displacement and out-placement and being pushed out -- we need to continue to band together and celebrate and sing these praises because we're thwarting those forces. this san francisco is for folks like betty and her children, who were raised here and live here and want to remain here. thank you forgiving me an opportunity to speak and to the entire residents and the community, talofa, my heart is filled. i love. thank you very much. [applause and cheering] >> thank you, mad madam chair. and last, but not least, bill ginsburg is here. we bring up the supervisor of district 10, mr. shamann walton. [applause and cheering] >> thank you, theo.

good afternoon! >> good afternoon! >> to some this is just block six, a place in sunnydale. to others, it is a public housing community. but to the residents, this represents hope, this represents home, this represents a community where many promises have been made over the past. i am excited to see the second building, the second homes go up here at sunnydale. you've heard from a lot of the leaders who have been working on this for years. i've been fortunate enough to work on this project as executive director of w.c.d., working to make sure that people in this community actually got to work on the projects here in their community. it is exciting, as i look around and see some of the residents that live in other hope s.f.

communities that came to support, because they know and understand what this represents here today. and as i look around, i see phil, and we talk about the hudd that we're going to bring to this community, a world class community center, basketball courts, things that make a community thrive, things that make you want to be here, want to live here, and want to take care of. as i look around and see residents coming together on this beautiful sunny today, which we know district 10 is the most beautiful place here in san francisco, but i continue to be filled with joy every time we get to do a groundbreaking like this. in the words of that great philosopher jay-z -- you wonder why they call it the projects? because it is a project.

but we are changing with hope s.f. these are communities that demand the respect, that demand for us to pay attention to them and make sure that that isolation that has existed changes. so this is not just about the housing that is going up; it is also about the grocery stores that we fight for to come to this community. it's also about making sure that the streets and the roads look like other areas here in san francisco. it is about the joint partnership with bains and nibby, and bains being the biggest black contractor that we have working on projects here in san francisco. it's about all of those pieces working together to create a vibrant community for the people who have been made so many promises for years. as someone who has lived in public housing, and who had opportunities and mentorship and people helping me be able to

grow, so we can come back and work together to realize the things we've talked about for decades. and that is the vibrancy of hope s.f. communities. so i just want to say i'm excited, of course, to see block six go up. i'm excited as we look over and see parcel "q." and we know and understand that this is only the beginning. this is only the beginning. so i just want everyone to look at this beautiful day and remember this because once we have this new affordable housing come up, once we raise the $600 million that mayor breed talked about, we're going to continue to see more housing come up in this community, across all hope s.f. sites, and continue to thrive and grow and give the community what they deserve. thank you. [applause and cheering]

>> real quick, i just want to acknowledge my colleague on the board of supervisors, supervisor safai. thank you for showing up and supporting us. we share aborted, and so it is definitely a pleasure to have someone who supports this work showing up and standing with us in force. thank you, supervisor. [applause] >> thank you, supervisor safai. let's lead the mayor over to that incredible shovel and dirt over there, please thank our i incredible speakers. madam mayor. [applause]

>> i moved into my wonderful, beautiful, affordable housing march 7th. i have lived in san francisco since i was two-years-old. i've lived in hunters view for 23 to 24 years now. my name is vlady. i use titus and i am the resident commissioner for the san francisco housing facility. from the very beginning, this whole transition of public housing and affordable housing was a good idea. but many, many residents didn't think it would ever actually happen. it's been a life changing

experience. and i'm truly grateful for the whole initiative and all those that work on the whole sf initiative. they've done a wonderful job accommodating the residents, who for many years have lived in delap tated housing. now they have quality housing. i was on a street where the living room and the kitchen and stairs. it wasn't large enough to accommodate. the children are grown. i had the accomplish of having a dishwasher in my home. i really like that. [laughter] i really like not having to wash dishes by hand. we still do it from time to time. the mayor's office has been a real friend to us, a partner. we know that our city supports us. i love san francisco. just to be able to stay in my

community and continue to help the residents who live here and continue to see my neighborhoods move into new housing, it's been a real joy. it's been a real joy. san francisco, 911, what's the emergency? >> san francisco 911, police, fire and medical. >> the tenderloin. suspect with a six inch knife. >> he was trying to get into his car and was hit by a car. >> san francisco 911 what's the exact location of your emergency? >> welcome to the san francisco department of emergency management. my name is shannon bond and i'm the lead instructor for our dispatch add -- academy. i want to tell you about what we do here. >> this is san francisco 911.

do you need police, fire or medical? >> san francisco police, dispatcher 82, how can i help you? >> you're helping people in their -- what may be their most vulnerable moment ever in life. so be able to provide them immediate help right then and there, it's really rewarding. >> our agency is a very combined agency. we answer emergency and non-emergency calls and we also do dispatching for fire, for medical and we also do dispatching for police. >> we staff multiple call taking positions. as well as positions for police and fire dispatch. >> we have a priority 221. >> i wanted to become a dispatcher so i could help people. i really like people. i enjoy talking to people. this is a way that i thought that i could be involved with people every day. >> as a 911 dispatcher i am the first first responder. even though i never go on seen --

scene i'm the first one answering the phone call to calm the victim down and give them instruction. the information allows us to coordinate a response. police officers, firefighters, ambulances or any other agency. it is a great feeling when everyone gets to go home safely at the end of the day knowing that you've also saved a citizen's life. >> our department operates 24 hours a day, 7 days a week, 365 days a year. >> this is shift work. that means we work nights, weekends and holidays and can involve over time and sometimes that's mandatory. >> this is a high stress career so it's important to have a good balance between work and life. >> we have resources available like wellness and peer support groups. our dispatchers of the month are recognized for their outstanding performance and unique and ever changing circumstances. >> i received an accommodation and then i received dispatcher of the month, which was really

nice because i was just released from the phones. so for them to, you know, recognize me for that i appreciated it. i was surprised to even get it. at the end of the day i was just doing my job. >> a typical dispatch shift includes call taking and dispatching. it takes a large dedicated group of fifrst responders to make ths department run and in turn keep the city safe. >> when you work here you don't work alone, you work as part of a team. you may start off as initial phone call or contact but everyone around you participating in the whole process. >> i was born and raised in san francisco so it's really rewarding to me to be able to help the community and know that i have a part in -- you know, even if it's behind the scenes kind of helping the city flow and helping people out that live here. >> the training program begins with our seven-week academy followed by on the job training. this means you're actually taking calls or dispatching responders.

>> you can walk in with a high school diploma, you don't need to have a college degree. we will train you and we will teach you how to do this job. >> we just need you to come with an open mind that we can train you and make you a good dispatcher. >> if it's too dangerous to see and you think that you can get away and call us from somewhere safe. >> good. that's right. >> from the start of the academy to being released as a solo dispatcher can take nine months to a year. >> training is a little over a year and may change in time. the training is intense. very intense. >> what's the number one thing that kills people in this country? so we're going to assume that it's a heart attack, right? don't forget that. >> as a new hire we require you to be flexible. you will be required to work all shifts that include midnights, some call graveyard, days and

swings. >> you have to be willing to work at different times, work during the holidays, you have to work during the weekends, midnight, 6:00 in the morning, 3:00 in the afternoon. that's like the toughest part of this job. >> we need every person that's in here and when it comes down to it, we can come together and we make a really great team and do our best to keep the city flowing and safe. >> this is a big job and an honorable career. we appreciate your interest in joining our team. >> we hope you decide to join us here as the first first responders to the city and county of san francisco. for more information on the job and how to apply follow the links below.

>> hi today we have a special edition of building san francisco, stay safe, what we are going to be talking about san francisco's earth quakes, what you can do before an earthquake in your home, to be ready and after an earthquake to make sure that you are comfortable staying at home, while the city recovers. ♪ >> the next episode of stay safe, we have alicia johnson from san francisco's department of emergency management. hi, alicia thanks to coming >> it is a pleasure to be here with you. >> i wonder if you could tell us what you think people can do to get ready for what we know is a coming earthquake in san francisco. >> well, one of the most things that people can do is to make sure that you have a plan to communicate with people who live both in and out of state. having an out of state contact, to call, text or post on your

social network is really important and being able to know how you are going to communicate with your friends, and family who live near you, where you might meet them if your home is uninhab hitable. >> how long do you think that it will be before things are restored to normal in san francisco. >> it depends on the severity of the earthquake, we say to provide for 72 hours tha, is three days, and it helps to know that you might be without services for up to a week or more, depending on how heavy the shaking is and how many after shocks we have. >> what kind of neighborhood and community involvement might you want to have before an earthquake to make sure that you are going to able to have the support that you need. >> it is important to have a good relationship with your neighbors and your community. go to those community events, shop at local businesses, have a reciprocal relationship with them so that you know how to take care of yourself and who

you can rely on and who can take care of you. it is important to have a battery-operated radio in your home so that you can keep track of what is happening in the community around and how you can communicate with other people. >> one of the things that seems important is to have access to your important documents. >> yes, it is important to have copies of those and also stored them remotely. so a title to a home, a passport, a driver's license, any type of medical records that you need need, back those up or put them on a remote drive or store them on the cloud, the same is true with any vital information on your computer. back that up and have that on a cloud in case your hard drive does not work any more. >> in your home you should be prepared as well. >> absolutely. >> let's take a look at the kinds of things that you might want to have in your home. >> we have no water, what are we going to do about water? >> it is important for have extra water in your house, you

want to have bottled water or a five gallon container of water able to use on a regular basis, both for bathing and cooking as well as for drinking. >> we have this big container and also in people's homes they have a hot water heater. >> absolutely, if you clean your hot water heater out regularly you can use that for showering, drinking and bathing as well >> what other things do people need to have aren't their home. >> it is important to have extra every day items buy a couple extra cans of can food that you can eat without any preparation. >> here is a giant can of green giant canned corn. and this, a manual can opener, your electric can opener will not be working not only to have one but to know where to find it in your kitchen. >> yes. >> so in addition to canned goods, we are going to have fresh food and you have to preserve that and i know that we have an ice chest. >> having an ice chest on hand

is really important because your refrigerator will not be working right away. it is important to have somebody else that can store cold foods so something that you might be able to take with you if you have to leave your home. >> and here, this is my very own personal emergency supply box for my house. >> i hope that you have an alternative one at home. >> oh, i forgot. >> and in this is really important, you should have flashlights that have batteries, fresh batteries or hand crank flashlight. >> i have them right here. >> good. excellent. that is great. additionally, you are going to want to have candles a whistle, possibly a compass as well. markers if you want to label things if you need to, to people that you are safe in your home or that you have left your home. >> i am okay and i will meet you at... >> exactly. exactly. water proof matches are a great thing to have as well. >> we have matches here.

and my spare glasses. >> and your spare glasses. >> if you have medication, you should keep it with you or have access to it. if it needs to be refrigerated make sure that it is in your ice box. >> inside, just to point out for you, we have spare batteries. >> very important. >> we have a little first aid kit. >> and lots of different kinds of batteries. and another spare flashlight. >> so, alicia what else can we do to prepare our homes for an earthquake so we don't have damage? >> one of the most important things that you can do is to secure your valuable and breakable items. make sure that your tv is strapped down to your entertainment cabinet or wall so it does not move. also important is to make sure that your book case is secure to the wall so that it does not fall over and your valuable and breakables do not break on the ground. becoming prepared is not that difficult. taking care of your home, making sure that you have a few

extra every-day items on hand helps to make the difference. >> that contributes dramatically to the way that the city as a whole can recover. >> absolutely. >> if you are able to control your own environment and house and recovery and your neighbors are doing the same the city as a whole will be a more resilient city. >> we are all proud of living in san francisco and being prepared helps us stay here. >> so, thank you so much for joining us today, alicia, i appreciate it. >> absolutely, it is my pleasure. >> and thank you for joining us on another edition of building .

>> working for the city and county of san francisco will immerse you in a vibrate and dynamic city on sfroert of the art and social change we've been on the edge after all we're at the meeting of land and sea

world-class style it is the burn of blew jeans where the rock holds court over the harbor the city's information technology xoflz work on the rulers project for free wifi and developing projects and insuring patient state of at san francisco general hospital our it professionals make guilty or innocent available and support the house/senate regional wear-out system your our employees joy excessive salaries but working for the city and county of san francisco give us employees the unities to contribute their ideas and energy and commitment to shape the city's future but for considering a career with the city and county of san francisco

sustainability mission, even though the bikes are very minimal energy use. it still matters where the energy comes from and also part of the mission in sustainability is how we run everything, run our business. so having the lights come on with clean energy is important to us as well. we heard about cleanpowersf and learned they had commercial rates and signed up for that. it was super easy to sign up. our bookkeeper signed up online, it was like 15 minutes. nothing has changed, except now we have cleaner energy. it's an easy way to align your environmental proclivities and goals around climate change and it's so easy that it's hard to not want to do it, and it doesn't really add anything to the bill.

[gavel] >> good morning and welcome to san francisco county transportation authority board meeting for today, september 24th, 2019. our clerk is mr. alberto quintanilla. could you please call the roll. >> clerk: item 1 roll call. brown i. commissioner fewer? >> present. >> commissioner haney? haney present. commissioner mandelman? mandelman absent. commissioner mar? mar present. commissioner? >> present. >> commissioner safai? safai absent.

commissioner stefani? >> present. >> clerk: commissioner walton? walton present. commissioner yee. yee absent. we have quorum. >> chair: thank you. colleagues, if you will indulge me, because of caltrain's general manager's schedule, i would like to take a few things out of order this morning and start with -- well, the chair's report, which would be inappropriate. next item. so with that, i will give the chair's report. this month we focus our attention on regional transportation and the future of caltrain, with a presentation on the long-awaited caltrain business plan and service. i want to thank mr. hartnet for being here with members of his staff to present this update. you've seen him before here at previous meetings. and i want to thank jim and his staff for working with our staff and the city on this important

effort for transportation up and down the peninsula. and with the electrification program that we all fought so hard for to get the $647 million under way and ridership levels at an an all-time high, this is the opportune time to plan for growth and development of the plan. we look forward to hearing staff's recommendations, which i understand to be appropriately ambitious, as rail is one of the keys to sustainability of the west bay corridor. delivering the baseline improvements alone, including the extension of caltrain to the transit terminal, which we previously discussed here, will be a big lift. when i say lift, i don't mean like lyft and our, but a monumental under taking. this means we need to understand and face the challenge of this endeavor. as the organizational assessment

note reports, it's the most productive railroads in the country -- addresses the upcoming transformation and the status quo is no longer viable. so i hope that the conversation about supporting the bigs plan will include a conversation about how to set caltrain up for success over decades to come, not only in terms of funding, but also organizationally. i know caltrain joint powers authority is deliberating many complex issues, from how to grow and retain staff, to securing permanent long-term funding, to support caltrain's development. and i really want to thank our commissioner and colleague supervisor walton for working collaboratively with our regional counterparts on these questions. and for raising the need for sound analysis and independent advice on organizational structures and government options. as the board resolution that we passed earlier this year suggests, we do believe in

independent dedicated and well-resourced agency is needed to realize caltrain's potential going forward. san francisco is committed to working in partnership with our joint powers board colleagues. and the region to discuss this and support a stronger caltrain over the coming weeks and months and years. that concludes the chair's report. is there any public comment on the chair's report? seeing none, public comment is closed. colleagues, if you'll indulge me, i would like to take item 6 out of order. mr. clerk, could you please read item number 6. >> clerk: this is an information item. >> chair: mr. hartnet, mr. fungy, good morning. >> good morning. >> chair: hold on, jim. we'll turn that microphone on. alberto. >> good morning, mr. chair. thank you so much for having us

here today. i'm pleased to have the opportunity. i have with me the key responsible parties and experts on each of the subject areas that we would like to address this morning. john fungy, who is head of our electrification program. michelle bouchard is the chair of the -- chief officer for rail, which includes the p.t.c. program and sebastian petty, who is in charge of the business plan efforts. and each of them will be making brief presentations. we'll be happy to answer any questions. my role is to support them and to help them this their presentations, but they're the experts in the field. i apologize for this schedule. they certainly can stay as long as you desire.

and i will as well. the santa clara county board of supervisors set the same item today as well for 12:00 noon and said by 12:15, our presentation is done. so i have to at least be there to help present there. but thank you for this opportunity. and we appreciate all of your support. and this is a great transformative time for caltrain. so we're really pleased to be here and present to you. so first we'll start with john. >> chair: thank you, jim. hopefully caltrain will take you there timely. [laughter] >> good morning, chair peskin, supervisors. john fungy. the caltrain -- the calmont program includes the electrification project and the electric procurement that upgrades the safety, and reliability of caltrain service, along the peninsula corridor.

the current electrification project will electrify the corridor from san francisco to san jose and replace caltrain's diesel service with high-performance electric trains. reducing air pollution and providing better service to more riders. there we go. sorry about that. >> chair: no worries. >> at your service, john. >> thank you, michelle. so the existing caltrain system, 32 stations from gilroy to san francisco. as chair peskin indicated, the ridership has grown dramatically from 30,000 to over 60,000

riders on a daily basis. the electrified area is south of san jose, north to san francisco, approximately 51 miles. the basic project elements of the infrastructure project are two major upgrades or actual replacements of the substations, one at east grand and the other in san jose. and incorporation of 10 facilities that will convey the power along the 50 miles, along with the contact wire and transformers. from the electric trains, the procurement contract is 133 trains. it will be purchased as part of this project. all -- well, the majority of the work of the infrastructure work happens at night, between 7:45 in the evening until 5:30 in the morning.

that includes the settings of the foundation, the poles, the wires. the only components that actually occur during the day is work outside of the rail right right-of-way, like the upgrades to the pg&e substation. the electric vehicles are currently in fabrication in salt lake city. we have approximately two and a half train sets in various stages of operation, of assembly. those vehicles, the first vehicle will be ready for testing in may of '20. and we'll be sending that first vehicle for the required f.r.a. prototype testing to the ttc i facility in pueblo, colorado. to summarize the benefits of an electric train, convenience, comfort, capacity and sustainability.

the overall program budget is $1.98 billion. the program is scheduled to go into revenue service in may of 2022. the infrastructure project is currently forecasted to be completed in december of 2021. and with that, that completes my presentation. and i'd like to turn it over to michelle bouchard, the chief operating officer for rail. thank you. >> chair: thank you, mr. fungy. and ms. bouchard, the floor is yours. >> so i'm going to give a brief update on our positive train control project. this is essentially the third leg of the calmont program. just to briefly explain what p.t.c. is. it's a complex signal system overlay. so it's a safety system that overlays the existing signal system, that provides for trains

to brake and to be precluded from getting into unsafe situations, even if the engineers are not operating the train appropriately. it's important to understand, though, that training is still fundamental for our engineers. it's not automatic train operation. and so we like to say the p.t.c. system will never kick in if an engineer is operating his or her train appropriately. it is a federal mandate. so we are required to have safety certificate success from the f.r.a. at a date certain. that date is december 31st, 2020. we just reached a major milestone in our program, as of september 7th. we actually entered into the first trains running p.t.c. enforced with passengers on board. and what happens is that what we call revenue service demonstration. it rolls out over the course of the time. over the course of the next

three months, we're increasing the number of trains that are operated in revenue service. i'm happy to report that things are going very well with this testing. this testing period is used to shake out any system bugs, to ensure that folks are trained both from an operating and maintenance perspective. the f.r.a., our regulator, on property often to be able to oversee this testing. and so we're really happy to have reached that milestone, which is critical to achieving the next milestones, which involve operating on the gilroy segment, which is actually union pacific-owned property. so we're working hard with the u.p. and very cooperatively. so that's going well. that's anticipated in december 2019. and meeting these deadlines and milestones are critical to then submitting our safety plan, which is the final plan to the f.r.a., that will then take about six months for them to concur with, to ask questions

about, in hopes of full safety security in december 2020. so you see over here the budget. we're working well within our budget. and anticipate the need for no additional funds through the life of this project. so where that that completes our calmod update. here you see the information as to where you can get more information online and to contact us at caltrain. >> chair: thank you, ms. bouchard. >> with that i'm going to hand it over to sebastian petty for the business plan update. >> good morning. thank you for having me. i'm a director of policy development at canada -- caltrain and provide a brief update on the business plan process as the chair mentioned, we're reaching a major milestone in the process. switch microphones here. so, first, i think it's

important to start by saying what is the caltrain business plan. it's called a business plan and ultimately will result in something that looks like a traditional business plan, it really is a long-awaited -- long-range plan and the corridor that we operate on. it's a very comprehensive planning effort. as well as other regional operators and the private sector as part of this effort. as we're at this sort of pivotal point where we're making a recommendation around the long-range service vision for caltrain, it's worth taking a step back and reminding ourselves of why we're asking this question at all. the caltrain corridor, the rail corridor, on which caltrain operates, has been a passenger rail corridor for over 150 years. as the railroad has grown and changed, we've been part of the urban growth and change on the peninsula as a whole. and we see the growth is continuing. by 2040, using the last regional

projects from the adopted plan bay area, we see there will be an additional 1.2 million people living and working within two miles of our stations. that's a 40% increase in the human density around our stations. and so we as a railroad are in a position where we really want to ask ourselves what can we do to make sure we're providing the mobility services that those folks need and making ourselves an attractive option to all of the different people who live near the corridor. and more platform are we going to be ready to provide that level of service. what do we need to do to plan and prepare to be the level of railroad that can be successful in that environment. we're also doing this work in the context of a lot of state and regional and local planning around rail that's happening in the bay area. there are any number of major projects, plans and concepts that are being actively built or designed or thought about related to rail. many of them touch the caltrain

corridor, probably most significantly here in san francisco. the sales force transit center is a major new facility that will one day be the northern terminal of the caltrain corridor. and so as caltrain, because we, as you heard, are in some ways out in front, we're actually building an electrification system. we're running new electric trains soon. we're in a unique position where we have the -- both the opportunity and the responsibility to sort of show what a true modernized rail system could look like in the bay area and in the state of california. and so we feel very strongly that we need to have a leadership role in defining a future vision for our corridor and showing how the caltrain service can help knit many of the big projects and plans together. and so that's really the context that we went to our board in august and laid out a draft recommendation for what the long-range service vision for

caltrain could be. it's really asking and responding to the question of how much service should caltrain provide and what should that service look like. if we want to serve the market that we think is growing on the peninsula, if we want to help tie these big regional projects together and get sort of the best value and best use out of them. what is caltrain's role in making that happen. and what does that mean for this -- specifically for the service that we plan to provide. we've been doing that work and the analysis leading up to that recommendation over the last year. we've been doing that work closely with san francisco's staff, as well as staff from our other partner agencies, state agencies and communities up and down the corridor. and what we've done is laid out basically three potential growth scenarios or visions for what the future the service could be. one is what we called a baseline scenario. as you'll see, that's a very ambitious baseline. it really cues to the work in planning that's been done in the corridor for the last decade or so. and then we've looked at two

options that pose the question what it looks like if we wanted to expand rail service further. what would the service looks like, what infrastructure would be required and what would it cost. we've done this work. and i won't go through the slides in detail. we have done the work at a high level of detail. this has been an intensive, technical effort. although the policy language we're proposing to the board is a little bit higher-level. we've really tried to prove out the concepts and do the technical work. that's in part to make sure that we're providing a vision statement that's sound. and it's also the act of doing that work helps advance the projects up and down the corridor that we're working on. six caltrain trains per hour, electrified, blended with high-speed rail. that's the planning that's been going on for the last decade in the corridor. we've looked at what we've been calling the moderate or middle growth option that looks at growing caltrain service even more. so having basically eight caltrain trains per hour, per direction, four expressway

trains, four local trains. and then we've looked at a high-growth scenario, that actually really kind of pushes the existing corridor to the max. it kind of finds the limit of what's the most rail service we could provide. that's going to as many as 12 caltrain trains per hour per direction, as well as the four high-speed trains that are common to all of these scenarios. we laid out to our board in august was really a framework for weighing the choices between the different options and think being how we can signed of sin -- synthesize them. a framework for thinking about these issues from a number of different perspectives. so we've looked at sort sort of a service-to-service, we have done the detailed financial analysis. we've looked at sort of the economic benefits to caltrain riders, things like time savings or vehicle trips not taken. we have thought about the regional aspects. so how this kind of an

investment in rail service matters for people who maybe don't ride the train. and we've also talked a little bit about flexibility and uncertainty. and kind of how we can establish a vision that's doable in the future. so this is just a flavor of a much longer technical analysis sis. we looked at things to what extent they result in the stations in our system getting high frequency or very high frequency service. as you can imagine, as you add trains, the number of stations starting to really get that almost bart-like show up and go service really increases. we've done detailed ridership projections, using land-use forecasts and caltrain today carries around 65,000 people every weekday. in the future, we think we'll be carrying between 150,000 to over 200,000 riders. that's based on both the land-use changes in our corridor, as well as the improved service. we've also done a lot of work trying to come up with the total program of investment, that would be required to support the service and really to again knit

together all of those projects that are complicated. and those numbers are large. so i want to preface what i'm going to describe a little bit by talking about how we built these up. we tried to take an expansive view of projects needed to deliver rail service, which is to say we worked with our partners, our state partners and our local jurisdiction partners to look at all of the projects they're planning for that intersect with the caltrain corridor, and to include them. so that means looking at the projects we're doing today as caltrain, it means looking at these what we've been calling partner projects understand then it thinks thinking about what beyond the system needs. the costs are quite high. all of the dollars i'm going to show you are in constant, de-escalated 2,018-dollars. so about $2.3 billion of active paid-for caltrain work on the corridor today. most of that is the electrification program that you heard about today. there's some other smaller projects that make up the balance. when we look at the partners that are actively being planned

or worked on by our partners, we get to over $16 billion. again it's de-escalated 2,018-dollars. in san francisco, there's the d.t.x. program. i recognize that the number i'm showing here again is de-escalated. it might be a little bit different. it's important to report that the pennsylvania avenue extension is also included. it is listed in the grade separation category, but the total is for both projects are included here. there's another very large project being thought about at the other end of our system, at deerdon, a major reconstruction of that station. there are a range of high-speed rail investments that would be directly shared by the caltrain system. a lot of that $2.6 billion relates to the proposal to electrify further south of san jose, down to gilroy in a way to share that corridor. a huge amount of investment being prisoned for in-grade separation -- being planned for in-grade separations.

they're rightly concerned about increased train traffic going over the tracks. again in various stages of very active planning and design around those projects. >> chair: that's all 42 grade separations, isn't that $7 billion? >> no. those are just the ones currently actively planned by cities. and by active planning, earl the definition is the city council is aware. they've issued a contract. and that can be anywhere from doing sort of a project study report, all the way through environmental clearance or advanced design. finally, we've identified in the baseline about an additional 3.5, $3.6 billion of investments we think caltrain will need by 2040, just to be sort of a complete system. even operating at the baseline level. this would include things like the full electrification of our fleet, expansion of train length to be able to better accommodate the demand. achieving level boarding on our stations to make them more accessible and to make our dwell times reliable enough to blend with high-speed rail.

new signaling systems. and so a variety of other projects and programs. what we've done then is laid those investments out in time. and we've used the timeframes that our project partners have provided. whatever date they said they believe these projects will happen, that's what we've used. that leads you to the conclusion that there's an awful lot of capital investment being planned in the late 2020s, early 20s. we looked at the marginal, additional projects or investments needed to grow caltrain more. that's what you're seeing in blue. if we want to move above the baseline and add additional caltrain service, $3 billion in overtake tracks and additional fleet to achieve the moderate growth level. and another 5 or so billion dollars to achieve the high growth, that cost being much longer overtakes and additional separateed grade separations. again to take a step back for a moment. this is one of the major questions we're asking in this

plan is, if we collectively as a region, from gilroy all the way to san francisco, are planning for this kind of level of investment in the rail corridor, what will it take to provide more service to take best advantage of that? we have done detailed financial projections, that also look at how this will affect the ongoing operating financials of the system. and this is work that stanford university helped us with, through the resources they were able to bring to this project. we do project that total cost of operating the system will grow from anywhere between $260 million to over $400 million. we do also project it's not reflected on this slide, that caltrain will remain a very efficient rail system. so even though our total financial scope will grow, we hold fares constant, generally what we're seeing is our ability to recover some of our costs that way is going to remain constant and will continue to cover a lot of our operating costs through fares, even though the total scope of the -- excuse

me, of sort of the financial size of the system will grow. we've done a lot of analysis and i'm just giving awe flavor for it here, looking at again economic benefits to caltrain users and using those as part of a cost-benefit analysis. both the moderate and high-growth do have a positive cost-benefit using a fairly narrow definition of the benefits. and then we've also looked at a range of regional factors. i'll highlight some of them here. one that's relevant to a lot of folks, who don't take the train, but are worried about congestion or things like that, the equivalent amount of sort of freeway lane capacity that this scale of investment adds. today in the peak hour, caltrain cares -- carries the equivalent of four lanes of people. with this scale of future growth, we're looking at adding between four and 8.5 lanes of additional sort of regional capacity. so some very large investments, but also some huge regional mobility benefits. we have looked at regional rail integration. as we plan the long-term sort of

future of the caltrain corridor, think being how that intersects not with some of those big projects that are maybe just over the horizon, things like a second bay crossing or a dunbarton rail connection. generally what we're finding is, you know, defining a program of growth that can grow in scale to meet those projects, if we as a region ever really want to have all kinds of trains, not just high-speed rail, but all kinds of trains running all over the bay. we need something in the high-growth scenario. we need to upgrade the peninsula corridor to a level with that train traffic. the next few slides really just summarize in more detail all of the analysis we went through. looking at different service metrics. financial and economic outputs. regional metrics. i would be remiss if i didn't mention all of these options are substantial greenhouse gas reduction benefits. then talking a little bit about flexibility and uncertainty. as staff, when we make a recommendation to our board, we want it to be one that is a

vision that's durable and it's specific enough that it provides guidance to staff and helps us advance projects and work with san francisco or san jose around some of these major terminal planning efforts. at the same time we have to acknowledge we're talking about huge dollar values and decades out into the future and so we need to make sure that we're crafting the language in a way that if projects are delayed or their scope changes slightly, we still have a vision that's durable and we're making sound recommendations. that's particularly relevant when we look at the distinction between what we've called the high-growth scenario and the moderate-growth scenario. we're requiring a lot of infrastructure that's very impactful to communities. it's very intertwined with the interplay of high-speed rail and caltrain's schedules. there's some discomfort about recommending that we go full speed ahead on that particular option. and so i'll talk a little bit about how we've incorporated that into our recommendation. before i get to that, the other real big stream of work we've

done is a major organizational assessment. this work was led through stanford by howard permit, who is the former president of metro north, a major commuter rail line in the u.s., going into new york city. this report is available in detail online. but it focuses on a full spectrum of organizational issues, ranging from service delivery, how we do our contracting, to sort of our own organization and resources and how those may need to change in the future to governance issues. both looking at how the caltrain system is governed and relating to the subjects. on the staff recommendations, we've developed sort of a policy statement and it's summarized here. essentially the recommendation has two parts. the first part is that we as sort of caltrain, being the three-county regional entity, are recommending what we've been calling the moderate-growth solutions, so the middle one. we think that that provides a type of service that meets the

needs of the corridor, that serves our markets well and that can be sort of discreetly conceptualized and delivered by caltrain, even as sort perform larger timelines around it or projects may change. at the same time the second part of the recommendation is we think as sort of good steward of the corridor. we don't want to ever preclude on the possibility of growing further. really what we're saying is the next step to look at even higher level of growth is not to run out and build it. it's to continue doing the planning and work with the region and our state partners to make sure that the commitments are there and the certainty is there. so when we do go out and start to have to really spend large amounts of money or very difficult conversations with communities, we're doing so with a level of certainty behind it, that those projects are real and committed. even though we've picked -- we've talked about an option, we've called moderate, that is a misleading term. so i want to close by just