California State Rail Plan 2005-06 to 2015-16
California State Rail Plan 2005-06 to 2015-16
California State Rail Plan 2005-06 to 2015-16
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<strong>2005</strong>-<strong>06</strong> – <strong>2015</strong>-<strong>16</strong> <strong>California</strong> <strong>State</strong> <strong>Rail</strong> <strong>Plan</strong><br />
Although recent OTP has been negatively impacted by increased freight traffic<br />
statewide; capital projects are planned on all three Routes <strong>to</strong> increase capacity and<br />
OTP. Operational efficiency will also be improved in the ten-year period with<br />
capital projects <strong>to</strong> purchase equipment, construct new or improve existing stations,<br />
build maintenance facilities, and improve track and signal infrastructure.<br />
Schedule planning is an important component of the operations program.<br />
The Department reviews train schedules <strong>to</strong> improve ridership, yield, and<br />
operational efficiency, particularly in regard <strong>to</strong> equipment usage and crew<br />
schedules. Train schedules should provide optimum flexibility and coverage<br />
given the number of round-trips on the route. For example, passengers should be<br />
able <strong>to</strong> make convenient business or day trips <strong>to</strong> the major urban destinations such<br />
as San Francisco, Oakland, Los Angeles, Sacramen<strong>to</strong>, and San Diego.<br />
Travel patterns have become much more complex with population growth and<br />
business centers moving out of cities. To serve traveler’s needs, it has become<br />
much more important for intercity rail <strong>to</strong> connect <strong>to</strong> other systems in order <strong>to</strong> serve<br />
a variety of travel patterns. Thus, the Department works <strong>to</strong> coordinate with other<br />
rail and transit providers and adjust schedules whenever possible <strong>to</strong> improve<br />
connections.<br />
The Department also works with Amtrak <strong>to</strong> increase yields and contain costs<br />
through analysis of segment profitability, yield pricing and other mechanisms, and<br />
establish fares that maximize yields and ridership. This effort is coordinated with<br />
the market research and ridership/revenue modeling work described in Chapter IV.<br />
Additionally, the Department moni<strong>to</strong>rs Amtrak billings for accuracy.<br />
Another potential avenue for reducing costs and increasing service quality is the<br />
competitive bidding of either the entire intercity rail service function or of specific<br />
ancillary services. The Department has examined these options in the past and<br />
will continue <strong>to</strong> study the feasibility of competitively bidding rail services. This is<br />
a timely issue as there has been strong pressure from the Federal administration<br />
and many in Congress <strong>to</strong> introduce competition <strong>to</strong> Amtrak. Amtrak’s own<br />
strategic reform initiatives concerning competition are discussed in the “Amtrak<br />
<strong>Plan</strong>ning Section” of Chapter XI.<br />
PASSENGER AMENITIES<br />
On Board Amenities<br />
Important on board passenger amenities include: food service, reserved seating,<br />
and checked baggage. Food service varies on each of the three routes, however all<br />
trains have a food service car that provides table seating, and snacks, drinks and<br />
beer and wine. The San Joaquins also offer full meals. The food is oriented<br />
<strong>to</strong>wards quality at an affordable price. Food service is evaluated and adjusted on<br />
an ongoing basis <strong>to</strong> improve quality and yield. Reserved seating is provided on<br />
the San Joaquins and in Business Class Service on the Pacific Surfliners.<br />
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