PlanThe “New LOSSAN” defines a new era for passenger rail in the region. It is important that the service be defined by an effective strategy that will redefine the network. Working with the LOSSAN Board, CEOs, and the TAC, and facilitated by a consultant, Don will initiate a Visioning Workshop that will set the foundation for this exciting new passenger rail management. Out of this workshop a Branding Task Force will be formed with the Member Agencies and LOSSAN leadership.

This visioning workshop will form the building blocks of a successful service strategy, as LOSSAN re-envisions itself as an intercity rail corridor whose significance extends beyond the station stops currently served by Amtrak Pacific Surfliner, COASTER, and Metrolink trains.

When intermodal and rail transfer options available at existing station stops are taken into account, such as Thruway Bus Service to Bakersfield and other long-distance Amtrak services, the LOSSAN Corridor rivals Amtrak’s NEC in its geographic scope. Presently, however, its importance goes largely unacknowledged at the national level, with a net impact of less federal funding. The Pacific Surfliner service is important to the communities along the Corridor. However, a marketing strategy that is not inclusive of the communities served results in lost opportunities to grow ridership and realize the full benefits of such efforts. The Visioning and Strategy Plan will redefine this service and provide the basis for a new and revitalized marketing and communications campaign. This effort will provide the framework for several other initiatives that will have positive influence on the service.

Strategic & Coordinated Brand Communications Following the development of the Visioning and Strategic Plan, Don will work with Lynda Bybee and the Member Agencies to form a branding task force to develop a professional communications strategy.

This brand development stage may include – but is not limited to – research into best practices; creation of a design style guide and the initial work in building an image library. The dedicated staff will work with the task force to set the stage for a rebranding rollout during the initial period.

The initial period will see further development and refinement of a unified brand identity and the development of communications, marketing and information programs and campaigns. The Director of Customer Relations will continue working with Member Agencies to develop targeted marketing efforts for the various communities along the Corridor. Through Member Agencies we can reach into local markets to create synergy in the region with other events, activities, and services.

Comprehensive Legislative AdvocacyA more cohesive brand identity for the LOSSAN Corridor, forged by the visioning process, will increase public awareness of intercity rail services and thereby empower the LOSSAN JPA to pursue effective advocacy efforts at all levels of government. Advocacy efforts will in turn unlock additional funding for improvements throughout the Corridor.

To date, management of the LOSSAN Corridor by Caltrans has limited opportunities for advocacy efforts at the State level. Because this constraint no longer exists under local management, it will be necessary to maximize the advocacy efforts for a stable share of State operating assistance under PRIIA Section 209 and to take advantage of future funding opportunities that may arise, notably the investment of Cap and Trade auction revenues in transportation infrastructure.

Targeted Marketing EffortsThe re-launch of Pacific Surfliner service under local management provides an exciting opportunity to reach a broader customer base than is currently targeted by Amtrak. An effective marketing plan must take into account intercity submarkets and the Corridor demographics behind those submarkets. The Member Agencies will work together in defining these submarkets.

As a first step, customer and market surveys will be conducted to provide insight into the needs of the customer base. The results from these surveys will guide the branding task force initiated during the


start-up period and form the basis for the rollout of the marketing campaign during the first year of the ITA.

The marketing campaign will leverage the power of social media platforms such as Facebook, Twitter, Pinterest, and Tumblr to promote its services with a broader LOSSAN customer base, and provide important information regarding train schedules, special rates, and on arrival times.

Partnerships for RidershipTo boost ridership, there are numerous opportunities to partner with local attractions, sports events, and concerts, just to name a few. These opportunities not only provide positive exposure for the Pacific Surfliner service, but also promotes the use of transit to reach these destinations. The management team will build on Metro's over 1,000 partnerships with attractions, cultural organizations, and restaurants developed through its Destination Discounts program. A similar program for the LOSSAN Corridor, could links customers to a plethora of cultural, institutional and commercial venues and stimulate local business throughout the Corridor.

On-Time Performance Incentive Program While on-time performance has improved, schedule delays due to the actions and operations of freight railroads are an ongoing frustration to passengers, and a major contributor to the LOSSAN Corridor’s subpar on-time performance record compared with locally-managed intercity corridors elsewhere in the State.

As part of its operating agreement with the UPRR the CCJPA has addressed this issue by including incentive payments based on the railroad’s achievement of on-time performance targets. The performance targets provide measurable outcomes that not only increase UPRR’s accountability to LOSSAN, but also allow both entities to resolve performance issues collaboratively. This type of incentive program could be considered by LOSSAN.

Additional incentives can be related to capital improvements in the Corridor. For example, long stretches of single track in the northern segment cause on-time performance and service challenges. To implement improvements on this segment that

will increase service and reduce travel times, a strong partnership must be established with the UPRR. A new incentive agreement with the UPRR tying infrastructure improvements to service development could be considered to provide a framework for investment in Corridor enhancements. The main objective would be to incentivize co-investment in capacity-constrained segments of the Corridor, with any infrastructure upgrades conditioned upon the availability of additional “slots” for future passenger service.

These programs would establish an innovative and effective way to align the interests of all stakeholders. The resulting on-time performance improvements attract more ridership. The enhanced capacity will provide the UPRR with additional freight service options resulting in a virtuous circle of higher load factors and enhanced profitability.

Customer Call CenterBorrowing from Capitol Corridor’s experience, the LOSSAN JPA should anticipate potential cost savings through local management of functions currently performed by Amtrak, such as customer call center duties. Currently, the Capitol Corridor provides six full time equivalents to perform this service as part of the BART's call center. LOSSAN Member Agencies may choose to investigate and pursue this type of outsourcing model to appropriately source this important customer service to provide a responsive convenient, cost-effective means of disseminating information to its customers.

5

5

80

15

40

215

10

8

Caltrain

Metrolink

Coaster

ACE

Coast Starlight

Sunset Limited

Capitol Corridor

Southwest ChiefThruway Bus

Coast Starlight

Pacific Surfliner

San Joaquin

SACRAMENTO

FRESNO

CALIFORNIA

NEVADA

OREGON

BAKERSFIELD

LOS ANGELES

LONG BEACH

OAKLAND

SANTA BARBARA

SAN LUIS OBISPO

SAN DIEGO

SANTA ANA

ANAHEIMRIVERSIDE

SAN JOSE

SAN FRANCISCO

PACIFIC OCEAN

Not to scale © 2013 LACMTA

ACE

Caltrain

Capitol Corridor

Coast Starlight

Coaster

Metrolink

Pacific Surfliner

San Joaquin

Southwest Chief

Sunset Limited

Thruway Bus

Major cities

Statewide Rail Services

One Gateway Plaza Los Angeles, CA 90012-2952

213.922.7491 Tel 213.922.3028 Fax

metro.net

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037

mm

©20

13 l

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