April 26, 2024 · Board of Directors
All Consent Calendar items are listed at the end of the agenda.
7.A Proposed FY2024-2025 (FY25) Budget - Request to Transmit The Southern California Regional Rail Authority (SCRRA) Joint Powers Authority (JPA) requires that the "Governing Board shall approve a preliminary administrative budget and capital improvement program for the succeeding fiscal year no later than May 1 of each year. The Board shall adopt a final budget no later than June 30 of each year. Decisions dealing with capital and operating fund allocations, as well as annual approval of each Member Agency's share of the Authority's annual budget, shall be approved by the Member Agencies themselves." On April 12, 2024, The Audit and Finance Committee approved the transmittal of the FY25 Budget as it existed at that time. Subsequent to that Committee Meeting, as the result of discussions with Member Agencies, the FY25 Budget was modified. The data attached and described in this item reflects that modification, which has resulted in a reduction of required support for all Member Agencies. Audit and Finance Committee recommended (5-0) the Board approve transmitting the Proposed FY25 Budget for the consideration and adoption of the Member Agencies. This report and the transmittal of the Proposed FY25 Budget has no impact on the FY24 or FY25 Budget. 7.B Proposed FY2024-2025 (FY25) Arrow Service Budget - Request to Transmit Arrow service provides Diesel Multiple Unit (DMU) transportation over a 9-mile rail corridor from San Bernardino-Downtown to Redlands-University. Arrow achieved revenue service in late October of 2022. An approved budget is required to provide funding for this service for FY25. This service is funded solely by SBCTA. Board of Directors Meeting April 26, 2024 3 Subsequent to the presentation of this item to the Audit and Finance Committee Meeting of April 12, 2024, additional meetings with SBCTA resulted in a modification of their FY25 Budget as provided in the attachments and discussion below. Audit and Finance Committee recommended (5-0) the Board of Directors approve transmittal of the FY2024-2025 Budget for Arrow Services to the San Bernardino County Transportation Authority (SBCTA) for their review and adoption. There is no budget impact as a result of the transmission of this Proposed FY25 Budget. 7.C Preliminary Evaluation of the October 2023 Antelope Valley Line Service Expansion On October 23, 2023, the Authority implemented a major increase in service on the Antelope Valley Line with additional trains added during the off-peak and weekend. This item provides a preliminary evaluation of the ridership response to the service increase and a summary of the feedback received from a customer survey. Receive and file. 7.D April Legislative Update Staff provides a regular monthly update on current legislative affairs. Receive and file. 7.E System Safety, Security, and Compliance (SSSC) Department Activities - Update Q3 FY24 Staff is providing a summary of the Authority’s safety, security, and compliance activities for Q3 for Fiscal Year (FY) 2024. Receive and file.
Authority Update
A. PUBLIC EMPLOYMENT – Pursuant to Government Code Section 54957(b)(1) Title: Chief Executive Officer Board of Directors Meeting April 26, 2024 4 B. CONFERENCE WITH LABOR NEGOTIATOR – Pursuant to Government Code Section 54957.6 Agency Designated Representative: Chair Larry McCallon Unrepresented Employee: Chief Executive Officer
12.A Approval of Meeting Minutes - March 29, 2024 Regular Board Meeting It is recommended that the Board approve the Minutes of the March 29, 2024 Regular Board Meeting. 12.B Working Capital Fund Policy Metrolink has no cash reserve funds. The majority of the grants supplied to Metrolink to fund Capital Projects require that funds be spent, and subsequently reimbursed by the Grantor. This creates a negative cash flow which Metrolink is not able to sustain. Audit and Finance Committee recommended (5-0) the Board adopt the Working Capital Policy. There is no budget impact as a result of this report. 12.C Performance Audit: Shared Use Agreements Revenue Billing Process (2024-02-IA) The Internal Audit Department (Internal Audit) completed the Performance Audit: Shared Use Agreements Revenue Billing Process (2024-02-IA). Receive and file. 12.D FY24 Financial Results for the Eight Months Ended February 29, 2024 - Ridership, Revenue, and Operating Results In response to the changed workplace environment and need for timely review of the Agency's financial position staff has committed to a monthly update of ridership and revenue. In recognition of the impact of changes to farebox revenue on Member Agencies Support, staff also committed to monthly reporting on Operational Performance. This report covers these two topics. Receive and file. 12.E Adjustment of Annual Authorization for Service Agreement - Governmentjobs.com Inc./Neogov Staff requests an adjustment to the Annual Authorization for the Service Agreement with Governmentjobs.com Inc./Neogov, which hosts the Agency's Applicant Tracking System, Learning Management System, and Performance Board of Directors Meeting April 26, 2024 5 Management System. Executive Committee recommended (5-0) the Board authorize the Chief Executive Officer to amend the Annual Authorization for Service Agreement No. LI172-24-002 with Governmentjobs.com Inc./Neogov from $50,272 to $62,000. The amount for which contract authority is requested is included in the FY24 Operating Budget. The $11,728 contract increase will be paid from the IT budget, for which sufficient funds were included in the FY24 Budget. 12.F La Paz Road Overhead Widening Project - Amendment No. 2 to the Construction and Maintenance Agreement with the City of Mission Viejo Approval is required to execute Amendment No. 2 to the Construction and Maintenance Agreement between the City of Mission Viejo and the Authority for the La Paz Road Overhead Widening Project. Contracts, Operations, Maintenance and Safety Committee recommended (5- 0) the Board authorize the Chief Executive Officer to execute Amendment No. 2 to the Construction and Maintenance Agreement between the City of Mission Viejo and the Authority that will increase the funding for the La Paz Road Overhead Widening Project construction support services by $905,246.97 from an existing $1,245,109.50 to a new not-to-exceed amount of $2,150,356.47. There is no budget impact since this is a Third Party Funded Agreement. 12.G Reimbursement Agreement with Level 3 Communications for the relocation of a fiber optic duct bank for the SCORE Simi Valley Double Track Project Approval is needed to negotiate and execute a Reimbursement Agreement with Level 3 Communications for the relocation of a fiber optic duct bank for the SCORE Simi Valley Double Track Project. Contracts, Operations, Maintenance and Safety Committee recommended (5- 0) the Board authorize the Chief Executive Officer to negotiate and execute a Reimbursement Agreement between the Authority and Level 3 Communications for a not-to-exceed amount of $5,750,625.35 for the relocation of a fiber optic duct bank that is required for the SCORE Simi Valley Double Track Project. The amounts for which contract authority is requested are included in the Adopted SCORE Program Capital Budget for FY2023-24 ($5,750,625.35) and funded with CRISI funds granted by FRA through the SCORE Program. 12.H Reimbursement Agreement with Sprint Communications for the relocation of a fiber optic duct bank for the SCORE Simi Valley Double Track Project Board of Directors Meeting April 26, 2024 6 Approval is needed to negotiate and execute a Reimbursement Agreement with Sprint Communications for the relocation of a fiber optic duct bank for the SCORE Simi Valley Double Track Project. Contracts, Operations, Maintenance and Safety Committee recommended (5- 0) the Board authorize the Chief Executive Officer to negotiate and execute a Reimbursement Agreement between the Authority and Sprint Communications for a not-to-exceed amount of $1,577,462.84 for the relocation of a fiber optic duct bank that is required for the SCORE Simi Valley Double Track Project. The amounts for which contract authority is requested are included in the Adopted SCORE Program Capital Budget for FY2023-24 ($1,577,462.84) and funded with CRISI funds granted by FRA through the SCORE Program. 12.I State Route 57 Northbound (Stadium Overhead) Widening Project - Construction and Maintenance Agreement with the California Department of Transportation Approval is required to negotiate and execute the Construction and Maintenance Agreement between the California Department of Transportation and the Authority for the State Route 57 Northbound (Stadium Overhead) Widening Project. Contracts, Operations, Maintenance and Safety Committee recommended (5- 0) the Board authorize the Chief Executive Officer to negotiate and execute the Construction and Maintenance Agreement between the California Department of Transportation and the Authority that will provide $2,299,770 of State funding for Authority support services to the construction of the State Route 57 Northbound (Stadium Overhead) Widening Project. There is no budget impact since this is a Third Party funded Agreement. 12.J Metrolink Rehabilitation Plan 2.0 Update Staff are presenting an update to the Metrolink Rehabilitation Plan, which was re-baselined in 2023, titled MRP 2.0. Receive and file.
Board of Directors Meeting April 26, 2024 7 ITEM 7.A metrolinktrains.com/meeting ITEM ID: 2024-170-0 TRANSMITTAL DATE: April 19, 2024 MEETING DATE: April 26, 2024 TO: Board of Directors FROM: Arnold Hackett, Chief Financial Officer SUBJECT: Proposed FY2024-2025 (FY25) Budget - Request to Transmit Issue The Southern California Regional Rail Authority (SCRRA) Joint Powers Authority (JPA) requires that the "Governing Board shall approve a preliminary administrative budget and capital improvement program for the succeeding fiscal year no later than May 1 of each year. The Board shall adopt a final budget no later than June 30 of each year. Decisions dealing with capital and operating fund allocations, as well as annual approval of each Member Agency's share of the Authority's annual budget, shall be approved by the Member Agencies themselves." On April 12, 2024, The Audit and Finance Committee approved the transmittal of the FY25 Budget as it existed at that time. Subsequent to that Committee Meeting, as the result of discussions with Member Agencies, the FY25 Budget was modified. The data attached and described in this item reflects that modification, which has resulted in a reduction of required support for all Member Agencies. Recommendation Audit and Finance Committee recommended (5-0) the Board approve transmitting the Proposed FY25 Budget for the consideration and adoption of the Member Agencies. Strategic Commitment This report aligns with the Strategic Business Plan commitments of: 8 Safety is Foundational: We will stay on the leading edge by deploying new technologies and processes to enhance the safety and security of our riders, our fellow employees, and the communities we serve. Customers Are Our Business: We respect and value our customers, putting them at the heart of all we do, and work hard to attract and retain new customers by understanding their needs and finding new and innovative ways to bring them on board. Connecting and Leveraging Partnerships: We will forge new and enhanced relationships with our public and private partners to integrate and coordinate connecting services, providing residents throughout Southern California with better, seamless, sustainable alternatives to driving. Modernizing Business Practices: We will improve our operational efficiency through transparency, objective metrics and streamlined governance, reducing over-reliance on subsidy while bringing our system into a state of good repair and investing in the development of our employees. Advancing Key Regional Goals: We will grow the role of regional rail in addressing climate change, air quality, and other pressing issues by advancing toward zero emissions, making rail a compelling alternative to single-occupant automobiles and advancing equity-focused opportunities for all communities throughout Southern California. The FY25 Budget has been constructed to provide support to each of Metrolink's strategic goals. Background The "New Normal" has changed work modes and commuting patterns. Metrolink’s ridership was flat for a number of years prior to the COVID pandemic. During the pandemic, ridership declined approximately 90% and has since recovered to only 50% of pre-pandemic ridership. Metrolink can no longer depend on commuters alone to support ridership growth. Growing ridership must now come through re-inventing Metrolink to provide service to a wider audience across the region. The proposed FY25 Budget has been created to specifically address transforming Metrolink and increasing ridership. Over the last few years, Member Agencies have encouraged Metrolink to partner with consultants to review our service and equipment usage. The results of this partnership have led to the Optimized Service schedule. This new service schedule will fill in service gaps and make the most efficient utilization of equipment and crews. The Proposed FY25 Operating Budget is based on the Optimized Service created by that effort. It includes the addition of 36 trains to allow for pulse departures and fill in mid-day service gaps. It also reduces wasted crew hours, layovers, hoteling and crew transportation. Equipment is fully utilized, while mechanical service costs are reduced. In addition to the efficiencies realized, this optimized service will begin the transformation of Metrolink from a commuter rail to a regional public transportation which will provide service to 9 a multitude of audiences and purposes, including commuters, students, leisure travelers to events, beaches, shopping, and family gatherings. Staff believes that these services changes are critical for Metrolink’s long-term sustainability. Discussion Kickoff meetings for the FY25 Budget were conducted in late October 2023. The budget requests were submitted and subsequently analyzed and reviewed by staff. The CFO then held internal meetings with each department, and, subsequently, the Chief Executive Officer. The purpose of the meetings was to review the necessity for the budget amounts requested taking into consideration such factors as: Overarching goal of safety, fiscal sustainability and operational efficiency; Solutions to respond to post pandemic changes to farebox revenue; Condition of Assets; Funding at a level which will meet the goals of the Authority; Contractual obligations; Historic levels of spending; Current levels of spending; Known adjustments for the forthcoming year; Projects to improve efficiencies and create savings in current and future years. Internal meetings were concluded in early February. The Metrolink CFO then conducted meetings with each of the Member Agency CFOs and staff in late February. Questions were submitted and responses shared with all Member Agencies in early March. The Proposed FY25 Budget was reviewed with the Member Agency Advisory Committee (MAAC) on April 4th. Meetings were subsequently held with Member Agencies resulting in a staff reassessment of budgeted amounts. This reassessment generated modifications to the FY25 Budget reducing total Operating Expenses by $13.2M. The modification created a reduction in required support for each Member Agency. An overview of the this modified Proposed FY25 Budget for Operations and the Capital Program detailing the total request for support was reviewed with the Member Agencies' Chief Executive Officers during the April 2024 monthly meeting. Foundation for Proposed FY25 Budget The Proposed FY25 Budget provides funding to achieve: Continued emphasis on safe operations Intraoperative Positive Train Control (PTC) updates and maintenance as the centerpiece of Metrolink’s efforts. Investment in existing and new assets to maintain a state of good repair Funding of critical State of Good Repair projects. Funding for studies to improve maintenance efficacy and 10 Re-invention of Metrolink to help grow ridership and Programs to generate ridership for entertainment, day trips, shopping, etc. FY25 Operating Budget Assumptions: Service Hybrid Optimized Service (Current Service Levels July through September then Optimized Service beginning October 1) Revenue Ridership and Revenue Forecast as provided by KPMG/Sperry Capital Expense Contractor increases only as mandated by agreements. 3% Merit Pool and 3% COLA No New FTE Headcount Reporting: Monthly Formal Mid-Year Budget Review Arrow Service as a separate budget funded by SBCTA. FY25 Operating Budget Details Proposed Total Operating Revenues are $68.0M and reflect a projected net increase of $14.0M or 25.9% from the FY2023-2024(FY24) Budget. The year-over-year changes are detailed below in the Operating Revenues section. Expenditures are $332.1M and reflect an increase of $26.1M or 8.5% higher than the FY24 Budget. Details of the Year-over-Year expense change are explained below in the Operating Expenditures section. The required Operating Support is $264.0M and is an increase of $12.5M, or 4.8% from the FY24 Budget. (See Attachment A for comparisons). The Proposed FY25 Budget Operating Statement by detailed categories compared to the FY24 Budget, by Member Agency, by Line, and historically over the last five years are included as Attachments B, C, D, and E. Discussion of Proposed FY25 Budget Operating Statement Operating Revenues 11 Operating Revenues include Farebox, Dispatching, and Maintenance-of-Way (MOW) Revenues, and Other Revenues, such as interest and other minor miscellaneous revenues. Operating Revenues are estimated to total $68.0M for FY25, an increase of $14.0M or 25.9% compared to the FY24 Budget. Farebox Revenue, which is the largest component of the total Operating Revenue, is projected at $45.3M, an increase of $9.9M or 28.1% compared to the FY24 Budget. Other subsidies for fares are added to the farebox to arrive at a Pro Forma Farebox Revenue totaling $48.3M, an increase of $9.9M over FY24. We note that the Student Adventure Pass is not included in the revenue presented. Dispatching and MOW revenues from the freight railroads and Amtrak are based on existing agreements at the expected rate of usage. The budget of $2.2M for Dispatching Revenue reflects an increase of $0.3M as compared to the FY24 Budget. The MOW Revenue is $13.1M reflecting an increase of $0.2M, or 1.5% as compared to the FY24 Budget. Other Revenues are budgeted at $4.4M, an increase of $3.7M or 530%. This significant increase is the result of more favorable bank interest on funds. Operating Expenditures Operating Expenditures are presented in the following four categories: Train Operations, Maintenance-of-Way (MOW), Administration and Services, and Insurance. Comparisons are to the FY24 Budget. The Train Operations component of the Operating budget contains those costs necessary to provide Metrolink rail services across the six-county service areas, which includes the direct costs of railroad operations, equipment maintenance, and required support costs. The Proposed FY25 Budget for expenditures related to Train Operations including contingency is $183.0M an increase of 5.1% from the FY24 Budget. MOW expenditures are those costs necessary to perform the inspections and repairs on rails, signals and structures needed to ensure reliable, safe, efficient operation of trains, and the safety of the public. The Proposed FY25 Budget amount for expenditures related to MOW is $54.6M, an increase of $0.3M or 0.5% from the FY24 Budget. Administration and Services include internal expenditures related to Train Operations. The Proposed FY25 Budget for expenditures related to Administration & Services is $56.3M, a decrease of $1.1M or 1.9% as compared to the FY24 Budget. The category of Insurance and Legal is $23.2M for the Proposed FY25 Budget, an increase of $3.3M or 16.3% increase from the FY24 Budget. Overall, the total Proposed FY25 Budget for expenditures is $332.1M and has increased from the FY24 Budget by $26.1M or 8.5%. The components of this change are as described below. Note that the Agency has added to the formal budget the following new items: Estimated mobilization in the amount of $10.3M for the "Mini Bundle". Member Agency support for the FY25 Student Adventure Pass (to the extent that the estimated amount exceeds grant funding $3.2M. 12 Outside '20 Maintenance (LA Metro only) $1.3M. Total Train Operations have increased by $9.M or 5.1% from the FY24 Budget. The primary drivers of this increase are: Train Operator Services have increased $5.7M or 13.64%. $3.8M of this amount is driven by Optimized Service, while the balance of $1.9M is the contractual annual increase. Equipment Maintenance decreased by $0.5M or (1.1%). A $1.0M reduction was achieved in this category as a result of Optimization. The mechanical vendor increase is 3.5%. With a reduction in material cost, the base cost increase is $0.6M before the offset from Optimization savings; Fuel expense increased by $2.3M or 7.30%. $4.0M of this amount is due to the Optimized Service, fuel hedging is expected offset the cost increase by $1.8M; Security increased by $1.7M or 10.5% due to county mandated increases for the Los Angeles Sheriff's Department; Station Maintenance increased by $1.0M or 19.8% due to increased Union Station Common Area Maintenance; Rail Agreements increased by $0.2M or 3.6%. $1.0M of this was a result of Optimization costs, offset by changes to the AAR index. MOW has increased by $0.3M or 0.5% from the FY24 Budget. Administration and Services have decreased from FY24 Budget by $1.1M or 1.9%. The primary drivers of this decrease are: An increase to Operations Salaries & Benefits by $0.5M or 3.2% Decreases of $1.2M or 9.49% to Operations Non-Labor, $0.4M to Indirect Administrative Expense, and $0.1M in Operations Professional Services. Total Insurance and Legal expense has increased by $3.3M or 16.3% from the FY24 Budget, due to the following: Property and Liability Insurance premiums are higher by $2.3M or 14%. Net Claims/SI is increased by $0.8M or 85.9%, to ensure capture of any potential claims. Member Agency Operating Support Member Agency support is required to fund the difference between the total costs of operations and available revenues. The Proposed FY25 Budget estimates total Member Agency support is needed in the amount of $264.0M or an increase of $12.2M or 4.8% from the FY24 Budget. This support now includes the estimated cost of the Mobilization for the "Mini-Bundle", the Student Adventure Pass Support, and the (LA Metro only) Outside '20 support. The Budget Summary Comparison (Attachment E) includes a Year-over-Year comparison of net operating support by Member Agency. In response to Member Agency requests, this schedule reflects the FY25 Proposed member support in whole dollars which are required to 13 create Member Agency Board requests. Capital Program Budget State of Good Repair (SGR) The Proposed FY25 Proposed Budget was developed based on the Metrolink Rehabilitation Plan (MRP) which was created in fulfillment of the Transit Asset Management (TAM) requirement, and to address the Authority's SGR needs. The MRP addresses two critical elements: Backlog: Total cost of renovating all assets to achieve a current SGR SGR: Annual cost of keeping assets in a State of Good Repair The FY25 budget request addresses only the SGR or annual cost of keeping assets in a State of Good Repair. The Proposed FY25 Budget does not address the current backlog which is estimated to be over $800M. SGR: The SGR authorization request for FY25 was identified as necessary investments to maintain an SGR. These projects total $161.6M, an increase of $31.8M or 24.5%. The projects are presented by Member Agency, by Line, and by individual project with locations and descriptions in Attachment F. New Capital: The New Capital authorization request for FY25 was identified as necessary for safe and efficient rail operations. These projects total $5.9M, a decrease from the FY24 request of $14.3M or 70.0% The projects are presented by Member Agency, by Line, and by individual project with locations and descriptions in Attachment H. Multi-Year Forecasts Operating Budget Forecasts for FY26, FY27, FY28 and FY29 will be provided to the committee for their requested approval at the June 2024 Committee Meeting. Upon Board approval, the FY26, FY27, FY28, and FY29 forecasted budgets will be provided to the Member Agencies for consideration and programming. The four- year forecasts will be considered for adoption individually during the applicable year. Upon approval by the Board, the Proposed FY25 Budget will be transmitted to Member Agencies for consideration and adoption. Operating Budget Attachments The attachments as listed below provide additional detail on the FY25 Proposed Budget for Operating as described: Attachment A - FY25 Proposed Operating Budget with Comparison to FY24 Attachment B - Historical Actual and Budgeted Operating Statements Attachment C - FY25 Proposed Operating Budget by Member Agency 14 Attachment D - FY25 Proposed Operating Budget by Line Attachment E - History of Actual and Budgeted Operating Support by Member Agency Capital Program Budget Attachments The attachments as listed below provide additional detail on the FY25 Proposed Budget for the Capital Program as described: Attachment F - FY25 Proposed SGR Projects by Member Agency, Line, and Project Detail List Attachment G - FY25 Proposed New Capital by Member Agency, Line, and Project Detail List Attachment H - FY25 Proposed Capital Program Cashflow Budget Impact This report and the transmittal of the Proposed FY25 Budget has no impact on the FY24 or FY25 Budget. Next Steps April 26: Board Approval for FY25 Budget transmittal to Member Agencies May-June 2024: Staff presentations at Member Agencies' Committee and Board meetings, as requested. June 14: Request AFCOM recommendation for adoption of FY25 Budget of 4-year forecast June 28: Board Adoption of FY25 Budget and approval of 4-year forecast. Prepared by: Christine J. Wilson, Senior Finance Manager Approved by: Arnold Hackett, Chief Financial Officer Attachment(s) Attachment A - FY25 Proposed Operating Budget - Hybrid Schedule Attachment B - Historical Actual and Budgeted Operating Statements Attachment C - FY25 Proposed Operating Budget by Member Agency Attachment D - FY25 Proposed Operating Budget by Line Attachment E - History of Actual and Budgeted Operating Support by Member Agency Attachment F - FY25 Proposed SGR Projects by Member Agency, Line, and Project Detail List Attachment G - FY25 Proposed New Capital by Member Agency, Line, and Project Detail List Attachment H - FY25 Proposed Capital Program Cashflow Presentation - Proposed FY2024-2025 (FY25) Budget 15 Attachment A FY25 Proposed Operating Budget - Hybrid Schedule FY24 FY25 Variance ($000s) Amended Proposed FY25 Proposed vs Budget Budget FY24 Amended Hybrid Schedule $ Variance % Variance Operating Revenue Farebox Revenue 35,407 45,348 9,941 28.08% Fare Reduction Subsidy 490 427 (63) -12.91% Other Train Subsidies 2,565 2,565 - 0.00% Special Trains - - - n/a Subtotal-Pro Forma FareBox 38,463 48,341 9,878 25.68% Dispatching 1,963 2,207 244 12.45% Other Revenues 691 4,353 3,662 530.04% MOW Revenues 12,932 13,127 195 1.51% Total Operating Revenue 54,048 68,028 13,980 25.87% Operating Expenses Operations & Services Train Operators 42,040 47,776 5,736 13.64% Train Dispatch 5,566 5,919 353 6.34% Equipment Maintenance 44,560 44,074 (486) -1.09% Fuel 31,028 33,293 2,265 7.30% Non-Scheduled Rolling Stock Repairs 100 150 50 50.00% Operating Facilities Maintenance 2,244 2,486 242 10.79% Other Operating Train Services 942 973 31 3.34% Security 16,635 18,376 1,741 10.47% Public Safety Program 103 53 (50) -48.38% Passenger Relations 2,021 1,975 (47) -2.30% TVM Maintenance/Revenue Collection 5,342 4,929 (414) -7.74% Marketing 3,238 3,003 (235) -7.26% Media & External Communications 322 304 (19) -5.77% Utilities/Leases 3,088 2,704 (384) -12.42% Transfers to Other Operators 3,269 2,615 (655) -20.02% Amtrak Transfers 1,185 671 (515) -43.42% Station Maintenance 5,229 6,266 1,037 19.83% Rail Agreements 6,680 6,922 241 3.61% Special Trains 500 500 - 0.00% Subtotal Operations & Services 174,093 182,987 8,894 5.11% Maintenance-of-Way MoW - Line Segments 53,546 53,978 432 0.81% MoW - Extraordinary Maintenance 794 640 (154) -19.39% Subtotal Maintenance-of-Way 54,340 54,618 278 0.51% Administration & Services Ops Salaries & Benefits 17,221 17,764 543 3.16% Ops Non-Labor Expenses 12,830 11,613 (1,217) -9.49% Indirect Administrative Expenses 24,658 24,283 (375) -1.52% Ops Professional Services 2,717 2,654 (63) -2.32% Subtotal Admin & Services 57,426 56,314 (1,112) -1.94% Contingency 88 50 (38) -42.86% Total Operating Expenses 285,947 293,969 8,022 2.81% Insurance and Legal Liability/Property/Auto 16,838 19,201 2,363 14.03% Net Claims / SI 990 1,841 851 85.93% Claims Administration 2,146 2,196 50 2.31% Subtotal Insurance and Legal 19,974 23,237 3,263 16.34% Mobilization - 10,338 10,338 n/a Student Adventure Pass - 3,211 3,211 n/a Outside 20' - 1,300 1,300 n/a Total Expense 305,921 332,056 26,135 8.54% Loss / Member Support Required (251,873) (264,028) (12,155) 4.83% Numbers may not foot due to rounding 16 Attachment B Historical Actual and Budgeted Operating Statements FY 24-25 Variance FY 23-24 Proposed FY25 Proposed vs FY 20-21 FY 21-22 FY 22-23 ($000s) Amended Budget FY24 Amended Actual Actual Actual Budget Hybrid $ % Schedule Variance Variance Operating Revenue Farebox Revenue 13,811 25,128 31,114 35,407 45,348 9,941 28.08% Fare Reduction Subsidy 164 689 571 490 427 (63) -12.91% AV Line Discount - (15) - - - - n/a Mobility 4 All Subsidy - - 389 - - - n/a Other Train Subsidies 2,306 2,365 2,443 2,565 2,565 - 0.00% Special Trains - 121 29 - - - n/a Subtotal-Pro Forma FareBox 16,256 28,288 34,546 38,463 48,341 9,878 25.68% Dispatching 2,079 2,155 2,245 1,963 2,207 244 12.45% Other Revenues 345 459 1,094 691 4,353 3,662 530.04% MOW Revenues 11,545 11,506 13,402 12,932 13,127 195 1.51% Total Operating Revenue 30,225 42,407 51,287 54,048 68,028 13,980 25.87% Operating Expenses Operations & Services Train Operators 37,534 36,314 36,075 42,040 47,776 5,736 13.64% Train Dispatch 5,351 5,275 5,260 5,566 5,919 353 6.34% Equipment Maintenance 37,041 39,130 42,344 44,560 44,074 (486) -1.09% Fuel 18,640 21,245 31,881 31,028 33,293 2,265 7.30% Non-Scheduled Rolling Stock Repairs 112 43 93 100 150 50 50.00% Operating Facilities Maintenance 2,130 1,804 2,244 2,244 2,486 242 10.79% Other Operating Train Services 945 520 532 942 973 31 3.34% Rolling Stock Lease 230 - - - - - n/a Security 13,597 13,973 14,941 16,635 18,376 1,741 10.47% Public Safety Program 64 14 7 103 53 (50) -48.38% Passenger Relations 1,787 1,622 1,636 2,021 1,975 (47) -2.30% TVM Maintenance/Revenue Collection 3,503 3,675 4,752 5,342 4,929 (414) -7.74% Marketing 2,092 2,646 2,622 3,238 3,003 (235) -7.26% Media & External Communications 219 101 232 322 304 (19) -5.77% Utilities/Leases 2,899 2,913 2,538 3,088 2,704 (384) -12.42% Transfers to Other Operators 662 1,975 2,130 3,269 2,615 (655) -20.02% Amtrak Transfers 41 238 322 1,185 671 (515) -43.42% Station Maintenance 1,960 1,984 2,081 5,229 6,266 1,037 19.83% Rail Agreements 4,812 3,193 5,313 6,680 6,922 241 3.61% Special Trains - 74 - 500 500 - 0.00% Subtotal Operations & Services 133,621 136,741 155,000 174,093 182,987 8,894 5.11% Maintenance-of-Way MoW - Line Segments 43,756 49,740 48,391 53,546 53,978 432 0.81% MoW - Extraordinary Maintenance 599 242 873 794 640 (154) -19.39% Subtotal Maintenance-of-Way 44,355 49,982 49,264 54,340 54,618 278 0.51% Administration & Services Ops Salaries & Benefits 15,578 15,107 15,144 17,221 17,764 543 3.16% Ops Non-Labor Expenses 7,334 7,594 8,616 12,830 11,613 (1,217) -9.49% Indirect Administrative Expenses 17,695 17,645 17,614 24,658 24,283 (375) -1.52% Ops Professional Services 2,311 2,276 1,786 2,717 2,654 (63) -2.32% Subtotal Admin & Services 42,917 42,622 43,161 57,426 56,314 (1,112) -1.94% Contingency - - 40 88 50 (38) -42.86% Total Operating Expenses 220,893 229,344 247,465 285,947 293,969 8,022 2.81% Insurance and Legal Liability/Property/Auto 12,447 12,857 13,406 16,838 19,201 2,363 14.03% Net Claims / SI 1 (684) 382 990 1,841 851 85.93% Claims Administration 682 1,708 1,935 2,146 2,196 50 2.31% Total Net Insurance and Legal 13,129 13,880 15,723 19,974 23,237 3,263 16.34% Mobilization - - - - 10,338 10,338 n/a Student Adventure Pass - - - - 3,211 3,211 n/a Outside 20' - - - - 1,300 1,300 n/a Total Expense 239,627 243,224 263,188 305,921 332,056 26,135 8.5% Loss/Member Support Required (209,402) (200,817) (211,901) (251,873) (264,028) (12,155) 4.8% 17 FY 24-25 Variance FY 23-24 Proposed FY25 Proposed vs FY 20-21 FY 21-22 FY 22-23 ($000s) Amended Budget FY24 Amended Actual Actual Actual Budget Hybrid $ % Schedule Variance Variance Loss before Non-Recurring (203,798) (200,817) (211,901) (251,873) (264,028) (12,155) 4.8% Member Support before Non-Recurring 163,176 198,209 229,801 251,873 264,028 12,155 4.8% Surplus / (Deficit) before Non-Recurring (40,622) (2,608) 17,900 - - - n/a Prior year Carryforward / (Deficit) - 196 (2,921) - - - n/a Net Surplus / (Deficit) before Non-Recurring (40,622) (2,412) 14,979 - - - n/a Non-Recurring Settlement Expense 1 3,234 - - - - - n/a Non-Recurring Settlement Expense 2 2,370 - - - - - n/a Total Expenses including Non-Recurring 239,627 243,224 263,188 305,921 332,056 26,135 8.5% Net Loss including Non-Recurring (209,402) (200,817) (211,901) (251,873) (264,028) (12,155) 4.8% All Member Support 163,176 198,405 226,880 251,873 264,028 12,155 4.8% COVID-19 Relief Funding 46,226 - - - - - n/a Net Surplus / (Deficit) - (2,412) 14,979 - - - n/a *San Clemente Track Work Member Support - 5,000 5,896 1,557 - - n/a Total Expense - 3,604 4,339 - - - n/a Surplus / (Deficit) - 1,396 1,557 - - - n/a Surplus transferred to next year - 1,396 1,557 - - - n/a Net Surplus / (Deficit) - - - - - - n/a San Clemente #2 Member Support - - 6,000 4,887 - - n/a Total Expense - - 1,113 - - - n/a Surplus / (Deficit) - - 4,887 - - - n/a Surplus transferred to next year - - 4,887 - - - n/a Net Surplus / (Deficit) - - - - - - n/a San Clemente #3 Member Support - - - 8,900 - - n/a Total Expense - - - - - - n/a Surplus / (Deficit) - - - - - - n/a Surplus transferred to next year - - - - - - n/a Net Surplus / (Deficit) - - - - - - n/a Numbers may not foot due to rounding. *Note: FY25 budgeted amounts for San Clemente will be available subsequent to FY24 year-end 18 Attachment C FY25 Proposed Operating Budget by Member Agency - Hybrid Schedule (000's) METRO OCTA RCTC SBCTA VCTC TOTAL Operating Revenue Farebox Revenue 23,873 10,589 4,138 5,297 1,451 45,348 Fare Reduction Subsidy 255 - - 172 - 427 Other Train Subsidies 2,565 - - - - 2,565 Special Trains - - - - - - Subtotal-Pro Forma FareBox 26,694 10,589 4,138 5,469 1,451 48,341 Dispatching 1,117 693 18 131 248 2,207 Other Revenues 2,197 884 487 509 276 4,353 MOW Revenues 7,145 3,013 863 1,635 472 13,127 Total Operating Revenue 37,153 15,178 5,506 7,744 2,447 68,028 Operating Expenses Operations & Services Train Operators 25,947 10,372 4,825 4,816 1,815 47,776 Train Dispatch 3,499 1,051 462 580 327 5,919 Equipment Maintenance 22,588 8,453 5,183 5,633 2,217 44,074 Fuel 18,082 7,228 3,363 3,356 1,265 33,293 Non-Scheduled Rolling Stock Repairs 80 29 16 19 6 150 Operating Facilities Maintenance 1,325 475 270 317 100 2,486 Other Operating Train Services 481 189 124 107 72 973 Security 9,476 3,422 2,205 2,220 1,053 18,376 Public Safety Program 25 9 8 6 5 53 Passenger Relations 1,025 416 185 286 62 1,975 TVM Maintenance/Revenue Collection 2,154 1,059 803 621 292 4,929 Marketing 1,562 634 279 435 92 3,003 Media & External Communications 144 52 45 32 30 304 Utilities/Leases 1,283 466 402 284 269 2,704 Transfers to Other Operators 1,479 544 185 321 85 2,615 Amtrak Transfers 284 290 - - 96 671 Station Maintenance 4,085 868 368 678 266 6,266 Rail Agreements 2,022 1,885 1,671 421 922 6,922 Special Trains 238 99 56 72 36 500 Subtotal Operations & Services 95,778 37,544 20,449 20,203 9,012 182,987 Maintenance-of-Way MoW - Line Segments 30,593 10,364 3,369 6,757 2,895 53,978 MoW - Extraordinary Maintenance 375 92 61 68 44 640 Subtotal Maintenance-of-Way 30,968 10,456 3,430 6,825 2,939 54,618 Administration & Services Ops Salaries & Fringe Benefits 8,427 3,061 2,643 1,865 1,768 17,764 Ops Non-Labor Expenses 6,001 2,369 1,363 1,196 684 11,613 Indirect Administrative Expenses 11,520 4,184 3,613 2,550 2,416 24,283 Ops Professional Services 1,259 457 395 279 264 2,654 Subtotal Admin & Services 27,207 10,071 8,015 5,890 5,132 56,314 Contingency 24 9 7 5 5 50 Total Operating Expenses 153,977 58,079 31,901 32,924 17,088 293,969 Insurance and Legal Liability/Property/Auto 10,230 3,671 2,082 2,447 771 19,201 Net Claims / SI 981 352 200 235 74 1,841 Claims Administration 1,170 420 238 280 88 2,196 Total Net Insurance and Legal 12,380 4,442 2,519 2,961 934 23,237 Mobilization 5,615 2,244 1,044 1,042 393 10,338 Student Adventure Pass 1,641 743 331 386 110 3,211 Outside 20' 1,300 - - - - 1,300 Total Expense 174,913 65,509 35,796 37,313 18,525 332,056 Loss/Member Support Required (137,760) (50,331) (30,289) (29,570) (16,078) (264,028) 19 Attachment D FY25 Proposed Operating Budget by Line - Hybrid Schedule San Ventura Antelope Orange (000's) Riverside IEOC 91/PVL TOTAL Bernardino County Valley County Operating Revenue Farebox Revenue 12,443 3,867 7,390 3,165 10,422 3,898 4,165 45,348 Fare Reduction Subsidy 427 - - - - - - 427 Other Train Subsidies 847 154 872 308 180 - 205 2,565 Special Trains - - - - - - - - Subtotal-Pro Forma FareBox 13,716 4,020 8,262 3,472 10,601 3,898 4,370 48,341 Dispatching 246 518 368 6 999 26 43 2,207 Other Revenues 980 579 899 351 597 499 449 4,353 MOW Revenues 3,849 1,469 3,313 255 2,007 1,316 917 13,127 Total Operating Revenue 18,791 6,587 12,842 4,085 14,205 5,739 5,780 68,028 Operating Expenses Operations & Services Train Operators 11,121 4,744 10,532 2,575 8,666 5,211 4,926 47,776 Train Dispatch 1,731 906 1,563 123 590 510 497 5,919 Equipment Maintenance 10,688 5,254 8,484 3,319 6,369 5,068 4,892 44,074 Fuel 7,749 3,306 7,339 1,795 6,039 3,631 3,433 33,293 Non-Scheduled Rolling Stock Repairs 39 16 29 11 23 17 16 150 Operating Facilities Maintenance 641 259 489 176 376 276 268 2,486 Other Operating Train Services 188 133 169 117 141 106 119 973 Security 4,146 2,241 3,519 1,723 2,501 2,096 2,150 18,376 Public Safety Program 8 9 10 8 5 7 7 53 Passenger Relations 605 161 336 102 379 211 181 1,975 TVM Maintenance/Revenue Collection 919 682 864 469 645 736 614 4,929 Marketing 925 241 511 153 580 319 274 3,003 Media & External Communications 44 50 55 46 29 37 43 304 Utilities/Leases 395 449 488 405 257 331 379 2,704 Transfers to Other Operators 798 225 492 145 625 91 239 2,615 Amtrak Transfers - 250 - - 421 - - 671 Station Maintenance 1,995 827 1,438 365 1,087 10 544 6,266 Rail Agreements - 922 - 2,126 1,173 1,150 1,550 6,922 Special Trains 110 76 80 69 84 67 15 500 Subtotal Operations & Services 42,100 20,751 36,397 13,726 29,991 19,875 20,148 182,987 Maintenance-of-Way MoW - Line Segments 16,176 8,013 12,873 1,194 7,697 4,730 3,294 53,978 MoW - Extraordinary Maintenance 140 97 102 89 108 86 19 640 Subtotal Maintenance-of-Way 16,316 8,110 12,975 1,283 7,805 4,816 3,313 54,618 Administration & Services Ops Salaries & Fringe Benefits 2,592 2,952 3,208 2,661 1,689 2,173 2,489 17,764 Ops Non-Labor Expenses 2,375 1,416 2,363 1,006 1,783 1,341 1,330 11,613 Indirect Administrative Expenses 3,543 4,036 4,385 3,638 2,309 2,970 3,402 24,283 Ops Professional Services 387 441 479 398 252 325 372 2,654 Subtotal Admin & Services 8,897 8,845 10,436 7,702 6,034 6,807 7,593 56,314 Contingency 7 8 9 7 5 6 7 50 Total Operating Expenses 67,321 37,714 59,817 22,718 43,834 31,505 31,061 293,969 Insurance and Legal Liability/Property/Auto 4,952 2,001 3,775 1,360 2,906 2,135 2,070 19,201 Net Claims / SI 475 192 362 130 279 205 198 1,841 Claims Administration 566 229 432 156 332 244 237 2,196 Total Net Insurance and Legal 5,994 2,421 4,569 1,646 3,517 2,584 2,506 23,237 Mobilization 2,406 1,027 2,279 557 1,875 1,128 1,066 10,338 Total with Mobilization 75,721 41,162 66,665 24,921 49,227 35,216 34,632 327,545 Loss with Mobilization (56,931) (34,575) (53,823) (20,837) (35,022) (29,477) (28,853) (259,517) *Student Adventure Pass 3,211 *Outside 20' 1,300 Total Expense 332,056 Loss/Member Support Required (264,028) *Note: Amounts by Line unavailable 20 Attachment E History of actual and budgeted Operating Support with variances of FY25 vs FY24 Support by Member Agency Total METRO OCTA RCTC SBCTA VCTC Support Share Share Share Share Share FY24 Amended Budget $251,872,872 $128,093,315 $50,557,390 $28,141,155 $28,754,730 $16,326,283 FY25 Proposed Budget $264,028,362 $137,759,830 $50,331,477 $30,289,196 $29,569,677 $16,078,182 Hybrid Schedule Total METRO OCTA RCTC SBCTA VCTC Year-Over-Year Change Support Share Share Share Share Share FY25 vs FY24 $ increase $12,155,490 $9,666,515 ($225,912) $2,148,041 $814,948 ($248,101) % increase 4.8% 7.5% -0.4% 7.6% 2.8% -1.5% Whole numbers are provided as requested by Member Agencies for their board approval and budget adoption. 21 AAttachment F PROJECT PROPOSALS FOR FY2025 BUDGET - NONE - REHAB PROJECTS ONLY FUNDINGS ROW# CREATOR INTEND BGT FY STATUS APPROVE PROJECT REV TYPE ROUTE SUBDIVISION MILEPOSTS CONDITION IMPACT ASSET TYPE PROJECT SCOPE PROJECT COST METRO OCTA RCTC SBCTA VCTC OTHER YEAR # 1 FERNANDEZK 2025 2025 SAVED OPEN 2823 00 Rehab ALL All n/a - n/a Worn High Business Systems EAM Software Enhancement EAM Software Enhancement and Technical Support. Metrolink's $1,418,000 $673,550 $280,764 $157,398 $204,192 $102,096 $0 Enterprise Asset Management System continues to evolve improving our asset management foundation. The agency will benefit with the development and implementation of software enhancements that will allow us to maintain and drive new EAM and Condition Based Maintenance Initiatives. This includes fault/alert management, KPI management, SGR asset condition assessment, workflow refinements, and technical support. 2 POGHOSYANE 2025 2025 SAVED OPEN 2843 00 Rehab ALL All n/a - n/a Worn High Business Systems MAINTENANCE-OF-WAY (MOW) & OPS. VEHICLES & EQUIPMENT - MOW and operations vehicles and equipment replacement via $3,081,000 $1,463,475 $610,038 $341,991 $443,664 $221,832 $0 REPLACEMENT & OVERHAUL new acquisition to rehabilitate aging fleet of specialized & operations vehicles, equipment and tools that support the timely repair and rehabilitation of the overall rail corridor right-of-way. Replacement of MOW/OPS equipment and vehicles; Rehabilitation of MOW equipment. Project budget to cover cost of zero emission light and medium duty vehicles (subject to manufacture production schedules). Light Duty (SUV's, Pick up and Hi-rail Trucks) - 30 Equipment - 4Mile 3 CHAKLADARA 2025 2025 SAVED OPEN 2850 00 Rehab ALL All n/a - n/a Marginal High Information Rehab of End-User Computing Infrastructure Assets Replace end of life infrastructure for end users. $457,000 $217,075 $90,486 $50,727 $65,808 $32,904 $0 Technology 4 PEREZO 2025 2025 SAVED OPEN 2851 00 Rehab ALL All n/a - n/a Marginal High Information Rehab of Network BackUp Systems and Disaster Recover (DR) Upgrade Network Backup Software to include new features like $373,000 $177,175 $73,854 $41,403 $53,712 $26,856 $0 Technology systems orchestration of proceses for performing and recovering from disasters. Upgrade 2 of the server SANs. Hewlett Packard Enterprises announced the End of Support for those model SANs on October 2024. 5 PEREZO 2025 2025 SAVED OPEN 2852 00 Rehab ALL All n/a - n/a Marginal Low Information Rehab of Network Infrastructure and Improve the Health and Immutable BackUp for the servers in the CoLo to make the setup $1,074,000 $510,150 $212,652 $119,214 $154,656 $77,328 $0 Technology Stability of our Systems in the CoLo the same as the setup a DOC as well as safeguarding Metrolink from possible Ransomware attacks. This will allow us to have immutable backups when our systems are running in the CoLo Enhanced E-Mail protection thru Proof point. Ensures that legitimate e-mail is properly authenticating to mitigate the threat of maliciouis e-mail. A separate Manage Engine account for use specifically on the servers. Currently we're managing both workstation and serves in the same product. This is separate the Workstations and Servers and allow for better patch management of the servers. 24 Cisco 2960's are nearing end of life. Replacing them with Cisco 9000 series switches (48 port) to maintain the health of our network infrastructure. This will allow our switches to have maintenance support from HP. Uninterruptible Power Supplies (UPS) units in closets have not been replaced in over 2 years. Standardizin setup. Replace UPS setup with: Rackmount UPS (1500VA) with 2 Auxiliary Battery Packs. This will ensure that our systems will remain operational in the event of a short power disruption. Security software for the IT-Admin team to replicate the attacks that our external security auditors perform so that we can better safeguard the Metrolink network from malicious activity and improve our security posture. 6 CONLEYD 2025 2025 SAVED OPEN 2853 00 Rehab San Bernardino San Gabriel 2.4 - 57.7 Marginal Low Communications SAN GABRIEL SUBDIVISION TRAIN CONTROL, CIS, VSS, SYSTEMS San Gabriel Sub Communications Systems Rehabilitation $585,000 $351,000 $0 $0 $234,000 $0 $0 LIne REHABILITATION addresses major subcomponents to rehabilitate aging infrastructure and address growing backlog: - Positive Train Control (PTC) systems - Centralized train control systems - Communication Back-haul systems - Customer Information Systems - Video Surveillance and Security Systems - Voice Communication Systems - System Power Components - Shelter Environmental Subsystems Project Delivery will include Design Elements, Professional Services, Agency Staff, Maintenance Contractors and Construction Contractors. 1 / 12 22 Generated: 2/15/2024 10:16:29 AM by HARRISONA PROJECT PROPOSALS FOR FY2025 BUDGET - NONE - REHAB PROJECTS ONLY FUNDINGS ROW# CREATOR INTEND BGT FY STATUS APPROVE PROJECT REV TYPE ROUTE SUBDIVISION MILEPOSTS CONDITION IMPACT ASSET TYPE PROJECT SCOPE PROJECT COST METRO OCTA RCTC SBCTA VCTC OTHER YEAR # 7 CONLEYD 2025 2025 SAVED OPEN 2856 00 Rehab Orange County Orange 165.06 - Marginal Low Communications ORANGE SUBDIVISION TRAIN CONTROL, CIS, VSS, SYSTEMS Orange Sub Communications Systems Rehabilitation addresses $549,000 $0 $549,000 $0 $0 $0 $0 Line 207.36 REHABILITATION major subcomponents to rehabilitate aging infrastructure and address growing backlog: - Positive Train Control (PTC) systems - Centralized train control systems - Communication Back-haul systems - Customer Information Systems - Video Surveillance and Security Systems - Voice Communication Systems - System Power Components - Shelter Environmental Subsystems Project Delivery will include Design Elements, Professional Services, Agency Staff, Maintenance Contractors and Construction Contractors. 10 CONLEYD 2025 2025 SAVED OPEN 2859 00 Rehab ALL River 0.0 - 3.5 Marginal Low Communications RIVER SUBDIVISION TRAIN CONTROL, CIS, VSS, SYSTEMS River Sub Communications Systems Rehabilitation addresses $189,000 $89,775 $37,422 $20,979 $27,216 $13,608 $0 REHABILITATION major subcomponents to rehabilitate aging infrastructure and address growing backlog: - Positive Train Control (PTC) systems - Centralized train control systems - Communication Back-haul systems - Customer Information Systems - Video Surveillance and Security Systems - Voice Communication Systems - System Power Components - Shelter Environmental Subsystems Project Delivery will include Design Elements, Professional Services, Agency Staff, Maintenance Contractors and Construction Contractors. 11 CONLEYD 2025 2025 SAVED OPEN 2860 00 Rehab Riverside Line Riverside 49.6 UP LA SUB Marginal Low Communications RIVERSIDE LINE TRAIN CONTROL, CIS, VSS, SYSTEMS Riverside Line Communications Systems Rehabilitation addresses $343,000 $0 $0 $343,000 $0 $0 $0 - 61.6 UP LA REHABILITATION major subcomponents to rehabilitate aging infrastructure and SUB address growing backlog: - Positive Train Control (PTC) systems - Centralized train control systems - Communication Back-haul systems - Customer Information Systems - Video Surveillance and Security Systems - Voice Communication Systems - System Power Components - Shelter Environmental Subsystems SPECIFICALLY LOOKING TO UPGRADE CUSTOMER INFORMATION SYSTEMS AT RIVERSIDE COUNTY STATIONS (RIVERSIDE DOWNTOWN AND JURUPA VALLEY/PEDLEY) FOR FY25. Project Delivery will include Design Elements, Professional Services, Agency Staff, Maintenance Contractors and Construction Contractors. 12 FERNANDEZK 2025 2025 SAVED OPEN 2863 00 Rehab ALL All n/a - n/a Worn High Track FY25 SYSTEMWIDE TRACK REHABILITATION Rail Systemwide Track Rehabilitation addresses the following $3,468,000 $1,647,300 $686,664 $384,948 $499,392 $249,696 $0 Grinding/Surfacing recurring requirements to sufficiently rehabilitate aging infrastructure and growing backlog: - Rail Grinding: ongoing systemwide program - Surfacing Program to restore track profiles and cross sections 13 FERNANDEZK 2025 2025 SAVED OPEN 2864 00 Rehab ALL All n/a - n/a Worn High Track FY25 SYSTEMWIDE TRACK REHABILITATION Rail ADDITIONAL AMOUNT ADRESSES BACKLOG. Systemwide Track $1,953,000 $927,675 $386,694 $216,783 $281,232 $140,616 $0 Grinding/Surfacing BACKLOG Rehabilitation addresses the following recurring requirements to sufficiently rehabilitate aging infrastructure and growing backlog: - Rail Grinding: ongoing systemwide program - Surfacing Program to restore track profiles and cross sections 14 ZAVALAL 2025 2025 SAVED OPEN 2903 00 Rehab Ventura County Ventura - VC 428.35 - Worn High Train Control SoGR_FY25_VENTURA (VN)_SIGNAL Upgrade Signal Crossings at $3,000,000 $0 $0 $0 $0 $3,000,000 $0 Line County 433.27 1) Avenida Colonia Place 2) Erringer Rd 3) 1st Street 16 ZAVALAL 2025 2025 SAVED OPEN 2906 00 Rehab Antelope Valley Valley 22.63 - 76.2 Worn High Train Control SoGR_FY25_VALLEY_SIGNAL Upgrade Control Points incl. Switches and Cables at $2,640,750 $2,640,750 $0 $0 $0 $0 $0 Line CP Kocian CP Harold CP Sierra Upgrade Signal Crossings at Polk Street Newhall Ave 2 / 12 23 Generated: 2/15/2024 10:16:29 AM by HARRISONA PROJECT PROPOSALS FOR FY2025 BUDGET - NONE - REHAB PROJECTS ONLY FUNDINGS ROW# CREATOR INTEND BGT FY STATUS APPROVE PROJECT REV TYPE ROUTE SUBDIVISION MILEPOSTS CONDITION IMPACT ASSET TYPE PROJECT SCOPE PROJECT COST METRO OCTA RCTC SBCTA VCTC OTHER YEAR # 17 ZAVALAL 2025 2025 SAVED OPEN 2907 00 Rehab San Bernardino San Gabriel 16.9 - 49.69 Worn High Train Control SoGR_FY25_SAN GABRIEL_SIGNAL Upgrade Control Point incl. House and Signals at $9,285,000 $5,571,000 $0 $0 $3,714,000 $0 $0 LIne CP Archibald Upgrade Signal Crossings at Lark Allen Ave Azusa Ave Archibald Ave Hermosa Ave Mango Ave Palmetto Ave Hamburger Lane Merced Ave 18 ZAVALAL 2025 2025 SAVED OPEN 2908 00 Rehab Orange County Orange 167.44 - Worn High Train Control SoGR_FY25_ORANGE_SIGNAL Upgrade Control Point incl. House and Signals at $8,008,000 $0 $8,008,000 $0 $0 $0 $0 Line 196.72 CP Bake CP El Toro Upgrade Signal Crossings at Sycamore Street Broadway Street Cerritos Ave La Zanja Street South Street 19 ZAVALAL 2025 2025 SAVED OPEN 2909 00 Rehab ALL River 0.8 - 482.1 Worn High Train Control SoGR_FY25_RIVER_SIGNAL Upgrade Control Point incl. House and Signals at $3,780,000 $1,795,500 $748,440 $419,580 $544,320 $272,160 $0 1) CP West Diamond 2) CP East Diamond 20 ZAVALAL 2025 2025 SAVED OPEN 2911 00 Rehab Perris Valley Line San Jacinto (PVL) 65.00 - 85.40 Worn High Train Control SoGR_FY25_PERRIS VALLEY_SIGNAL Replace EGMS at $1,701,000 $0 $0 $1,701,000 $0 $0 $0 1) E. Citrus Street/65.46, 2) Spruce Street/66.74, 3) W. Blaine Street/67.38, 4) San Jacinto Avenue/82.90, 5) G Street/84.00, 6) E. Ellis Street/84.19) 21 ZAVALAL 2025 2025 SAVED OPEN 2917 00 Rehab Perris Valley Line San Jacinto (PVL) 65 - 85.4 Worn High Structures SoGR_FY25_PERRIS Additional funding is needed for the Citrus Retaining Wall & Box $6,152,000 $0 $0 $6,152,000 $0 $0 $0 VALLEY_STRUCTURES_CONSTRUCTION_DEFERRED FROM FY23 Springs Drainage rehabilitation to complete construction. The BUDGET PROCESS rehabilitation will consist of improving drainage structures on the PVL Subdivision along the CP Citrus and Box Springs area. The current project cost at the 30% design level is $34.M. Construction funds from prior years were an estimated cost for construction at that time. The current estimate was updated to reflect industry trends. Currently progressing on to 60% design. The Construction will be performed in 3 IFB phases as funding is identified. PREVIOUS FUNDING: The design phase and partial Construction phase were funded in the FY21 budget: Project 521910 for $1.8M Design; and Project 521920 for $2.3M Construction. The FY22 request for $1.58M and the FY24 request for $5.25M will contribute to the construction budget required to continue. (FY23 request Deferred to FY24). PROJECT LOCATIONS Phase 1 Location: PVL MP 70.78-70.83, MP 70.83-70.9, MP 70.9, MP 71.27, MP 71.45 Phase 2 Location: PVL MP 69.72 – 69.80, MP 70.06, MP 70.51, MP 70.6, MP 70.69, MP 70.69 – 70.78, MP 70.74, MP 70.78, MP 70.85 Phase 3 Location: PVL CP Citrus MP 65.36, MP 68.37, MP 68.65, MP 69.04, MP 69.23, MP 69.49, MP 69.72 22 ZAVALAL 2025 2025 SAVED OPEN 2918 00 Rehab ALL All N/A - N/A Worn High Structures SoGR_FY25_SYSTEMWIDE_STRUCTURES_MAINTENANCE & CREW The MRP 2.0 update identified the need to have an additional $1,890,000 $897,750 $374,220 $209,790 $272,160 $136,080 $0 BRIDGE INSPECTOR Structures Maintenance Crew to address Maintenance Work Orders, and also have an additional Bridge Inspector to augment existing staff. Currently, only 2 Bridge Inspectors are covering over 1000 Structures on Metrolink property. 25 ZAVALAL 2025 2025 SAVED OPEN 2922 00 Rehab San Bernardino San Gabriel 1.08 - 56.52 Worn High Structures SoGR_FY25_SAN GABRIEL_STRUCTURES_CONSTRUCTION San Gabriel Sub Structures Rehabilitation addresses three major $1,134,000 $680,400 $0 $0 $453,600 $0 $0 LIne subcomponents to sufficiently rehabilitate aging infrastructure: - Bridges - Culverts - Tunnels Specific work will include: *CONSTRUCTION FUNDS ONLY* for Structures rehabiliation at MP 24.19, and downsizing of 1 drainage bridge structure at Mp 34.9 from a bridge to a culvert. 3 / 12 24 Generated: 2/15/2024 10:16:29 AM by HARRISONA PROJECT PROPOSALS FOR FY2025 BUDGET - NONE - REHAB PROJECTS ONLY FUNDINGS ROW# CREATOR INTEND BGT FY STATUS APPROVE PROJECT REV TYPE ROUTE SUBDIVISION MILEPOSTS CONDITION IMPACT ASSET TYPE PROJECT SCOPE PROJECT COST METRO OCTA RCTC SBCTA VCTC OTHER YEAR # 27 ZAVALAL 2025 2025 SAVED OPEN 2926 00 Rehab Orange County Orange 165.08 - 207.4 Worn High Structures SoGR_FY25_ORANGE_STRUCTURES_CONSTRUCTION Orange Sub Structures Rehabilitation addresses three major $1,864,000 $0 $1,864,000 $0 $0 $0 $0 Line subcomponents to sufficiently rehabilitate aging infrastructure and growing backlog: - Bridges - Culverts - Tunnels Specific work will include: This budget will provide additional construction funds for the 2 structures (MP 202.1 and 202.35) that will be constructed with partial funds from the FY24 budget, primarily in the Dana Point and San Clemente area. These funds are needed due to construction cost escalation issues Metrolink has recently experienced. 28 ZAVALAL 2025 2025 SAVED OPEN 2927 00 Rehab Ventura County Ventura - VC 426.4 - 441.24 Worn High Structures SoGR_FY25_VENTURA (VN)_STRUCTURES_DESIGN Ventura Sub Structures Rehabilitation addresses three major $473,000 $0 $0 $0 $0 $473,000 $0 Line County subcomponents to sufficiently rehabilitate aging infrastructure and growing backlog: - Bridges - Culverts - Tunnels Specific work will include: *DESIGN ONLY* Design & Environmental Clearance for Repairs to culvert (440.56) to help with sediment build-up due to erosion and obtain necessary environmental clearance and permits. 29 ZAVALAL 2025 2025 SAVED OPEN 2928 00 Rehab ALL River 3.34 - 3.34 Worn High Structures SoGR_FY25_RIVER_STRUCTURES_DESIGN_DRAINAGE *Design Only* River Sub Drainage Improvement addresses the $851,000 $404,225 $168,498 $94,461 $122,544 $61,272 $0 IMPROVEMENT need for a hydrology and hydraulics study and design for a drainage system that can help mitigate the severe erosion and flooding in this area, near Bridge MP 3.34 30 ZAVALAL 2025 2025 SAVED OPEN 2930 00 Rehab Ventura County Ventura - VC 426.00 - Worn High Track SoGR_FY25_VENTURA (VN)_TRACK TIES: $2,170,000 $0 $0 $0 $0 $2,170,000 $0 Line County 433.00 4,000 Wood Ties - MT: MP 429.0-430.0 and MP 432.0-433.0; Siding: MP 426.0-427.0 BALLAST: Ballast to support projects listed. 32 ZAVALAL 2025 2025 SAVED OPEN 2934 00 Rehab Antelope Valley Valley 3.67 - 76.63 Worn High Track SoGR_FY25_VALLEY_TRACK TIES: $4,725,000 $4,725,000 $0 $0 $0 $0 $0 Line 7,000 Wood Tie Replacement: MT 37-38, 40-42, 51-52, 62-63, 65- 67 Concrete tie upgrade: MT-MP 64.33-65.33 (3000 TF) GRADE CROSSING: MP 32.35 - Drayton St. (80 TF), MP 56.16 Crown Valley Rd. (50 TF) BALLAST: Ballast to support projects listed. 33 ZAVALAL 2025 2025 SAVED OPEN 2936 00 Rehab San Bernardino San Gabriel 1.08 - 57.66 Worn High Track SoGR_FY25_SAN GABRIEL_TRACK RAIL: $5,532,000 $3,319,200 $0 $0 $2,212,800 $0 $0 LIne Replace Curve 2.17-1 South Rail (MT-MP 2.18-2.48, 1590 LF); Curve 4.44-1 North Rail (MT-MP 4.44-4.62, 960 LF and two 136/119 transition rails); Curve 19.25-1 North Rail (MT-MP 19.25- 19.58, 1750 LF); Tangent South Rail (MT-MP 29.85-29.96, 690 LF); Tangent North/South Rail (MT-MP 38.61-38.73, 1280 LF and two 136/119 transition rails); Replace Curve 55.49-1 South Rail (MT- MP 55.5-55.58, 430 LF); Replace Curve 55.62-1 North Rail (MT-MP 55.61-55.79 MT, 960 LF); Replace Curve 55.87-1 South Rail (MT- MP 55.88-56.0, 640 LF); Upgrade 119# to 136 # North/South Rail MP 3.73-4.43 (2400 LF) GRADE CROSSING: MP 52.44 - S. Lilac Ave. (70 TF), SPECIAL TRACKWORK: Rehab: MP 45.70 (#10), MP 45.74 (#10), MP 45.75 (#10), and MP
BALLAST: Ballast to support projects listed. 34 ZAVALAL 2025 2025 SAVED OPEN 2938 00 Rehab Orange County Orange 165.08 - Worn High Track SoGR_FY25_ORANGE_TRACK RAIL: $6,554,000 $0 $6,554,000 $0 $0 $0 $0 Line 207.40 Replace Curve 175.84-2 North/South Rail (MT2-MP 175.89- 176.17, 2960 LF); Curve 197.87-1 North Rail South (MT-MP 197.85- 197.97, 640 LF); Curve 199.92-1 South Rail (MT-MP 199.92- 200.23, 1640 LF); GRADE CROSSING: MP 167.07 E. La Palma Ave. (240 TF), MP 172.21 S. State College Blvd. (270 TF) SPECIAL TRACKWORK: CP La Palma (2 - #20) BALLAST: Ballast to support projects listed. 35 ZAVALAL 2025 2025 SAVED OPEN 2940 00 Rehab ALL River 1.18 - 482.62 Worn High Track SoGR_FY25_RIVER_TRACK RAIL: $3,165,000 $1,503,375 $626,670 $351,315 $455,760 $227,880 $0 River Curve 1.19-3 South Rail (MT3-MP 1.18-1.29, 580 LF); River WB Curve 143.03-4 South Rail (MT4-MP 143.03-143.39, 1900 LF); River EB Curve 482.41-2, Curve 482.61-2, and Curve 482.62-2 North Rail (MT2-MP 482.31-482.63, 1690 LF) GRADE CROSSING: MP 1.18 N. Main St. (200 TF), MP 481.69 N. Main St./Albion St. (160 TF) BALLAST: Ballast to support projects listed. 4 / 12 25 Generated: 2/15/2024 10:16:29 AM by HARRISONA PROJECT PROPOSALS FOR FY2025 BUDGET - NONE - REHAB PROJECTS ONLY FUNDINGS ROW# CREATOR INTEND BGT FY STATUS APPROVE PROJECT REV TYPE ROUTE SUBDIVISION MILEPOSTS CONDITION IMPACT ASSET TYPE PROJECT SCOPE PROJECT COST METRO OCTA RCTC SBCTA VCTC OTHER YEAR # 36 ZAVALAL 2025 2025 SAVED OPEN 2942 00 Rehab Perris Valley Line San Jacinto (PVL) 65.13 - 86.79 Worn High Track SoGR_FY25_PERRIS VALLEY_TRACK GRADE CROSSING: $780,000 $0 $0 $780,000 $0 $0 $0 MP 65.13 Villa St. (20 TF), MP 85.89 Mapes Rd. (40 TF), and MP
BALLAST/SURFACING: Ballast to support projects listed 37 ZAVALAL 2025 2025 SAVED OPEN 2943 00 Rehab ALL All n/a - n/a Worn High Track SoGR_FY25_SYSTEMWIDE_TRACK MEASUREMENT Track Measurement systems: $2,835,000 $1,346,625 $561,330 $314,685 $408,240 $204,120 $0 Tie Scans, GPR, Ballast scanning, MRP Updates Slopes and Embankments study - Recommended by MRP Consultant 38 SHAHIDS 2025 2025 SAVED OPEN 2945 00 Rehab ALL All n/a - n/a Worn High Facilities LAUS Main Waterline Replacement •The current piping is old, galvanized waterline with several $233,000 $110,675 $46,134 $25,863 $33,552 $16,776 $0 leaking and rusted sections. 39 SHAHIDS 2025 2025 SAVED OPEN 2946 00 Rehab ALL All n/a - n/a Worn High Facilities CMF HVAC Replacement • Replace HVAC units in CMF $426,000 $202,350 $84,348 $47,286 $61,344 $30,672 $0 40 SHAHIDS 2025 2025 SAVED OPEN 2947 00 Rehab ALL All n/a - n/a Worn High Facilities SCADA System Installation & MCC Upgrade Scope Part 1 $332,000 $157,700 $65,736 $36,852 $47,808 $23,904 $0 SCADA Remote Control System: This system shall remote control and failure prediction of the following equipment, system & sub-system